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Turkish academic literature on management from 1970 to 1999 is examined with regard to it being at the management research periphery and developing under U.S. influence. Findings show that the literature focused on non-empirical, de-contextualized and practice-oriented studies.

Research fields in the social sciences make significant contributions to theoretical understanding by combining practical goals with the search for fundamental mechanisms. Business and management studies, despite the focus on practical problem solving, produce varying kinds of theoretical knowledge that has practical applications in different fields.

How design-oriented research synthesis is used to address fragmentation and increase the chances of application is discussed. The challenge in organizational management studies is the fragmentation of researchers and types of knowledge products. How design-oriented propositions can be developed by synthesizing previously published research is also given.

While some researchers propose that the combination of family and business creates a need for trade-offs in family and business demands, we argue that the social system of the family [...]

Architecture, management and organization theory are reflected in terms of their mutual implications. The concept of generative building that contributes positively towards an organization's capacities is introduced and its impact on management and processes of organizing are reflected.

Abstract We applied Giddens' (1979, 1984) structuration theory to investigate the US investment banking industry and found support for the notion that industry network structure impacts the strategic actions of [...]

This article examines the advantages and disadvantages of discontinuing the profession of organizational development and replacing it with a new profession called change management. Organizational development maintains a humanistic perspective of business change while change management professionals would incorporate more strategic, contingency-based changes that would result in more dramatic improvements.

This article examines the effects of managerial control, self-monitoring, and procedure availability on impression management techniques used by subordinates. Findings indicate that self-monitoring subordinates utilize both positive and disassociative impression management methods when there is high procedural availability and managerial control is broad.

The authors argue that despite universalizing tendencies such as digitalization and globalization, commonalities in organizational behavior research remain unlikely. They posit that there are too many variables affecting both human and non-human responses, such as markets, to develop universal theories in this field.

In this study, we discuss the relationships between the private and professional life of male managers, with special emphasis on the meaning of fatherhood in this relationship. By presenting and studying the symbolics of an adventure movie, Hook, we aim to show how the personality of a male manager named Peter Banning is changed when he grows closer to his children through recalling his earlier life as Peter Pan, a boy with a rich fantasy life and the ability to fly. The key concepts in our interpretation are drawn from clinical approaches toward management, narcissism in particular. Moreover, we aim to point out that managerial personality issues are closely related to the questions of gentler and to the reconstruction of masculinity as a social trend. Until now this aspect has not been considered in management studies applying the clinical approach. KEY WORDS: leadership; gender; managerial personality; narcissism.

The study investigates the role structure of managers in China's Henan province. The results produce a two-facet classification consistent with Shapira and Dunbar's findings for North American managers, yet displaying a number of unique features attributed to the Chinese business environment. The leader's role of the Chinese manager splits into task-related and relationship-oriented activities, and the monitor role is plotted across the informational and decision facets. An addition to this study, the political role is also found across the two facets, providing integration across the various managerial activities. An open system model of the Chinese managerial role is proposed. KEY WORDS: managerial role; China; enterprise reform; universality.

The authors, reviewers, readers, and editors who shape what is published in ASQ insist, perhaps above all else, that articles contain strong organizational theory. ASQ's Notice to Contributors states, 'If [...]

The concept of 'problem' is central in the business and management studies literature. Yet, despite its centrality and its widespread use, it is still in need of elucidation. This paper is an attempt in that direction. First some landmarks to circumscribe the concept of 'problem' are proposed. Second, within the scope of these landmarks, three views of the concept of 'problem', rooted in three major epistemological trends, are presented and contrasted. These views often differ with respect to the language used and to the derived strategies for action. Third, the clarifications and comparisons provided are utilized to illustrate some main sources of ambiguity with respect to problems. Finally, avenues for research suggesting potential for renewing the investigation of old issues concerning problems are explored. (Reprinted by permission of the publisher.), Introduction It is difficult to deny the central importance of the concept of 'problem' in the business and management studies literature. This is particularly true in Operations Research (O.R.) where [...]

