OT Flashcards
GST
Latham, G., Locke, E.A. (2007). Goal Setting Theory
= General
Goals -> performance
Moderators:
• Feedback
• Commitment
• Task complexity
Mechanisms: • Goals energize people • Goals lead to persistence • Goals direct attention • Goals lead people to search for suitable task strategies
Higher and more specific -> more motivation -> less boredom
GST
Thompson, J. D., & McEwen, W. J. (1958). Organizational goals and environment: Goal-setting as an interaction process
Goal setting = a recurring problem of defining the desired relationship between an organization and its environment
= especially relevant in fast changing situations
The degree to which the environment has control over the organization’s goals (in order of degree of control):
- Coalition
- Co-optation
- Bargaining
- Competition
Less tangible product of an enterprise = more difficult to measure
GST
Bateman, T. S., O’Neill, H., & Kenworthy-U’Ren, A. (2002). A Hierarchical Taxonomy of Top managers
Relationship between goal content and hierarchical
Outside of the laboratory: self-set goals
Goal content. different types of goals (personal):
- Personal
- Financial
- Customer
- Market
- Operations
- Product
- Organizational
- People
- Competitive
- Strategy making
Multiple goals
Goal levels -> Hierarchical (project goals):
- Ultimate = personal
- Enterprise = long term firm goals
- Strategic = competitive advantage
- Project = discrete objectives
- Process = tactical strategy
Top managers in different countries tell what their goals are
“How do people set goals?” • Self-efficacy: belief in your own abilities regarding the goal or task(s) • Past performance • Social influences • Cultural influences
GST
Kotlar, J., & De Massis, A. (2013). Goal Setting in Family Firms: Goal Diversity, Social Interactions, and Collective Commitment to Family-centered Goals
= Family firms (complex environment)
Parts of a family firm
- Owners
- Family
- Business
The complexity leads to: • Goal diversity • Conflicts between parts • Conflicts within parts • Conflicts between different generations
Forming organizational goals:
Coalition forming = internal bargaining and side payments (Problem = invisible bargaining and side payments, more personal)
Stabilizing goals = elaborating in goal systems
Continuously updating goals
Four types of individual goals:
- Family & economic: generate wealth for family
- Family & non-economic: family harmony, status
- Non-family & economic: firm’s economic, financial performance
- Non-family & non-economic: employees, community
Findings:
- Goal diversity is more pronounced when succession is imminent;
- Goal diversity leads to social interaction to stabilize conflict
- Professional, business sphere
- Family sphere - Social interaction within the family sphere seems to be more effective
SIT
Johnson, D. W., Johnson, R. T. (2005). New Developments in Social Interdependence Theory
Two types of social interdependence:
- Positive = when the actions of individuals promote the achievement of joint goals -> greater performance -> supports relationship between group members -> supports psychological health and self-esteem
- Negative = when the actions of individuals obstruct the achievement of each other’s goals
SIT
Deutsch, M. (1949). A Theory of Co-operation and Competition
Interdependence between goals of people acting in small groups
POSITIVE = Cooperative -> promotively interdependent -> increase success for both NEGATIVE = Competitive -> contrierly interdependent -> decrease success for both
RBV
Barney, J. (1991). Firm Resources and Sustained Competitive
Resources must be VRIN to result in better performance:
Valuable = reduce costs or increase value
Rare = not the same resource as competitors
Imitable = hard to mimic
Non-Substitutable =
Firm resource heterogeneity & immobility -> VRIN -> Sustained competitive advantage WITHIN sectors
Performance = the prices of a firm as a result of the imp of its strategies
RBV
Miller, D., Shamsie, J. (1996). The Resource-Based View of the Firm in Two Environments: The Hollywood Film Studios from 1936 to 1965
= Hollywood film studios
Externalistic view of organizational performance proposed by SCP (structure, conduct, performance models)
Types:
Property-based = specific and fixed
vs
Knowledge-based = less specific and flexible
Dimensions:
Discrete = stand alone, value independent
vs
Systemic = part of a whole
Moderator = predictable/uncertain environmental dynamics
Imitability changes under different levels of environ dynamics
RBV
Newbert, S. L. (2008). Value, Rareness, Competitive Advantage, and Performance: A Conceptual-Level Empirical Investigation of the Resource-Based View of the Firm
Focus on values/rareness, not types of resources
The effect of strategic resources
Resources = tangible or intangible assets
Resources capabilities = intangible processes that enable a firm to conceive or implement strategies
SCT
Donaldson, L., & Joffe, G. (2014). Fit - The Key to Organizational Design.
= design of an org needs to fit its contingencies
Three contingencies:
- Competitive strategy
Multinational corporations include also local responsiveness and global integration
- Organizational size; vertical and horizontal differentiation
Number of layers grow quicker for smaller companies -> respond to size growth incrementally = delegation and extra behavioral rules
- Task Uncertainty
- Low; routine
- Moderate; variable
- High; novel
Higher task uncertainty -> lower performance -> adapt strategies
SCT
Volberda, H. W., van der Weerdt, N., Verwaal, E., Stienstra, M., & Verdu, A. J. (2012). Contingency fit, institutional fit, and firm 5 performance: A meta fit approach to organization-environment relationships.
Level of FIT -> Performance
Estimate the fit between Organizational Structure and Organizational Contingency
Contingency misfit
is the sum of the deviations of the response variables
technology, structure, and culture.
Institutional misfit = profile deviation of best performers
-> how mimicry is evoked by copying best practice
SCT
Burton, R. M., Lauridsen, J., & Obel, B. (2002). Return on Assets Loss from Situational and Contingency Misfits
Multicontingency
Focus on misfits: Extreme misfit is a condition for which we have information that it will decrease performance consistent with the misfit definition -> positive impact of avoiding misfits
Types of fit:
1. Situational fit (SF) = balance of the environmental conditions, the strategy, the management style, the climate, the size, and the technology -> any situational misfit hurts performance
- Contingency fit (CF) = is a match between the organization structure and contingency factors that have a positive effect on performance
TCT
Williamson, O. (2007). Transaction Cost Economics: An Introduction
Markets and hierarchies are alternative ways to organize transactions; governance structures
Asset specificity = all investments actors do to make a transaction possible
Governance structure = arrangement that coordinates and controls an economic transaction between actors
- Ownership autonomy
- Incentive intensity
- Administrative controls
- Adaptation
Higher chance of shirking when working together
TCT
Dyer, J. H. (1997). Effective interim collaboration: how firms minimize transaction costs and maximize transaction value
Car supplier-automaker relationship
Relation-specific investments induce higher transaction costs
TC = dollar value of goods per procurement employee
Japanese transactors have higher investments, but lower transaction costs than US because;
- Repeated transactions
- Higher av volume
OE
Hannan, M. T., & Freeman, J. (1984). Structural Inertia and Organizational Change
Structural inertia
Organizational changes of some kinds occur frequently and that organizations may manage to make radical changes in strategies and structures.
