George P. Huber

Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories

Mintzbergs and Miles and Snows configurational theories have both received widespread attention. Most researchers, however, have interpreted these theories in terms of categories of organizations rather than organizational configurations based on ideal types. We explicated the logical structure of configurational theories and developed a set of configurational fit models that are congruent with alternative assumptions of equifinality, which is the premise that multiple organizational forms are equally effective. Then the two theories were formalized with these models and tested empirically. Contrary to our expectations, the results do not support Mintzbergs theory that organizations will be more effective to the extent that they resemble his five ideal types. In contrast with these null results, configurational fit based on Miles and Snows theory predicted 24 percent of the variance in overall organizational effectiveness.

Issues in the design of group decision support systems

This paper deals with a number of issues pertinent to the design of group decision support systems. It notes that the need for such systems, whether designed by users or vendors, is a consequence of the clash of two important forces: (1) the environmentally-imposed demand for more information sharing in organizations, and (2) the resistance to allocating more managerial and professional time to attending meetings. The paper focuses on three major issues in the design of these systems: 1) system capabilities, 2) system delivery modes, and 3) system design strategies, and discusses the relationship of these issues to system use and survival. The relevance of numeric information, textual information, and relational information in a decision-group context are examined, and various system capabilities for displaying and using such information are noted.

Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies

AbstractThe management practice literature is replete with reports of practices being used to motivate a firms knowledge workers to transfer knowledge into and out of the firms computer resident knowledge repositories, ie, to participate with commitment in the firms Knowledge Management System. Unfortunately, little is known with any certainty about which of these practices have what effects under which conditions. It appears that in many cases the practices are ill suited for the particular situations where they are employed, with unknown but perhaps sizeable losses in opportunities foregone because valuable knowledge is not as fully or completely transferred as is possible. In addition, it seems that some of these practices are likely to be interfering with the effectiveness of other practices, just as some drugs interfere with the potentially positive effects of other drugs. About these matters, our knowledge is exceeded by our ignorance. The paper identifies some major problems associated with knowledge transfer, and articulates some of the most important issues associated with these problems. Eight research questions are raised that, if answered with sound studies, would enable organisations to be more effective in their transfer of knowledge.

Organizational Actions in Response to Threats and Opportunities

In this study, we tested a model in which threats and opportunities lead directly to different organizational actions and compared it to a model in which organizational characteristics moderate organizational actions taken in response to threats and opportunities. To better understand these effects, we differentiated the dimensions of threat and opportunity associated with the threat-rigidity hypothesis from the dimensions associated with prospect theory. In this study, threats had the main and moderated effects predicted from the literature, but opportunities did not.

“Computer support for meetings of groups working on unstructured problems: a field experiment

This preliminary study was conducted to learn about the consequences of computer support for teams working on unstructured, high-level conceptual software design problems in face-to-face group settings. A networked workstation technology and electronic blackboard technology were contrasted with their conventional counterparts. Twenty-one software designers, assigned to three teams, performed team tasks that involved generating ideas and reaching consensus. Positive effects on the thoroughness of information exchange and quality of team performance were found in the meetings in which electronic blackboard technology was available. The networked workstations provided mixed results. Significant team differences were found in performance and interaction measures. The results and their implications are discussed in terms of the necessary future developments and nature of future research in computer-based meeting support technology.

Organizational change and redesign : ideas and insights for improving performance

This book is the culmination of four years of the coordinated research of twelve business professors in management and organizational science. Their studies were directed at increasing an understanding of the relationships among organizational change, redesign, and performance. The book deals with the way in which organizational performance is affected by changes in the organizations environment, strategy, structure, and leadership, and how managerial effectiveness is influenced by managerial demographics, team structure, and communication processes. This book represents some of the finest authors currently working in the area of organizational change and performance.

Determinants of Executive Beliefs: Comparing Functional Conditioning and Social Influence

Executive beliefs influence strategic decision making in organizations, and thus they ultimately influence organization performance. The factors that might determine upper-echelon executive beliefs, however, have received scant empirical attention; certainly, little is known about their relative influence. In contrast to the oft-asserted influence of functional experiences, our results indicate that beliefs held by upper-echelon executives are better explained with an alternate theoretical model based on social influence. Our pattern of results indicates support for the argument that beliefs are socially reproduced through interaction among executives.

Firm and industry as determinants of executive perceptions of the environment

This study examines variation in top executives’ environmental perceptions within firms and within industries. More specifically, we investigate how industry and organizational membership affect top executives’ perceptions of five environmental attributes. Results indicate that significant homogeneity of perceptions exists within firms and also within industries. Approximately 40 percent of the variance in individual top-level executives’ perceptions of aspects of their respective organization’s environment is explained by their organizational and industry membership. Implications of the findings for strategic management and organization theory and for future research are presented.

Functional Background as A Determinant of Executives' Selective Perception

What executives perceive influences their actions. These actions in turn affect the nature and performance of their organizations. Thus, what executives perceive is of interest to organizational sc...

The nature of organizational decision making and the desig n of decision support systems

Todays Decision Support Systems (DSS) are almost invariably designed to function in rational, or rationalized, decision making environments. Many organizational environments, such as political environments or garbage can environments, are more accurately portrayed, however, with models other than the Rational Model. Can DSS be useful in such environments? What are the boundary conditions for the application of DSS? These are the questions addressed in this article.