Ph.D university of Wisconsin (1980). Past member Board of Govenors, AOM. Past President Western Academy of Management. Past Co-Editor-in-Chief Journal of Management Inquiry.
Page 1. ORGANIZATIONS AND THE STATE: AN INTERACTIVE VIEW by DAVIDCAVAZOS, BA, MPA A DISSERTATION ... more Page 1. ORGANIZATIONS AND THE STATE: AN INTERACTIVE VIEW by DAVIDCAVAZOS, BA, MPA A DISSERTATION IN BUSINESS ADMINISTRATION - MANAGEMENT Submitted to the Graduate Faculty of Texas Tech University ...
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the a... more McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the a... more McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
This paper offers a framework for understanding how management decision errors may lead to iatrog... more This paper offers a framework for understanding how management decision errors may lead to iatrogenic outcomes. Organizational iatrogenesis is the unintentional genesis of qualitatively different problems due to mistakes like unwise intervention strategies, well-intended work on the wrong problems or ignorance of significant correlations. Iatrogenic outcomes sometimes involve black swan (Taleb, Nassim Nicholas 2007) scenarios. Three error types are well documented in the literature. Type I or "Alpha" errors and Type II or "Beta" errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III "Error of the Third Kind," a meta-error of focusing upon or solving the "wrong" problem(s). We add innovation error (Type IV), action errors (Type V and Type VI), and the cascading iatrogenic (Type VII) error of the 7th kind, a dangerous source of irreversible organizational iatrogenesis. While many undesirable outcomes result from uncontrollable interaction of exogenous black swans with unavoidable endogenous ignorance, many are the result of controllable endogenous factors like poor choices, faulty tactics, poor vision, "gung-ho" attitudes toward action, lack of patience, ignorance, and faulty data analysis. Our framework clarifies for leaders where and why to drill down in the decision process to lower risk of uncontrollable iatrogenic outcomes.
We thank George Dodge, Jane Dutton, Anne Huff, various colleagues, and Christine Oliver and three... more We thank George Dodge, Jane Dutton, Anne Huff, various colleagues, and Christine Oliver and three anonymous reviewers for their helpful comments on various versions of this manuscript that improved both its content and readability. An earlier version was presented at the 52nd Annual Meeting of the Academy of Management. This article is based, in part, on a dissertation by the first author in partial fulfillment of her Ph.D. (Texas Tech University), Kimberly B. Boal and James G. Hunt, co-chairs. The authors contributed equally to the manuscript, and communications may be sent to any of them. Using grounded theory, we examined a "defender" and a "prospector" bank's strategic adaptation to the Community Redevelopment Act across seven years during which they were under increasing regulatory pressure to comply. The interplay of institutional, organizational, and strategic issue context patterns led the defender to an aborted adaptation and the prospector to a reorientation. Each demonstrated a different form of resistance to demands for compliance to the act: identity resistance (change inconsistent with organizational identity) and virtuous resistance (change not needed since already part of the bank's identity). We observed both incremental and punctuated equilibrium change modes, though only incremental change was sustained. Institutional isomorphism and organizational performance exerted counterintuitive pressures for initiating and sustaining change. Drawing on our results, we develop propositions on organizations' adaptations to change.' Do organizations exhibit different processes of change in response to a pressing institutional issue, and if so, how and why does this occur? In spite of the ubiquity of research on change, the when, how, and why aspects are not at all clear. Van de Ven (1992) and Huff, Huff, and Thomas (1992) argued that we know very little about the order and sequence of events or activities that describe how things change over time, how organizations adapt to environmental changes, and whether these events or activities will lead to secondorder change, in which the system itself changes, or to more modest first-order change, which occurs within the system itself. Change is the movement away from a present state toward a future state (George and Jones, 1995). The popularity of studies on changes labeled second order, framebreaking, or radical might lead the casual reader to believe that these are the norm. Several authors have chronicled such changes as responses to environmental upheavals (e.g., Hrebiniak and Joyce, 1985; Meyer, Brooks, and Goes, 1990; Meyer, Goes, and Brooks, 1994; Miller and Friesen, 1980a, 1980b). Still other studies have described such changes in terms of cuspcatastrophe models (e.g., Gresov, Haveman, and Oliva, 1993) or by observing such changes in the organization's strategic orientation (Zajac and Shortell, 1989), structure (Meyer and Rowan, 1977), organizational identity (Dutton and Dukerich, 1991; Dutton, Dukerich, and Harquail, 1994), or even in the cognitive maps of top-level managers (Barr, Stimert, and Huff, 1992). More substantial research suggests, however, that secondorder change, a shift from one strategic orientation to another (cf. Greenwood and Hinings, 1988), is atypical even in times of environmental upheaval (Tushman and Romanelli, 1985). Authors have noted, for example, that organizations typically converge around a prevailing archetype: strategic orientation and inertia tend to bound the organizational change to that which is consistent with the archetype, representing first-order change. Empirically, Meyer and his colleagues (Meyer, Brooks, and Goes, 1990; Meyer, Goes, and Brooks, 1994) found that second-order change occurred only
The relationship of strategy to organizational performance has been of great interest to strategi... more The relationship of strategy to organizational performance has been of great interest to strategic management scholars. However, the relative contribution to organizational performance of the content of strategic decisions as opposed to the implementation of strategic decisions is not agreed upon in the literature. If it is primarily what strategy you select that leads to higher performance, then strategic change is good. On the other hand, if it is primarily how well you implement any given strategy that leads to higher performance, then strategic persistence is good. This study considers the relative contribution of strategic change versus strategic persistence as they relate to organizational performance in the banking industry.
