Robert Drazin

Alternative forms of fit in contingency theory.

Support for this research was provided in part by the Wisconsin Job Service Division of the Department of Industry, Labor and Human Relations, the California Employment Department, and by the Program on Organizational Effectiveness of the Office of Naval Research under the contract number NOOO1 4-S4-K-001 6. This paper examines the selection, interaction, and systems approaches to fit in structural contingency theory. These are empirically examined as related to a taskcontingency theory of work-unit design in 629 employment security units in California and Wisconsin. Evidence was found to support the selection and systems approaches in these data but not the interaction approach. The generalizability of these findings is discussed in terms of using alternative approaches to fit to explain context-structureperformance relationships in contingency theory.

A stage-contingent model of design and growth for technology based new ventures

Abstract Stage of growth developmental models have traditionally been used to enhance our understanding of the organizational creation and growth process. Until recently, most of this literature has been primarily conceptual and descriptive. This paper presents a stage of growth model theorized to hold for technology based new ventures. The model consists of four stages (Conception and Development, Commercialization, Growth, and Stability) and views each stage of growth as a reflection of the dominant problems faced over the course of growth by the venture. The model predicts that the organization of a venture will be a function ofthe dominant problems that define a stage of growth. More specifically, it is argued that a technology based ventures rate of growth depends, in part, on the consistency or “fit” between its stage of growth and certain structural features of its organization, including decision-making centralization and formalization, and functional specialization in the areas of marketing and sales, manufacturing, and engineering/ technology. Data were collected from 105 technology based ventures in the electronics, computer, and peripherals industries to test the model. The results were generally consistent with the theory and showed that centralization of decision-making decreased as the firms moved to higher stages, while formalization of decision making increased in higher stages. Specialization of roles in the functional areas of manufacturing and marketing also increased by stage; however, specialization in the engineering and technology functions remained high across all stages. The contingency hypothesis was also supported, indicating that technology based ventures growth is partially attributable to the fit between a ventures stage of growth and aspects of its structure. These findings indicate that different patterns of decision-making and functional specialization are required at each stage if growth is to be achieved. As such, this research validates a long standing but untested belief in the venture management field that performance of new ventures depends upon,

Overcoming Resource Constraints on Product Innovation by Recruiting Talent From Rivals: A Study of the Mutual Fund Industry, 1986–1994

Although recruitment is a practical strategy young and poorly connected firms can use to overcome constraints on product innovation, it has received little attention. Younger firms and poorly conne...

Creativity and technological learning: the roles of organization architecture and crisis in large-scale projects

Abstract Creativity increasingly takes place in organizational settings best described as large-scale, long-time duration projects. Such projects, directed at the development of complex products such as aircraft, autos and computers, are characterized by high levels of complexity including ambiguity as to the ultimate outcome and design of the product. In developing these types of products, firms design organizational structures that are composed of many multi-functional teams, each responsible for the design of some sub-system of the overall project. Through a process of inductive theory building based on a case analysis of one such organization, we propose that creativity is affected by multiple levels of interdependence. We find that even the best attempts at developing an organizational architecture to handle such complexity are never complete and that periodically crises arise during the design process. These crises are significant events where creativity occurs and new technical knowledge is generated, allowing the organization to realize its project objectives. Although the case analysis centers on the relation of context to creativity, we argue that creativity leads to technological learning, which we define as a form of organizational learning.

On the Language of Organization Theory

Theories of organization rely upon verbs such as shape, determine, select, and choose. Although these verbs appear to depict processes of organization, instead they obscure organization processes behind empty and misbegotten abstractions. These verbs are shown to have the character of achievements; their grammatical form encompasses the very outcomes they purport to explain. The reasons why such verbs exist and are used so prevalently are explored and implications for revising the language of organization theory are considered.

APPLYING THE DEL TECHNIQUE TO THE ANALYSIS OF CROSS-CLASSIFICATION DATA: A TEST OF CEO SUCCESSION AND TOP MANAGEMENT TEAM DEVELOPMENT

This article introduces to the organizational sciences a relatively new cross-classification analysis technique based on a statistic called Hildebrands del. Del is shown to be superior to the other means available for analyzing cross-classification data for several reasons. Its most notable features are that it allows a researcher to develop and test explicit a priori predictions where other procedures do not, provides a strength-of-association measure, and is independent of sample size. The del procedure is compared to traditional approaches to analyzing cross-classification data by testing a theory of chief executive succession and top management team development in technology-based new ventures.

Harnessing Managerial Knowledge to Implement Product-Line Extensions: How do Mutual Fund Families Allocate Portfolio Managers to Old and New Funds?

Building on the knowledge-based view of the firm, we examine the effects of experience and complexity on decisions to staff product-line extensions with shared or dedicated managers. Results suggest that new and old product lines are more likely to share a manager when the organization possesses a base of knowledge related to the extension and when the new product is low in complexity. These results extend understanding of knowledge and product platforms by focusing on implementation and resource deployment.

Managerial Power and Succession: SBU Managers of Mutual Funds:

This study applies the performance-power-succession model to the analysis of the antecedents of succession among SBU managers. We hypothesize that six socio-political factors unique to the SBU manager role will have major effects on succession and will also moderate the performance-succession relationship. Data gathered on portfolio managers of open-ended mutual funds shows the main effects of tenure, portion of revenues controlled, managerial exits and entries, and leverage on succession, but reveals no support for market share. Mediating effects were found for tenure, portion of revenues controlled, market share, leverage, and managerial exits, but not for managerial entries. We discuss the implications of these findings for extending the literature on executive succession to include SBU managers.

Organizational Learning, Knowledge Management and Creativity

Publisher Summary Individual characteristics such as personality, cognitive abilities, and intelligence have all been linked to creativity. Creativity at the individual level has been related to constructs as varied as: team cohesiveness, diversity, tenure and degree of cooperation among group members, job design, supervisory style, and the provision of performance feedback. Theories of creativity typically emphasize the role of individuals or small groups, with little or no recognition that creative tasks might well be embedded in larger organizational efforts entailing task interdependencies between units or across complex organizational systems. There are several opportunities for additional theoretical development related to knowledge management, creativity, and organizational learning. A deeper understanding of the organizational and psychological barriers to organizational learning would certainly comprise a worthy extension to existing research related to creativity.