Barbara W. Keats

A Causal Model of Linkages Among Environmental Dimensions, Macro Organizational Characteristics, and Performance

An integrative model of relationships among environmental dimensions, diversification strategy, firm size, structural divisionalization, and economic performance was developed and tested using environmental and organizational data from 110 large manufacturing firms. The results suggested that among those organizations, (1) higher levels of environmental instability were associated with lower levels of divisionalization and diversification, (2) strategy followed structure, and (3) size did not mediate the strategy-structure relationship. Furthermore, both environmental instability and diversification were positively related to market-determined performance, and instability was negatively related to operating performance. The results provided support for portions of each of three models, the external control, strategic management, and inertial models.

Toward a Theory of Small Firm Performance: A Conceptual Model:

A conceptual model of small firm performance is developed based on extant theory in strategy, entrepreneurship and organization theory. It provides a framework for the study of the interrelationships among entrepreneurial characteristics, contextual factors and performance outcomes. It is considered a first step toward a limited domain theory of small firm performance.

Diversification and Business Economic Performance Revisited: Issues of Measurement and Causality

Past research on the relationship between diversification and firm performance has been plagued by a number of problems. The present study addressed three such problems. Relationships between diversification and multiple performance dimensions were reframed in the context of a time-ordered causal model. The results suggest that both diversification and performance are multidimensional constructs and that identification of appropriate criteria for performance assessment depends on the strategy pursued. The results also raise some intriguing questions regarding the conceptual definitions of diversification and performance constructs.

Empirical Identification of the Criteria for Effective Affirmative Action Programs

Legislation prohibits discrimination in most social activities. Organizations have implemented affirmative action programs to comply with the law and to attempt to reduce discrimination. Research indicates, however, that discrimination still exists. Research must therefore identify the key factors that make affirmative action programs truly effective. The authors designed this study to capture the policies of personnel and affirmative action officers in institutions of higher learning regarding criteria for effective affirmative action programs. The research identified 13 potential criteria. The results suggest that attitudinal and procedural factors — e.g., commitment from higher administration, receptive attitudes of key personnel, formal and informal grievance procedures — were the most important criteria for program effectiveness. The institution type — i.e., public versus private — and size — number of students — have no moderating effects.

The Vertical Construct Validity of Business Economic Performance Measures

Organizational research has had problems with the concept of business economic performance because this concept has not been adequately developed theoretically, and little attention has been paid to measurement issues. This article discusses a study that formally assessed the performance construct, including the issues of dimensionality and convergent and discriminant validity. The research used data on the performance of 110 organizations, and the guiding hypotheses were that operating and market performance constitute two separate but correlated dimensions of the financial performance construct, and that indicators of operating performance would be highly correlated with and significantly related to that dimension, as would indicators of market performance with that dimension. The studys results supported the multidimensional nature of the construct.

STRATEGIC LEADERSHIP IN GLOBAL BUSINESS ORGANIZATIONS: BUILDING TRUST AND SOCIAL CAPITAL

To function effectively in both the near and distant future, leaders in global organizations must understand, develop and exercise trust and social capital. The competitive landscape in the new millennium necessitates that firms develop strategic flexibility. To do so, they must continuously renew their knowledge stock and produce innovations. To implement these strategies, leaders must build effective relationships among members and units in the organization. This relational capital is based on trust and eventually leads to the development of internal social capital. Leaders must also build effective relationships with external constituencies. This is often accomplished through strategic alliances. Similarly, leaders must build mutual trust among alliance partners that over time leads to the development of external social capital. When employees trust leaders, they are more likely to be committed to the organization’s goals, willing to develop firm-specific knowledge and likely to exercise creativity. Likewise, partners in trusting alliances are more likely to transfer knowledge, and contribute to a firm’s innovation. These actions are important in global organizations, but difficult to achieve.

Bridging Strategy Research and Practice "Gap": a Suggested Pedagogy

Conceptualization Third, the student &dquo;must be able to create concepts that integrate his observations into logically sound theories&dquo; (Kolb, 1974, p. 28). This stage is considered to be the analysis of the article. This is unquestionably one of the most difficult aspects of the assignment. A benefit of the assignment, most apparent at this stage, is its multidisciplinary approach suggested by LeBreton and Beard (1980) in their examination of the contributions of organizational behavior to teaching business policy and planning. Active Experimentation Fourth, &dquo;the student must be able to use these theories to make decisions and solve problems&dquo; (Kolb, 1974, p. 28). This stage is considered to be the application of the article. The emphasis here is that an expanded view of &dquo;what affects results&dquo; in an organization is appropriate. According to Steele (1976), managers are often blind to factors affecting results because they adhere to norms concerning socially acceptable factors which should influence results. Therefore, managers ignore factors which may be operating but are not as socially acceptable. Because &dquo;acceptable&dquo; factors are not the only ones that affect organizations, students must realize that identification of the factors that affect the situation is a diagnostic question and not a normative issue. Students with this realization are more likely to become managers who are more able to deal with whatever factors are rele-

Affirmative Action Effectiveness Criteria in Institutions of Higher Education.

In the last decade institutions of higher education have received increasing pressure to reduce and/or eliminate any discriminatory actions. Affirmative action programs have been used by these institutions to comply with the letter of the law. Research shows, however, that these programs have not been highly successful in eliminating discrimination. This study was designed to assess the judgment policies of personnel and affirmative action officers in institutions of higher learning regarding the criteria necessary for effective affirmative action programs. The research identified 13 separate potential criteria. The results suggest attitudes and procedures were the most important criteria for effectiveness. Institution type (public versus private) and size (number of students) have no moderating effects.