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Management and Organization Theory
Management and Organization Theory offers a summary and analysis of the 40 most popular, researched, and applied management and organization theories. This important resource includes key instruments used to measure variables in each theory and examines pertinent questions about the theory: strengths and weaknesses, practical applications, and the seminal articles published on each theory.'This is a remarkable book. Jeffrey Miles clearly explains and synthesizes 40 major theories of management and organization in an easily accessible and engaging style. Well researched, comprehensive in its coverage, thorough, balanced, and fair in its analyses of theories, the book is destined to be a major authoritative reference in the field. It is one of the most readable, informative, and useful books I have read. I strongly recommend it.' Shaker A. Zahra, department chair, Robert E. Buuck Chair, and professor, Strategic Management and Organizations Department, University of Minnesota'This book provides a terrific advantage to any student or manager seeking to grasp the fundamental concepts that explain organizations and the behavior of people within them.'Richard L. Daft, author, The Executive and the Elephant: A Leader's Guide to Building Inner Excellence; and the Brownlee O. Currey Jr. Professor of Management, Owen Graduate School of Management, Vanderbilt University'An easy-to-read summary of some of the most critical theories in the field of managementtheories that have implications not just for scholars, but for practicing managers as well.' Jay Barney, professor of management and human resources, and Chase Chair for Excellence in Corporate Strategy, Fisher College of Business, The Ohio State University
eBook
Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO
We contrast life-cycle and path-dependent views of entrepreneurial firms by examining the evolution of top management teams. We show how initial conditions constrain subsequent outcomes by demonstrating that the founding team's prior functional experiences and initial organizational functional structures predict subsequent top manager backgrounds and later functional structures. We find that narrowly experienced teams have trouble adding functional expertise not already embodied in the team. We also find that firms beginning with a limited range of functional positions are less likely to develop complete functional structures. Importantly, we do not find functional structure and functional experience to be interchangeable. We find that firms beginning with more complete functional structures are likely to go public faster, and firms beginning with broadly experienced team members obtain venture capital more quickly regardless of the experience and structural composition of the top management team in place at the time of these outcomes. Further, broadly experienced founding teams that build an early team with a full complement of functional positions achieve important milestones faster than firms that start with neither experience nor structure. This suggests that creating positions as \"placeholders\" in new ventures, where positions are created and filled with the intent of bringing individuals with more relevant experience onboard later, is not obviously a path by which to succeed. By examining the origins of top management team experience and functional structures, we illustrate the lasting imprint of founders on top management team composition and firm outcomes.
Journal Article
Toward a Theory of Sustainability Management
The continuing evolution and increasing salience of the concept and practice of sustainability among individuals, organizations, and societies worldwide appears to warrant the development of conceptual approaches to theories of sustainability management for application to management research, education, and practice. While other management theories have been employed by many management scholars to help explain the need for and advancement of sustainability management, none of those theories appear to have the unique features, benefits, opportunities, challenges, or orientations to assist individuals, organizations, and societies to move toward sustainability as much and as soon as appears necessary. However, since the consideration of theories of sustainability management is relatively new for most management scholars, the authors hope this article begins a dialogue among those stakeholders to better describe, develop, and apply this and related theories of sustainability management as significantly, effectively, and urgently as possible.
Journal Article
The Future of Stakeholder Management Theory: A Temporal Perspective
We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm's competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a phenomenon well understood in the literature, and requiring what we call level 1 adaptation. However, the dominant direction of stakeholder pressures can also change, namely, from supporting resource heterogeneity at the firm level to fostering industry homogeneity, and vice versa. When dominant stakeholder pressures shift from supporting heterogeneity towards stimulating homogeneity in industry, the firm must engage in level 2 or transformational adaptation. Stakeholders typically provide valuable resources to the firm in an early stage. Without these resources, which foster heterogeneity (in line with RBV thinking), the firm would not exist. At a later stage, stakeholders also contribute to interfirm homogeneity via isomorphism pressures (in line with institutional theory thinking). Adding a temporal dimension to stakeholder management theory has far reaching implications for this theory's practical relevance to senior level management in business.
Journal Article
Not so terrifying after all? A set of failed replications of the mortality salience effects of Terror Management Theory
Terror Management Theory (TMT) postulates that humans, in response to awareness of their death, developed complex defenses to remove the salience and discomfort stemming from those thoughts. In a standard paradigm to test this theory, an individual is presented with a death-related prime (Mortality Salience; MS), such as writing the details of their own death, or something neutral, such as watching television. After a distractor task (for delay), participants complete the dependent variable, such as rating how much they like or agree with a pro- or anti-national essay and its author. Individuals in the MS condition typically exhibit greater worldview defense than control conditions by rating the pro-national essay more positively and the anti-national essay more negatively. We completed five separate studies across five unique samples with the goal of replicating and extending this well-established pattern to provide further understanding of the phenomena that underlie the effects of MS. However, despite using standard procedures, we were unable to replicate basic patterns of the dependent variable in the MS conditions. We also pooled all responses into two meta-analyses, one examining all dependent variables and one focusing on the anti-national essay; yet the effect sizes in these analyses did not significantly differ from zero. We discuss the methodological and theoretical implications of these (unintended) failures to replicate. It is not clear if these null findings were due to methodological limitations, restraints of online/crowd-sourced recruitment, or ever-evolving sociocultural factors.
Journal Article