Managers at a U.S. manufacturer learn, through trial and error, how to improve horizontal work flows. They find they must ensure that someone is clearly responsible for all important processes. [...]

The concept of 'fit' is a central thrust for middle-range theories in many management disciplines. In this context, 'fit' refers to the match between two or more factors. Several recent studies involving the concept of fit have examined how variables, both internal and external to the firm, combine to affect organizational performance. When doing this type of research, a key decision must be made regarding the selection of research designs appropriate for testing the fit between variables. This study tests the fit concept and examines whether the identification of proper lag-structures associated with the fit relationship improves the effectiveness of the research design. Findings suggest that when testing models involving fit, the identification of proper lag-structures is an important research-design issue. (Reprinted by permission of the publisher.), Introduction The concept of 'fit' is a central thrust for middle-range theories in many management disciplines. In this context, 'fit' refers to how variables, both internal and external to the [...]

Management simulations are widely used in industry for training and development and for encouraging a top management perspective. This article discusses several questions related to the administration and educational effectiveness of simulations from the perspective of a corporate facilitator and the experience of 15 classes using a total enterprise game. Observations about value, team size and selection, number of sessions, the role of the facilitator, and model design are offered, leading to a discussion about the need for industry and academic game users to collaborate on the major research questions.

This study seeks to explain under what conditions managers tend to give up control in decision-making groups and to what extent the impact of these conditions differs between U.S. and Greek managers. Contrary to expectations, the results show that Greek managers give up control in decision-making groups less frequently than U.S. managers. The results also suggest that U.S. managers have a somewhat greater tendency to give up control under the following conditions: (1) When they have no personal commitment to the task; (2) When their task mastery expectations are low; (3) When they believe another member of the group has greater expertise; (4) When they believe another member of the group has a stronger argument; and (5) When they feel group pressure to conform. In addition, it was found that lower-level managers perceive themselves as giving up control more frequently than senior-level managers, irrespective of their country of origin. (Reprinted by permission of the publisher.)

The understandings of classical science are now increasingly under threat from twentieth century physics. The machine model of organization, informed by classical science, is therefore in need of review. Analytical psychology is used as a framework for re-assessing and providing new insights into the nature and management of organizations in contemporary society. (Reprinted by permission of the publisher.)

A simulation of workplace conflict examined the effects of a manager's pregnancy on male and female subordinates. Study participants - 40 women and 41 men from an MBA program - each took part in two ten-minute long, videotaped, interactive role plays with two women managers (research confederates), one apparently pregnant and the other not. The participants' impressions of the managers were tapped using an author-developed questionnaire and brief interviews. Interactive data were analyzed to determine the nature of the expression of emotion and ideas. The results show that participants had more negative impressions of and lower satisfaction with the pregnant manager than with the manager who was not pregnant, and initiated more social conversations with the former than with the latter. Interview data suggest that participants had expected the pregnant manager to be passive, nice, and giving, and were surprised by her authoritative behavior. Implications for pregnant managers and limitations of the study are discussed. (Reprinted by permission of the publisher.)

It has been acknowledged that firms must resort to technology in order to acquire the flexibility needed to meet the challenges posed by the globalization of the economy. The successful [...]

This paper explores how founders influence strategic management in the family business. The authors suggest it is essential to consider the central influence of a family firm's founder on the [...]

This article reports research in which an ethnographic approach was employed to study a bank in the northeastern US that underwent organizational change and transformation in response to the demands of a federal regulatory agency. The researchers investigated the top management's efforts to alter the firm's existing organizational schemas so as to meet the requirements of a new organizational vision. Data were obtained from field observation over a 10-month period, organizational documents, and surveys and interviews. A first-order analysis using informant categories revealed themes relevant to changing organizational schemas. A second-order analysis revealed the influence modes top management used to effect organizational change. The authors conclude that the modes they label 'Enforcement' and 'Manipulation' unexpectedly proved most successful in bringing about the bank's transformation. (Reprinted by permission of the publisher.)

