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159
Role Congruity Theory of Prejudice toward Female Leaders
- Psychological Review
, 2002
"... A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that f ..."
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Cited by 273 (4 self)
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A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles. Leadership has been predominantly a male prerogative in cor-porate, political, military, and other sectors of society. Although women have gained increased access to supervisory and middle management positions, they remain quite rare as elite leaders and top executives. To explain this phenomenon, public and scientific discussion has centered on the idea of a “glass ceiling”—a barrier of prejudice and discrimination that excludes women from higher level leadership positions (Federal Glass Ceiling Commission, 1995; Morrison, White, & Van Velsor, 1987). To further this discussion, we advance a theory of prejudice toward female lead-ers and test the theory in relation to available empirical research. This integrative theory builds on social psychologists ’ tradition of studying prejudice and stereotyping and industrial–organizational psychologists ’ tradition of studying perceptions of managerial roles. The popularity of the glass ceiling concept may stem from the rarity of women in major leadership posts, despite the presence of equality or near equality of the sexes on many other indicators. A number of statistics thus suggest equality: In the United States, women make up 46 % of all workers (U.S. Bureau of Labor Statistics, 2001b) and 45 % of those in executive, administrative, and managerial occupations (U.S. Bureau of Labor Statistics, 2001a); women possess 51 % of bachelor’s degrees and 45 % of all
Bridging Ties: A Source of Firm Heterogeneity in Competitive Capabilities
, 1997
"... What explains differences in firms' abilities to acquire competitive capabilities? In this paper we propose that embeddedness, in terms of firms' network of bridging ties and linkages to regional institutions, are important sources of variation in firms' acquisition of competitive cap ..."
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Cited by 188 (3 self)
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What explains differences in firms' abilities to acquire competitive capabilities? In this paper we propose that embeddedness, in terms of firms' network of bridging ties and linkages to regional institutions, are important sources of variation in firms' acquisition of competitive capabilities. We argue that firm networks rich in bridging ties and firms' participation in regional institutions are critical vehicles for accessing new information, ideas, and opportunities leading to the acquisition of competitive capabilities in geographical clusters. Hypotheses are tested on a stratified random sample of 227 job shop manufacturers located in several regions of the US Midwest using data gathered from a mailed questionnaire. Results from structural equation modeling broadly support the embeddedness hypotheses and suggest a number of novel insights about the link between firms' networks and competitive capabilities.
Exploitation, exploration, and process management: The productivity dilemma revisited
- Academy of Management Review
, 2003
"... Organization and strategy research has stressed the need for organizations to simultaneously exploit existing capabilities while developing new ones. Yet this increasingly crucial challenge has been accompanied by an ongoing wave of managerial activity and institutional pressures for process managem ..."
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Cited by 176 (6 self)
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Organization and strategy research has stressed the need for organizations to simultaneously exploit existing capabilities while developing new ones. Yet this increasingly crucial challenge has been accompanied by an ongoing wave of managerial activity and institutional pressures for process management and control. We argue that these pressures stunt a firm’s dynamic capabilities. We develop a contingency view of process management’s influence on both technological innovation as well as organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent with all but incremental innovation and change. We argue that process management activities must be buffered from exploratory activities. As dynamic capabilities are rooted in both exploitative and exploratory activities, ambidextrous organizational forms provide the complex contexts for these inconsistent processes to co-exist. 3 More than twenty years ago, Abernathy (1978) suggested that a firm’s focus on productivity gains inhibited its flexibility and ability to innovate. Abernathy observed that in the automobile
Lean Manufacturing: Context, practice bundles, and performance
- Journal of Operations Management
, 2003
"... Management literature has suggested that contextual factors may present strong inertial forces within organizations that inhibit implementations that appear technically rational (Nelson and Winter, 1982). This paper examines the effects of three contextual factors, plant size, plant age and unioniza ..."
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Cited by 111 (4 self)
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Management literature has suggested that contextual factors may present strong inertial forces within organizations that inhibit implementations that appear technically rational (Nelson and Winter, 1982). This paper examines the effects of three contextual factors, plant size, plant age and unionization status, on the likelihood of implementing twenty-two manufacturing practices that are key facets of lean production systems. Further, we postulate four “bundles ” of interrelated and internally consistent practices; these are Just-in-Time, Total Quality Management, Total Preventive Maintenance, and Human Resource Management. We empirically validate our bundles and investigate their effects on operational performance. The study sample uses data from IndustryWeek’s Census of Manufacturers. The evidence provides strong support for the influence of plant size on lean implementation, whereas the influence of unionization and plant age is less pervasive than conventional wisdom suggests. The results also indicate that lean bundles contribute substantially to the operating performance of plants, and explain about 23 percent of the variation in operational performance after accounting for the effects of industry and contextual factors.
