Social Psychology of Organizations

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

which is used to describe a third component of thinking processes, particularly preverbal, and it denotes the concept that the world is activated by some generalized "energy" that links together causally all objects and events ; it is presumably revealed by a person's lack of curiosity about causal connections, as though they were self-evident. Aside from the rather frequent use of such key words, having strong connotations for this reviewer far away from what the author is aiming to denote, the book is written in a lucid and stimulating style that makes reading it an invigorating intellectual exercise. It is a book that is likely to have somewhat limited attraction to the full-time clinician, especially one treating adult patients. And child psychiatrists and psychologists, if reasonably well read, will most likely be familiar with the majority of references from which this author has synthesized his material. On the other hand, the scholarly and refreshing con¬ ceptual approaches of the author will appeal to psychologists, philosophers, linguists, and psychiatrists with a research bent and anyone else who wants to be provoked to do some thinking on the problems of language, language development, and the psychology of cognition. Louis A. GOTTSCHALK, M.D. Plans and the Structure of Behavior. By George A Miller, Eugene gALANTER, and Karl H. Pribram. Price, $5.00. Pp. 226. Henry Holt & Co., Inc., New York 17, 1960. This is an important book for psychiatrists and behavioral scientists, since it presents a clear, concise study of the application of cybernetics, information and computer theory to the problem of analyzing behavior. The authors have been actively engaged in behavioral research in different areas\p=m-\Millerin information and communication, Galanter in experimental psychology, and Pribram in neurophysiology. The book resulted from a series of discussions which they engaged in during a year they spent together at the Center for Advanced Study in the Behavioral Sciences, Palo Alto, Calif. Their original intent was to write a diary, as it were, of the development of their ideas and, fortunately, enough of this remains to make the book clear, easy to read, and interesting. It is also fortunate, however, that in the final writing a variety of studies comparing the "behavior" of computing machines with human "cognitive behavior" have been reviewed and summarized. The result is one of the best presentations of the present status of the brain-computer problem. The authors, however, do not discuss certain aspects of this problem, such as the difference between the brain and its vast number of parallel channels, but few operations, and the modern high-speed computer with its few channels and vast numbers of operations. This omission is consistent with their interest, since it would introduce the question of mechanisms rather than the problem of the structure of behavior as it is observed in everyday life in the clinic and in experiments on learning, conditioning, etc. Similarly, they do not discuss the qualitative differences between mechanisms of memory in the computer and those in the brain. In the former, a "memory"\p=m-\ i.e., stored information\p=m-\isidentified, metaphorically speaking, by an address, whereas no such mechanism is known in the brain (personal communication, Dr. Julian Bigelow). With few exceptions, however, the data, concepts, and theories presented are handled with elegant precision, as illustrated by the discussion of Sherrington's concepts of the "Reflex" and the "Synapse," Kurt Lewin's ideas of "tension states," and the numerous references to the work of Newell, Shaw, and Simon on computers and logic. There are, nevertheless, areas with

https://link.springer.com/content/pdf/10.1057%2Fjors.1968.86.pdf

Plans and the Structure of Behavior

In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium.

Work Motivation Theory and Research at the Dawn of the Twenty-First Century

We survey the empirical literature analyzing the process of enterprise restructuring in transition economies. The survey provides new insights into the relative effectiveness of different reform policies, and into how this effectiveness varies across regions. We study the effects of privatization, the importance of different types of owners, the effects of foreign and domestic competition, the consequences of soft budgets, and the role of managerial incentives and managerial human capital, on enterprise restructuring.

https://papers.ssrn.com/sol3/Delivery.cfm?abstractid=238716

Enterprise Restructuring in Transition: A Quantitative Survey

/pdf/beyond-the-three-component-model-of-organizational-4au9wze3ix.pdf

Beyond the three-component model of organizational commitment

Purpose – The purpose of this article is to provide an overview for those interested in the current state‐of‐the‐art in time management research.Design/methodology/approach – This review includes 32 empirical studies on time management conducted between 1982 and 2004.Findings – The review demonstrates that time management behaviours relate positively to perceived control of time, job satisfaction, and health, and negatively to stress. The relationship with work and academic performance is not clear. Time management training seems to enhance time management skills, but this does not automatically transfer to better performance.Research limitations/implications – The reviewed research displays several limitations. First, time management has been defined and operationalised in a variety of ways. Some instruments were not reliable or valid, which could account for unstable findings. Second, many of the studies were based on cross‐sectional surveys and used self‐reports only. Third, very little attention was g...