Studies of inter-firm relations in modern capitalism have often relied on either an exchange theory or a structural theory of control. Both paradigms prove inadequate in explaining non-Western patterns of inter-firm relations. This study adopts an institutional theory of power to explain the peculiar patterns of horizontal control that obtains in inter-firm relations within and among large Japanese business groups. We develop our argument in four steps. First, we review and assess the adequacy of three different theories of power in capitalist business; second, we describe our case study: two major types of Japanese business groups; third, we identify forms of vertical and horizontal control through our analysis of patterns of inter-firm shareholding, and we show how additional means of control are adopted to reinforce the existing organizational patterns; fourth, we compare and contrast the highly structured and cohesive inter-firm relations in Japanese business with the more loosely organized pattern that is characteristic in the U.S., and we conclude that the current research on capitalist organizational forms will advance by emphasizing not the unchanging, universal nature of capitalist domination, but rather its varied institutional nature and its apparent cross-cultural diversity. (Reprinted by permission of the publisher.)

A national study was conducted of how managers perceive performance hindrances in a Fortune 100 firm. Honeywell Corp was the focal organization. The research was based on skill relapse-prevention and self-regulation theories in analyzing the perceptual reactions of 3,580 managers about performance hindrances. There were two groups of managers into which the research sample was divided: 'higher' and 'lower' performance, along with their response patterns to perceived performance barriers. It was found that there was no readily visible difference between the number of perceived hindrances, but higher performance managers were more often focused on external performance barriers such as lack of chance for promotion, while lower performance managers emphasized personal skill limitations such as a lack of personnel management or communication skills.

Individual initiative is an important component of power relationships. Obedience is the measure of power and influence. Paradoxically, obedience to roles affords corporate power.

The extent of internal labor markets is controlled by factors such as: the existence of personnel departments, the provision of training, and the existence of collective bargaining coverage. If other factors are controlled, no effect was recorded on internal market practices. Future research should incorporate organizational variables as well as economic considerations.

School principals are directed with a set of controls that provides a balance of autonomy and control. The principals are given freedom to effect policy but are responsible to higher authorities for for the results. This suggest that use of a more comprehensive framework of control is attractive in not-for-profit organizations.

The testing and revisions of a theory of business relationships afforded new insights into the patterns of interorganizational relationships. Major findings included: resource dependence stimulates relationships; communications foster relationships and formalize them; monetary transactions and client referrals involve different coordination patterns; and consensus among the parties involved grows out of resource dependence and discourages further dependence.

A study of 100 sales teams afforded the information that group effectiveness indices match the expectations implicit in team members' group-interaction theories. These theories are the cause of variances in team satisfaction and effectiveness self-assessments. New theories are needed to account for these findings.

To investigate the relationships among CEO succession, CEO career specializations, and diversification strategy, this study examined s 25-year history of a stratified sample of 173 companies from the Fortune 1000 list in which there were 370 cases of CEO succession. Two issues were examined: (1) the relationship between the former CEO's career specialization and that of the successor and (2) the relationship between the previous strategy and the successor's career specialization. The results generally indicated that in cases of succession, the former CEO's career specialization and the previous strategy simultaneously, but independently, predict the successor's career specialization. Specifically CEOs tend be be succeeded by individuals with similar career specializations. In addition, the premise that career specializations are linked to strategies is also supported. (Reprinted by permission of the publisher.)

This paper presents three studies investigating discrepancies in published American research on participation and its outcomes. The first study, a longitudinal meta-analysis of participation-outcome research published between 1950 and 1985, revealed apparent relationships between societal issues in the U.S. and the questions asked by American researchers, the methods used to perform research, and the magnitudes of reported effects. The second and third studies provided corollary evidence clarifying these findings, showing the absence of general method trends throughout the organization sciences but suggesting the existence of a relationship between researchers' social attitudes and the conduct of participation-outcome research. Besides explaining inconsistencies among published findings, these results suggest that societal trends have affected the conduct of participation research. (Reprinted by permission of the publisher.)