The cultural ecology of the corporation: explaining diversity in work group responses to organizational transformation

Article Abstract:

The concepts of human and cultural ecology are extended to explain divergent work group responses to a transformational change program in a Fortune 100 manufacturing corporation. The internal environment of the corporation, specifically the product development process (PDP), is conceptualized as an ecological system containing a diverse population of distinctive work group subcultures. Different ecological zones within the PDP harbor populations that may be distinguished on the basis of work niche and effective environment (including relationships with other work groups and the availability of computing resources). Although work groups in different ecological zones are found to be virtually identical with respect to demographic characteristics, they displayed highly divergent responses to the transformation initiative (a change program aimed at the commonization of tools and methods involved in the PDP). Differences in work group responses to change are explained as a logical outgrowth of complex interactions among communities of work groups and their environments. (Reprinted by permission of the publisher.)

Work groups, Teamwork (Workplace), Corporate culture, Organizational change, Human ecology

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Perceptions of role stress by boundary role persons: an empirical investigation

Article Abstract:

Salespeople/professional change agents (PCAs) interact regularly with purchasing professionals/boundary role persons (BRPs) in marketing endeavors. This article proposes and tests a model of certain hitherto unexplored antecedents and consequences of role stress among BRPs.Empirical data are drawn from 345 BRPs responding to a mail questionnaire. Study findings suggest that important antecedents of role stress among BRPs include the customer orientation of PCAs and their use of closed-influence tactics as well as perceptions of task conflict and ambiguity by BRPs. As for the consequences of role stress, role ambiguity was found to negatively affect BRP satisfaction with a PCA. Further, role stress was found to have important consequences for BRP satisfaction with organizational policies. Implications for role theory and for future research are discussed. (Reprinted by permission of the publisher.)

Social aspects, Stress (Psychology), Social role, Purchasing agents, Sales personnel, Salespeople

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