Understanding technology-structure relationships: theory development and meta-analytic theory testing

Article Abstract:

Theoretical models concerning technology-structure relationships typically are limited to one technology variable, one structure variable, and one contingency variable. This study draws on three decades of technology-structure research to develop and test more encompassing and potentially more valid models. Contrary to the most common explanations of mixed results on technology-structure relationships, the results of our meta-analytic theory testing indicate that the use of different definitions of technology and variation in organizational size generally do not affect these relationships. The results also indicate that two previously neglected contingency variables, professionalization and industrial sector, generally do not affect technology-structure relationships, but two methods variables, industrial sector heterogeneity and the size of the units of analysis, do affect them. (Reprinted by permission of the publisher.)

Technology

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Functional background as a determinant of executives' selective perception

Article Abstract:

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 scientists, to strategic management researchers, and to organizational stakeholders. The results of the field study reported here indicate that, contrary to popular belief, functional area work experience has no effect on which changes top executives perceive in their organizations' environments. Functional background, however, does not have an effect on which changes they perceive in their organizations' effectiveness. (Reprinted by permission of the publisher.)

Executives, Organizational effectiveness, Perception, Perception (Psychology)

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Retrospective reports in organizational research: a reexamination of recent evidence

Article Abstract:

Retrospective reports of important organizational phenomena are commonly used in strategic management and organization theory research. A recent study, however, suggested that these reports tend to be inaccurate and seriously questioned their use. Our reexamination of this study suggests the situation is not so dire. Our work suggests that retrospective reporting is a viable research methodology if the measure used to generate the reports is adequately reliable and valid. Retrospective reports should neither be rejected nor used indiscriminately. (Reprinted by permission of the publisher.)

Usage, Strategic planning (Business), Business reports

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