A review of the time management literature

This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regarding the organization, while normative and continuance commitment are attitudes regarding specific forms of behavior (i.e., staying or leaving). The conceptual analysis shows that the TCM fails to qualify as general model of organizational commitment but instead represents a specific model for predicting turnover. The authors suggest that the use of the TCM be restricted to this purpose and that Eagly and Chaiken's model be adopted as a generic commitment model template from which a range of models for predicting specific organizational behaviors can be extracted. Finally, they discuss the definition and measurement of the organizational commitment attitude. Covering the affective, cognitive, and behavioral facets of this attitude helps to enhance construct validity and to differentiate the construct from other constructs.

/pdf/beyond-the-three-component-model-of-organizational-5cq6n6k9g9.pdf

Beyond the Three-Component Model of Organizational Commitment

Although interruptions are daily occurring events for most working people, little research has been done on the impacts of interruptions on workers and their performance. This study examines the e Vects of interruptions on task performance and its regulation, as well as on workers’ psychological and psychophysiological state. Two parallel experiments were carried out in the Netherlands and in Russia, using a common conceptual framework and overlapping designs. Employees with relevant work experience carried out realistic text editing tasks in a simulated o Yce environment, while the frequency and complexity of interruptions were experimentally manipulated. It was hypothesized that interruptions: (i) would cause a deterioration of performance; (ii) evoke strategies to partially compensate for this deterioration; (iii) aVect subjects’ emotions and well-being negatively; and (iv) raise the level of eVort and activation. It was also hypothesized that greater frequency and complexity of interruptions would enhance the expected e Vects. The hypotheses are only partially cone rmed. The results show that, contrary to what was expected, interruptions cause people to perform the main task faster while maintaining the level of quality. Participants develop strategies enabling them to deal e Vectively with the interruptions, while actually over-compensating the potential performance decline. Interruptions do have a negative impact on emotion and well-being, and lead to an increase of e Vort expenditure, although not to an increase in activation. Thus the improved performance is achieved at the expense of higher psychological costs. Greater complexity evoked more favourable responses among the Dutch participants and more unfavourable ones among the Russian participants. These diVerences are interpreted in terms of the participants’ professional background. The research demonstrates that the e Vects of interruptions reach beyond the execution of additional tasks and the change of work strategies. Interruptions appear to have an after-e Vect, ine uencing the workers’ subsequent readiness to perform. Detailed analysis of the activity in the interruption interval, focusing on

/pdf/temporal-factors-in-mental-work-effects-of-interrupted-huw7i653br.pdf

Temporal factors in mental work: Effects of interrupted activities

The acknowledgement that trust is important for the functioning of organizations has increased the demand for research showing how this importance is reflected on the behaviour of its members. In this article we focus on trust within teams and explore the relation with performance effectiveness. A model was tested relating trust with perceived task performance, team satisfaction, relationship commitment, and stress. In this model trust is presented as a multi-component variable with distinct but related dimensions. These include propensity to trust, perceived trustworthiness, cooperative and monitoring behaviours. Data from 112 teams collected in three social care institutions in The Netherlands were analysed with structural equation modelling to test the model. The results are supportive of the multi-component structure of trust and confirmed the importance of trust for the functioning of teams in organizations. The results suggest that trust is positively related with perceived task performance, team sa...

Robert A. Roe

Papers

Beyond the three-component model of organizational commitment

A review of the time management literature

Beyond the Three-Component Model of Organizational Commitment

Temporal factors in mental work: Effects of interrupted activities

Trust within teams: The relation with performance effectiveness