The key articles specific to entrepreneurship (thanks to Lowell Busenetiz who has an article on t... more The key articles specific to entrepreneurship (thanks to Lowell Busenetiz who has an article on the subject coming out in 2003 in JOM with Page West, Dean Shepherd, Teresa Nelson, Gaylen Chandler, and Andrew Zackarakis-and which will instantly become one of the key published articles along with those below) are listed in Exhibit 4.
Building on research in institutional theory and market categories, we argue that media coverage,... more Building on research in institutional theory and market categories, we argue that media coverage, through the effects of cognitive and sociopolitical legitimacy, influence the creation of new market categories. Using data on the broadband access industry, we develop and test a media coverage model of market category entries, demonstrating the legitimacy effects of media-based information exchange on the emergence of new market categories. We include two post hoc analyses on mediation effects to test the relationship between population density and media coverage. These results indicate a possible mediation relationship, which we discuss in the implications of our study.
Page 1. ORGANIZATIONS AND THE STATE: AN INTERACTIVE VIEW by DAVIDCAVAZOS, BA, MPA A DISSERTATION ... more Page 1. ORGANIZATIONS AND THE STATE: AN INTERACTIVE VIEW by DAVIDCAVAZOS, BA, MPA A DISSERTATION IN BUSINESS ADMINISTRATION - MANAGEMENT Submitted to the Graduate Faculty of Texas Tech University ...
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the a... more McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the a... more McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
This paper offers a framework for understanding how management decision errors may lead to iatrog... more This paper offers a framework for understanding how management decision errors may lead to iatrogenic outcomes. Organizational iatrogenesis is the unintentional genesis of qualitatively different problems due to mistakes like unwise intervention strategies, well-intended work on the wrong problems or ignorance of significant correlations. Iatrogenic outcomes sometimes involve black swan (Taleb, Nassim Nicholas 2007) scenarios. Three error types are well documented in the literature. Type I or "Alpha" errors and Type II or "Beta" errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III "Error of the Third Kind," a meta-error of focusing upon or solving the "wrong" problem(s). We add innovation error (Type IV), action errors (Type V and Type VI), and the cascading iatrogenic (Type VII) error of the 7th kind, a dangerous source of irreversible organizational iatrogenesis. While many undesirable outcomes result from uncontrollable interaction of exogenous black swans with unavoidable endogenous ignorance, many are the result of controllable endogenous factors like poor choices, faulty tactics, poor vision, "gung-ho" attitudes toward action, lack of patience, ignorance, and faulty data analysis. Our framework clarifies for leaders where and why to drill down in the decision process to lower risk of uncontrollable iatrogenic outcomes.
We thank George Dodge, Jane Dutton, Anne Huff, various colleagues, and Christine Oliver and three... more We thank George Dodge, Jane Dutton, Anne Huff, various colleagues, and Christine Oliver and three anonymous reviewers for their helpful comments on various versions of this manuscript that improved both its content and readability. An earlier version was presented at the 52nd Annual Meeting of the Academy of Management. This article is based, in part, on a dissertation by the first author in partial fulfillment of her Ph.D. (Texas Tech University), Kimberly B. Boal and James G. Hunt, co-chairs. The authors contributed equally to the manuscript, and communications may be sent to any of them. Using grounded theory, we examined a "defender" and a "prospector" bank's strategic adaptation to the Community Redevelopment Act across seven years during which they were under increasing regulatory pressure to comply. The interplay of institutional, organizational, and strategic issue context patterns led the defender to an aborted adaptation and the prospector to a reorientation. Each demonstrated a different form of resistance to demands for compliance to the act: identity resistance (change inconsistent with organizational identity) and virtuous resistance (change not needed since already part of the bank's identity). We observed both incremental and punctuated equilibrium change modes, though only incremental change was sustained. Institutional isomorphism and organizational performance exerted counterintuitive pressures for initiating and sustaining change. Drawing on our results, we develop propositions on organizations' adaptations to change.' Do organizations exhibit different processes of change in response to a pressing institutional issue, and if so, how and why does this occur? In spite of the ubiquity of research on change, the when, how, and why aspects are not at all clear. Van de Ven (1992) and Huff, Huff, and Thomas (1992) argued that we know very little about the order and sequence of events or activities that describe how things change over time, how organizations adapt to environmental changes, and whether these events or activities will lead to secondorder change, in which the system itself changes, or to more modest first-order change, which occurs within the system itself. Change is the movement away from a present state toward a future state (George and Jones, 1995). The popularity of studies on changes labeled second order, framebreaking, or radical might lead the casual reader to believe that these are the norm. Several authors