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377
Theory building from cases: Opportunities and challenges
- Academy of Management Journal
, 2007
"... 2007, Vol. 50, No. 1, 25–32. ..."
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Making Fast Strategic Decisions in High-Velocity Environments
- Academy of Management Journal
, 1989
"... How do executive teams make rapid decisions in the high-velocity microcomputer industry? This inductive study of eight microcomputer firms led lo propositions exploring that question. Fast decision makers use more, not less, information than do slow decision makers. The former also develop more, not ..."
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Cited by 400 (4 self)
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How do executive teams make rapid decisions in the high-velocity microcomputer industry? This inductive study of eight microcomputer firms led lo propositions exploring that question. Fast decision makers use more, not less, information than do slow decision makers. The former also develop more, not fewer, alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic decisions and tactical plans are also critical to the pace of decision making. Finally, fast decisions hased on this pattem of hehaviors lead to superior performance. In October 1984, Gavilan Computer filed for bankruptcy protection under Chapter 11. Despite a $31 million stake from venture capitalists, Gavilan experienced delays and indecision that ultimately cost the firm its early technical and market advantages. The firm's leading-edge technology hecame a "me too " one and competitors flooded its empty market niche. As the firm died, one executive mourned: "We missed the window " (Hof, 1984).
Revolutionary Change Theories: A multi-level explanation of the punctuated equilibrium paradigm
- Academy of Management Review
, 1991
"... Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at ..."
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Cited by 266 (0 self)
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Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at
Levels issues in theory development, data collection, and analysis
- Academy of Management Review
, 1994
"... De<plt » past entreaties to organizational theorists and reseontchars to address levels issues more carefully, levels issues continue to arouse confusion and controversy within &e organizational literature. We highlight three alternative assumptions that underlie the specifica-tion of levels ..."
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Cited by 234 (7 self)
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De<plt » past entreaties to organizational theorists and reseontchars to address levels issues more carefully, levels issues continue to arouse confusion and controversy within &e organizational literature. We highlight three alternative assumptions that underlie the specifica-tion of levels of theory throuj^out mganizational behavior: (a) homo-geneity within higher level units, (b) independence from higher Uvel tinits. and (c) heterogeneity within higher level ludts. These assump-tions influence the nature of theoretical constructs and propositions and should, ideally, also influence data collection, analysis, and in-terpretation. Greater attention to levels issues will strengthen orga-nizational theory development and research. Consider a levels-of-analysis issue arising in contemporary Ameri-can politics: How should electoral college votes be allocated In the pres-idential election? Currently, electoral college votes are allocated at the state level in all but two states (Maine and Nebraska). Thus, in 48 states,
Virtual teams: What do we know and where do we go from here?
- JOURNAL OF MANAGEMENT
, 2004
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Marking time: Predictable transitions in task groups
- Academy of Management Journal
, 1989
"... A new model of group development suggests that groups ' attention to time and pacing is an important catalyst of their progress through cre-ative projects. In this laboratory study, groups were videotaped as they produced creative products and then interviewed about replays of se-lected portion ..."
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Cited by 150 (3 self)
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A new model of group development suggests that groups ' attention to time and pacing is an important catalyst of their progress through cre-ative projects. In this laboratory study, groups were videotaped as they produced creative products and then interviewed about replays of se-lected portions of the tapes. Participants ' efforts to pace themselves were explored in depth, with special focus on a key feature of the model, a major transition in groups ' approach toward their work at the midpoint of their allotted time. The appropriateness of laboratory sim-ulation for studying midpoint transitions was also assessed. The labo-ratory results mirrored and extended the field-based model; they showed how groups make deliberate attentional shifts at their temporal midpoints, what differences exist between pacing patterns in the first and second halves of groups ' life spans, and what happens when tran-sitions fail. Implications are drawn for theory, practice, and research. Organizations often rely on small groups when they need an innovation
Work groups and teams in organizations
- In W.C. Borman & D. R. Ilgen & R. Klimoski (Eds.) Industrial/Organizational Psychology
, 2003
"... This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Articles ..."
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Cited by 138 (6 self)
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This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Articles
Enhancing the effectiveness of work groups and teams
- Psychological Science Suppl. S
, 2006
"... SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups ..."
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Cited by 124 (3 self)
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SUMMARY—Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes—processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or ‘‘levers,’ ’ that can shape or align team processes and thereby provide tools
A typology of virtual teams: Implications for effective leadership
- Group & Organization Management
, 2002
"... On behalf of: ..."
