Page 216 - Fundamentals of Management Myths Debunked (2017)_Flat
P. 216
Endnotes CHAPTER 6 • Organizational Structure and Design 215
1. B. Fenwick, “Oklahoma Fac- M. Fandt, “Managing Impressions Organizations (New York: Basic 26. Ibid.
tory Turns Out US Bombs Used in with Information: A Field Study of Books, 1971); D. S. Pugh, “The 27. H. Mintzberg, Structure in Fives:
Iraq,” Planet Ark <www. planetark. Organizational Realities,” Journal Aston Program of Research: Ret- Designing Effective Organizations
com>, November 4, 2003; A. of Applied Behavioral Science, rospect and Prospect,” in A. H. (Upper Saddle River, NJ: Prentice
Meyer, “Peeking inside the June 2001, 180–204. Van de Ven and W. F. Joyce (eds.), Hall, 1983), 157.
Nation’s Bomb Factory,” KFOR 13. Question of Ethics box based on Perspectives on Organization De- 28. D. A. Garvin and L. C. Levesque,
TV <www.kfor.com>, February R. E. Silverman, “Psst… This Is sign and Behavior (New York: “The Multiunit Enterprise,” Har-
27, 2003; G. Tuchman, “Inside What Your Co-Worker Is Paid,” John Wiley, 1981), 135–66; and vard Business Review, June 2008,
America’s Bomb Factory,” CNN Wall Street Journal, January 30, R. Z. Gooding and J. A. Wagner 106–17; and R. J. Williams, J. J.
<cnn.usnews.com>, December 5, 2013, B6. III, “A Meta-Analytic Review of Hoffman, and B. T. Lamont, “The
2002; and C. Fishman, “Boom- 14. Henri Fayol, General and Indus- the Relationship between Size and Influence of Top Management
town, U.S.A.,” Fast Company, trial Management, trans. C. Storrs Performance: The Productivity Team Characteristics on M-Form
June 2002, 106–14. (London: Pitman Publishing, and Efficiency of Organizations Implementation Time,” Journal of
2. D. Hudepohl, “Finesse a Flexible 1949), 19–42. and Their Subunits,” Administra- Managerial Issues (Winter 1995):
Work Schedule,” Wall Street Jour- 15. J. Zabojnik, “Centralized and De- tive Science Quarterly, December 466–80.
nal, February 19, 2008, B8. centralized Decision Making in 1985, 462–81. 29. See, for example, R. Greenwood
3. M. Boyle, “Super Bucks,” For- Organizations,” Journal of Labor 22. See, for example, H. M. O’Neill, and D. Miller, “Tackling Design
tune, February 4, 2008, 8–9; and Economics (January 2002): 1–22. “Restructuring, Reengineering and Anew: Getting Back to the Heart
M. Hiestand, “Making a Stamp on 16. See P. Kenis and D. Knoke, “How Rightsizing: Do the Metaphors of Organization Theory,” Acad-
Football,” USA Today, January 25, Organizational Field Networks Make Sense?” Academy of Man- emy of Management Perspec-
2005, 1C+. Shape Interorganizational Tie- agement Executive 8, no. 4 (1994): tives, November 2010, 78–88; G.
4. S. E. Humphrey, J. D. Nahrgang, Formation Rates,” Academy of 9–30; R. K. Reger, J. V. Mullane, J. Castrogiovanni, “Organization
and F. P. Morgeson, “Integrating Management Review, April 2002, L. T. Gustafson, and S. M. De- Task Environments: Have They
Motivational, Social, and Con- 275–93. marie, “Creating Earthquakes to Changed Fundamentally Over
textual Work Design Features: 17. T. Burns and G. M. Stalker, The Change Organizational Mindsets,” Time?” Journal of Management
A Meta-Analytic Summary and Management of Innovation (Lon- Academy of Management Execu- vol. 28, no. 2 (2002): 129–50; D.
Theoretical Expansion of the don: Tavistock, 1961). tive 8, no. 4 (1994): 31–41; and J. F. Twomey, “Leadership, Organi-
Work Design Literature,” Journal 18. D. Dougherty, “Re-imagining the Tan, “Impact of Ownership Type zational Design, and Competitive-
of Applied Psychology (September Differentiation and Integration of on Environment–Strategy Linkage ness for the 21st Century,” Global
2007): 1332–56. Work for Sustained Product In- and Performance: Evidence from a Competitiveness, Annual 2002,
5. E. Kelly, “Keys to Effective Vir- novation,” Organization Science, Transitional Company,” Journal of S31–S40; M. Hammer, “Pro-
tual Global Teams,” Academy September–October 2001, 612–31. Management Studies (May 2002): cessed Change: Michael Hammer
of Management Executive, May 19. A. D. Chandler Jr., Strategy and 333–54. Sees Process as ‘the Clark Kent of
2001, 132–33; and D. Ancona, H. Structure: Chapters in the History 23. E. W. Morrison, “Doing the Job Business Ideas’—A Concept That
Bresman, and K. Kaeufer, “The of the Industrial Enterprise (Cam- Well: An Investigation of Pro- Has the Power to Change a Com-
Comparative Advantage of X- bridge, MA: MIT Press, 1962). Social Rule Breaking,” Journal pany’s Organizational Design,”
Team,” MIT Sloan Management 20. See, for instance, L. L. Bryan of Management (February 2006): Journal of Business Strategy (No-
Review, Spring 2002, 33–39. and C. I. Joyce, “Better Strategy 5–28. vember–December 2001): 11–15;
6. R. S. Benchley, “Following Or- through Organizational Design,” 24. J. Woodward, Industrial Orga- T. Clancy, “Radical Surgery: A
ders,” Chief Executive, March McKinsey Quarterly no. 2 (2007): nization: Theory and Practice View from the Operating The-
2002, 6. 21–29; D. Jennings and S. Sea- (London: Oxford University Press, ater,” Academy of Management
7. R. Preston, “Inside Out,” Manage- man, “High and Low Levels of 1965). Executive, February 1994, 73–78;
ment Today, September 2001, 37; Organizational Adaptation: An 25. From the Past to the Present box I. I. Mitroff, R. O. Mason, and C.
