The architecture of simplicity
Article Abstract:
This article argues that over time the world views, goals, strategies, cultures, and processes of successful organizations will become more pure or "simple": They will come to focus more narrowly on a single theme, activity, or issue at the expense of all others. This is explained by managerial, cultural, structural, and process factors within the organization. It is also attributed to both the complementary way in which these factors configure and the paradox that although simplicity may trigger ultimate failure, it can bring about initial success. The article offers some illustrative, propositions concerning the nature, causes, moderating factors, and consequences of simplicity, and it makes suggestions for conducting further research. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1993
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Personality, culture, and organization
Article Abstract:
Chief executive officers (CEOs) exhibiting neurotic behavior patterns can have a significant impact on corporate culture and organizational behavior. For example, depressive CEOs can contribute to an avoidance-oriented corporate culture and an organization characterized by moribund strategies and extremely conservative operations. Intervention techniques can be developed to counteract the negative influences of neurotic CEO behavior on organizational development. These intervention techniques are analyzed, and it is shown that executive personality has an effect on decentralized (as well as centralized) corporate organizations.
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1986
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The genesis of configuration
Article Abstract:
The major paradigms of organizational theory suggest four imperatives or powerful influences-environment, structure, leadership, and strategy-that help shape organizational configurations. The configurations in turn reveal the range of applicability of the paradigms, signifying their middle range, as opposed to universal nature. Conjectures are drawn about the theoretical roots, causal patterns, common elements, facilitating conditions, and modes of change of each imperative. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1987
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