Knowledge that Transforms

The influence of a manager's decision style in strategic decision‐making is explored using simulations. The Jungian style classification is extended to identify ‘data and process dominant’ styles of decision‐making. Managers with process dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories.

This article examines six British manufacturers that have recovered from imminent disaster to create sustained and profitable growth in four mature, European industries. Their record is contrasted with that of less successful rivals. Rejuvenation was achieved by making a series of ‘holistic’ changes in structure, systems, process and strategy affecting the entire organization. Rejuvenation is shown to be much more than a ‘turnaround’, which concentrates on finance and efficiency. Innovation in ‘emergent’ strategies was critical and was based on chief executives’ beliefs in opportunities that could not be sustained by ‘rational’ strategy calculations. A model of the sequence of change is developed to show how these beliefs were translated into action. The behavioural aspects of the process highlight the importance of both the role information plays in shaping how problems and opportunities are perceived, and the ability of teams to manage the dilemmas inherent in these markets. Both attributes determine much of an organization's capacity to learn. The evidence challenges conventional prescriptions of strategy for mature firms.

They are playing a game. They are playing at not playing a game. If I show them I see they are, I shall break the rules and they will punish me. I must play their game, of not seeing I see the game (Laing, 1971). Members of an organization are supposedly led, but very often they do not see the way. On the contrary, they are exposed to conflicting management signals and caught in double bind situations. Double bind connotes a situation where conflicting messages occur, but where it is vitally important to discern what message is being communicated, and where the individual is unable to comment upon the ambiguity. The result is that the individual is not capable of meta communication and thus incapable of learning about the situation. We presume that the double bind phenomenon can often be found in organizations. In extreme cases this creates ‘double bind organizations’ in which the members are continuously confronted with double bind situations. The members become incapable of exploring the existing models of organizational behaviour. Organizational dynamics emerge ‘behind the back’ of people in the organization. The organization's meaning horizon is narrowed due to a lack of authentic dialogue. Attempted changes of organizational direction are experienced as just another double bind, and attempted changes of the double bind patterns become victims of the logic they attempt to alter. In such cases, the organization could be said to be characterized by a form of institutionalized learning incompetence. Understanding the double bind phenomenon should be seen as being important for managing organizations in general, and for the change and the management of change in particular.

This study uses structured observation categories to investigate the relationship between managerial behaviour, performance, and environmental and demographic variables. We found significant differences in managerial behaviour related to environmental and demographic variables but not to performance. Our replication and synthesis of other studies generally supports earlier conclusions regarding the brief, varied, fragmented and interpersonal nature of managerial work. The results also point to the important relationship between the environment and managerial behaviour. Implications for managerial practice and research are discussed.

This study tests hypotheses derived from information processing theory concerning relationships between individuals' job category, organizational level, and levels and patterns of media usage. Media studied include face‐to‐face, meetings, memos/letters, telephone and electronic mail. In the meta‐analysis of over 40 studies, usage of different media was significantly different for managers/executives versus others, and was highly correlated with organizational level. In the individual‐level analyses of four organizations, the majority of respondents were classified into their actual job categories, and according to distances between organizational levels, by a discriminant function involving only relative extent of media use, especially participation in meetings. Contrary to information richness theory, upper‐level respondents (managers) did not necessarily use electronic mail less than did lower‐level respondents (clerical workers). The article concludes by discussing implications for theories of organizational media use and implementation of electronic mail systems.

Co‐operation may enable organizations to attain ends that they cannot achieve alone. However, the co‐operating partners must have an unusual mix of (1) propensity, (2) power, and (3) persistence. Joint ventures are used in this article to elucidate these critical elements in the relationship.

It has been a well‐recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub‐groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When ‘external’ success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed.

Strategic coalignment ‐ viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts ‐ is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile‐derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment.