Jill R. Hough
University of Tulsa
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Publication
Featured researches published by Jill R. Hough.
Management Decision | 2004
Jill R. Hough; Margaret A. White
While it is generally accepted that scanning supports organizational adaptation to the environment, scanning behavior may vary with the amount of environmental change. Information processing perspectives suggest that scanning activity will increase in response to increasing environmental uncertainty. Yet, social cognition perspectives suggest that scanning decreases at high and low levels of uncertainty since useful information is either unattainable or is already known. Using a combined perspective in a strategic decision‐making context, this study hypothesized that scanning would be greatest at high and low levels of uncertainty to support identification of previously unexploited niches. Results indicate that the level of environmental dynamism combined with the managers functional position explains scanning behavior.
Journal of Management | 2001
Jill R. Hough; Margaret A. White
Just over 100 years ago, Frederick Taylor conducted the pig-iron handling experiments. After reviewing discrepancies in Taylor’s accounts of these experiments, some have concluded that the episode was no more than a “pig-tale.” Through the use of historiographic approaches, including evaluation of Frank Gilbreth’s 1912 filmed recreation, this research supports Taylor’s use of the “pig-tale.” Taylor told the story to persuade listeners that even the most basic processes could be improved for the joint prosperity of employer and employee. When evaluating historical records, we must not allow relatively minor discrepancies to overshadow the object lesson of the story.
Enterprise Information Systems | 2007
Jill R. Hough; Russell Haines; Shannon Giacomo
This study examines the contextual factors of the external business environment, organization, information systems, and enterprise system software as they affect integration of enterprise resource planning (ERP) systems after a merger or acquisition in the oil and gas industry. A multiple case study method using primary and secondary data revealed: ERPs are operational necessities rather than strategic differentiators; best practice adoption is a viable alternative that supports successful integration of cultures and knowledge from two experienced organizations; schedules are extended when best practices from both companies are consolidated into a single instance; consolidation facilitates Sarbanes-Oxley compliance and lowers the cost of ownership; imposing acquirer systems on targets facilitates timely decision-making and shorter schedules.
Management Decision | 2002
Satyanarayana Parayitam; Margaret A. White; Jill R. Hough
Much has been written about the works of Chester I. Barnard and Frederick W. Taylor but little attempt has been made by scholars to compare Barnard and Taylor. Barnard is a successor of Taylor and this may be one of the reasons why there has been a reluctance to place them side‐by‐side. The purpose of this paper is to capture the similarities and differences that existed in the thinking of these two individuals who greatly influenced management thinking during the twentieth century.
Strategic Management Journal | 2003
Jill R. Hough; Margaret A. White
Journal of Management Studies | 2005
Jill R. Hough; dt ogilvie
Strategic Management Journal | 2006
Jill R. Hough
Group Decision and Negotiation | 2014
Russell Haines; Jill R. Hough; Lan Cao; Douglas Haines
Journal of Business Logistics | 2010
Russell Haines; Jill R. Hough; Douglas Haines
Journal of College Teaching & Learning | 2011
Russell Haines; Jill R. Hough; Douglas Haines; Scott Metlen