A framework for linking culture and improvement initiatives in organizations
- Academy of Management Review
, 2000
"... We present a synthesis of the general dimensions of organizational culture used most commonly in extant research and outline how these general dimensions correspond to the specific values and beliefs underlying total quality management (TQM) practice (a comprehensive change initiative). We argue tha ..."
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Cited by 73 (1 self)
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We present a synthesis of the general dimensions of organizational culture used most commonly in extant research and outline how these general dimensions correspond to the specific values and beliefs underlying total quality management (TQM) practice (a comprehensive change initiative). We argue that the relationship between culture and implementation of new behaviors and practices has not been adequately explored because of the lack of a comprehensive framework for defining and measuring organizational cultures. Our framework presents a necessary step in moving toward culture as a useful explanatory concept in organizational research. The one common denominator that led to failure in all of our previous quality efforts [prior to the mid 1980s] was that we did not change the culture or the environment in which all these tools and processes were being used. We had a "flavor of the month " mentality (Sam Malone, Worldwide
A theory of team coaching
- Academy of Management Review
, 2005
"... After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or lead-ership styles, (2) identifies the specific time ..."
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Cited by 66 (2 self)
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After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or lead-ership styles, (2) identifies the specific times in the task performance process when coaching interventions are most likely to have their intended effects, and (3) expli-cates the conditions under which team-focused coaching is and is not likely to facilitate performance. Coaches help people perform tasks. Coaching is pervasive throughout the life course, from childhood (e.g., a parent helping a child learn to ride a tricycle), through schooling (e.g., a teacher coaching a student in the proper conduct of a chemistry experiment), and into adulthood (e.g., a fitness coach helping with an exercise regime or a supervisor coaching an employee in im-
Quality management re-visited: A reflective review and agenda for future research
- Journal of Operations Management
, 2002
"... Abstract Quality management (QM) has become an all-pervasive management philosophy, finding its way into most sectors of today's business society. After the initial hype and enthusiasm, it is time to take stock of the knowledge accumulated in what is now a mature field of study and look for di ..."
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Cited by 45 (1 self)
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Abstract Quality management (QM) has become an all-pervasive management philosophy, finding its way into most sectors of today's business society. After the initial hype and enthusiasm, it is time to take stock of the knowledge accumulated in what is now a mature field of study and look for directions to take the field further forward. This article reflects on the mass of literature in the field, synthesizing, organizing and structuring knowledge and offering suggestions for future research. It reviews QM research organized along five main themes: the definition of QM, the definition of product quality, the impact of QM on firm performance, QM in the context of management theory and the implementation of QM. The article draws on these themes to reflect on three questions which are fundamental to re-visit and re-appraise QM: (i) What is QM? (ii) Is the set of practices associated with QM valid as a whole? (iii) How to implement QM in a real business setting?
A Rhetorical Theory of Diffusion
- Academy of Management Review
, 2004
"... I use rhetorical theory to reconceptualize the diffusion of managerial practices. Spe-cifically, I argue that the diffusion of a practice depends on the discursive justifica-tions used to rationalize it. When such justifications are accepted and taken for granted, a practice reaches a state of insti ..."
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Cited by 35 (0 self)
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I use rhetorical theory to reconceptualize the diffusion of managerial practices. Spe-cifically, I argue that the diffusion of a practice depends on the discursive justifica-tions used to rationalize it. When such justifications are accepted and taken for granted, a practice reaches a state of institutionalization. Furthermore, I propose that changes in justifications and diffusion provide a basis for explaining institutional-ization as both a process and a state. I then develop several propositions from this model. The management field has witnessed the rise and fall of many managerial practices, includ-ing sensitivity training, quality circles, and re-
Defining lean production: some conceptual and practical issues
- The TQM Journal
, 2009
"... Purpose – The purpose of this paper is to investigate the definition of lean production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. Design/methodology/approach – The paper is based on a review of the contemporary literature ..."
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Cited by 27 (0 self)
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Purpose – The purpose of this paper is to investigate the definition of lean production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. Design/methodology/approach – The paper is based on a review of the contemporary literature on lean production, both journal articles and books. Findings – It is shown in the paper that there is no consensus on a definition of lean production between the examined authors. The authors also seem to have different opinions on which characteristics should be associated with the concept. Overall it can be concluded that lean production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of lean, but make active choices and adapt the concept to suit the organization’s needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation. Originality/value – This paper provides a critical perspective on the discourse surrounding lean production, and gives an input to the discussion of the implementation of management models.
The impact of human resource and operational management practices on 32 productivity: a longitudinal study
- Personnel Psychology
, 2008
"... Within the strategic human resource management (SHRM) perspective, psychology-based practices, especially empowerment, extensive train-ing, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place great ..."
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Cited by 24 (1 self)
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Within the strategic human resource management (SHRM) perspective, psychology-based practices, especially empowerment, extensive train-ing, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just-in-time, advanced manufacturing technology, and supply-chain partnering as determinants of organizational perfor-mance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which The ordering of the authors is alphabetical indicating equal contributions. We acknowl-