have chronicled such changes as responses to environmental upheavals (e.g., Hrebiniak and Joyce, 1985; Meyer, Brooks, and Goes, 1990; Meyer, Goes, and Brooks, 1994; Miller and Friesen, 1980a, 1980b). Still other studies have described such changes in terms of cuspcatastrophe models (e.g., Gresov, Haveman, and Oliva, 1993) or by observing such changes in the organization's strategic orientation (Zajac and Shortell, 1989), structure (Meyer and Rowan, 1977), organizational identity (Dutton and Dukerich, 1991; Dutton, Dukerich, and Harquail, 1994), or even in the cognitive maps of top-level managers (Barr, Stimert, and Huff, 1992). More substantial research suggests, however, that secondorder change, a shift from one strategic orientation to another (cf. Greenwood and Hinings, 1988), is atypical even in times of environmental upheaval (Tushman and Romanelli, 1985). Authors have noted, for example, that organizations typically converge around a prevailing archetype: strategic orientation and inertia tend to bound the organizational change to that which is consistent with the archetype, representing first-order change. Empirically, Meyer and his colleagues (Meyer, Brooks, and Goes, 1990; Meyer, Goes, and Brooks, 1994) found that second-order change occurred only
The relationship of strategy to organizational performance has been of great interest to strategi... more The relationship of strategy to organizational performance has been of great interest to strategic management scholars. However, the relative contribution to organizational performance of the content of strategic decisions as opposed to the implementation of strategic decisions is not agreed upon in the literature. If it is primarily what strategy you select that leads to higher performance, then strategic change is good. On the other hand, if it is primarily how well you implement any given strategy that leads to higher performance, then strategic persistence is good. This study considers the relative contribution of strategic change versus strategic persistence as they relate to organizational performance in the banking industry.
The key articles specific to entrepreneurship (thanks to Lowell Busenetiz who has an article on t... more The key articles specific to entrepreneurship (thanks to Lowell Busenetiz who has an article on the subject coming out in 2003 in JOM with Page West, Dean Shepherd, Teresa Nelson, Gaylen Chandler, and Andrew Zackarakis-and which will instantly become one of the key published articles along with those below) are listed in Exhibit 4.
Building on research in institutional theory and market categories, we argue that media coverage,... more Building on research in institutional theory and market categories, we argue that media coverage, through the effects of cognitive and sociopolitical legitimacy, influence the creation of new market categories. Using data on the broadband access industry, we develop and test a media coverage model of market category entries, demonstrating the legitimacy effects of media-based information exchange on the emergence of new market categories. We include two post hoc analyses on mediation effects to test the relationship between population density and media coverage. These results indicate a possible mediation relationship, which we discuss in the implications of our study.
Change, disruption, and growth have their origins both outside and inside the firm. How managemen... more Change, disruption, and growth have their origins both outside and inside the firm. How management interprets and responds to cues in the environment often determines whether the outcome will be positive or negative for the firm. Iatrogenesis refers to inadvertent outcomes, usually worse than the initial problem(s), resulting from treatment, decisions or advice. This paper describes seven categories of management decision error and demonstrates how each may lead to iatrogenic outcomes in organizations. We propose the term " organizational iatrogenesis " to capture the unintentional genesis of significant organizational problems due to unwise intervention strategies. Three error types have already been well documented. Type I or " Alpha " errors, Type II or " Beta " errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III or " Errors of the Third Kind, " a meta error of focusing upon or solving the " wrong " problem(s). Here we add strategy errors (Type IV), two action errors (Type V and Type VI), and the compound cascading Error of the 7th kind (Type VII) as dangerous sources of organizational iatrogenesis. These decision errors often result from a mixture of volatility, uncertainty, complexity and ambiguity in the environment.
Strategic responses of organizations can be triggered by both environmental and organizational an... more Strategic responses of organizations can be triggered by both environmental and organizational antecedents. Even though environments impose some constraints on organizations, they still have a range of response specifically as mooring provides range of motion for ship. We find that newspapers have three different identities. One rooted in journalistic values. One rooted in running the newspaper as a business. And one rooted in maintaining its leadership role. These identities trigger three different transitive strategic responses. A transitive response is one in which an organization has a dominant and a fallback position. Further, we show how the link between an organization's identity and its strategic response is moderated by the relative dominance between institutional and technical environment and tested these ideas in two qualitative and one quantitative study of national newspapers in Turkey.
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