and R. D. Clarke, “Over Their Empirical Analysis of Strategy, based on J. Woodward, Indus- M. Pearson, “Radical Surgery:
Heads,” Black Enterprise, Decem- Structure, and Performance,” Stra- trial Organization: Theory and What Will Tomorrow’s Organi-
ber 2000, 79. tegic Management Journal (July Practice. Also, see, for instance, zations Look Like?” Academy of
8. See J. R. P. French and B. Raven, 1994): 459–75; D. C. Galunic and C. Perrow, “A Framework for the Management Executive, February
“The Bases of Social Power,” in D. K. M. Eisenhardt, “Renewing the Comparative Analysis of Orga- 1994, 11–21; and R. E. Hoskis-
Cartwright and A. F. Zander, eds., Strategy-Structure-Performance nizations,” American Sociologi- son, C. W. L. Hill, and H. Kim,
Group Dynamics: Research and Paradigm,” in B. M. Staw and L. cal Review, April 1967, 194–208; “The Multidivisional Structure:
Theory (New York: Harper & Row, L. Cummings (eds.), Research in J. D. Thompson, Organizations Organizational Fossil or Source of
1960), 607–23. Organizational Behavior, vol. 16 in Action (New York: McGraw- Value?” Journal of Management
9. L. Urwick, The Elements of Ad- (Greenwich, CT: JAI Press, 1994), Hill, 1967); J. Hage and M. Ai- 19, no. 2 (1993): 269–98.
ministration (New York: Harper 215–55; R. Parthasarthy and S. ken, “Routine Technology, Social 30. Q. Hardy, “Google Thinks
& Row, 1944), 52–53. See also, J. P. Sethi, “Relating Strategy and Structure, and Organizational Small,” Forbes, November 14,
H. Gittel, “Supervisory Span, Re- Structure to Flexible Automation: Goals,” Administrative Science 2005, 198–202.
lational Coordination, and Flight A Test of Fit and Performance Im- Quarterly, September 1969, 31. See, for example, D. R. Denison,
Departure Performance: A Reas- plications,” Strategic Management 366–77; C. C. Miller, W. H. Glick, S. L. Hart, and J. A. Kahn, “From
sessment of Post-Bureaucracy Journal 14, no. 6 (1993): 529–49; Y. D. Wang, and G. Huber, “Un- Chimneys to Cross-Functional
Theory,” Organizational Science, H. A. Simon, “Strategy and Or- derstanding Technology-Structure Teams: Developing and Validating
July–August 2001, 468–83. ganizational Evolution,” Strategic Relationships: Theory Develop- a Diagnostic Model,” Academy of
10. S. Harrison, “Is There a Right Management Journal (January ment and Meta-Analytic Theory Management Journal (December
Span of Control? Simon Har- 1993): 131–42; H. L. Boschken, Testing,” Academy of Management 1996): 1005–23; D. Ray and H.
rison Assesses the Relevance of “Strategy and Structure: Re-con- Journal (June 1991): 370–99; D. Bronstein, Teaming Up: Making
the Concept of Span of Control to ceiving the Relationship,” Journal M. Rousseau and R. A. Cooke, the Transition to a Self-Directed
Modern Businesses,” Business Re- of Management (March 1990): “Technology and Structure: The Team-Based Organization (New
view, February 2004, 10–13. 135–50; D. Miller, “The Structural Concrete, Abstract, and Activity York: McGraw Hill, 1995); J. R.
11. P. C. Light, “From Pentagon to and Environmental Correlates of Systems of Organizations,” Jour- Katzenbach and D. K. Smith, The
Pyramids: Whacking at Bloat,” Business Strategy,” Strategic Man- nal of Management (Fall–Winter Wisdom of Teams (Boston: Har-
Government Executive, July 2001, agement Journal (January–Febru- 1984): 345–61; and D. Gerwin, vard Business School Press, 1993);
100. ary 1987): 55–76; and R. E. Miles “Relationships between Structure J. A. Byrne, “The Horizontal Cor-
12. See, for instance, D. Van Fleet, and C. C. Snow, Organizational and Technology,” in P.C. Nystrom poration,” BusinessWeek, Decem-
“Span of Management Research Strategy, Structure, and Process and W. H. Starbuck (eds.), Hand- ber 20, 1993, 76–81; B. Dumaine,
and Issues,” Academy of Manage- (New York: McGraw-Hill, 1978). book of Organizational Design, “Payoff from the New Manage-
ment Journal, September 1983, 21. See, for instance, P. M. Blau and vol. 2 (New York: Oxford Univer- ment,” Fortune, December 13,
546–52; and S. H. Cady and P. R. A. Schoenherr, The Structure of sity Press, 1981), 3–38. 1993, 103–10; and H. Rothman,