Jill R. Hough

Scanning actions and environmental dynamism

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.

Using stories to create change: The object lesson of Frederick Taylor’s “pig-tale”

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.

Contextual factors affecting the integration of enterprise systems in post-merger oil and gas companies

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.

Juxtaposition of Chester I. Barnard and Frederick W. Taylor: forerunners of management

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.