Divergence between informant and archival measures of the environment: Real differences, artifact, or perceptual error?

Doty, D. Harold; Bhattacharya, Mousumi; Wheatley, Kathleen; Sutcliffe, Kathleen M.

doi:10.1016/j.jbusres.2005.04.005

Cited by 28 publications

(30 citation statements)

References 34 publications

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“…Complexity refers to the heterogeneity and range of an organization's activities; dynamism refers to unpredictable change in environmental conditions faced by an organization; and munificence is the extent to which an environment supports growth of organizations within it, and is often measured on a reverse scale to environmental hostility (Ward et al, 1995). As for perceptions, researchers use either objective or subjective measurement methods of the environment (Bourgeois, 1980;Boyd et al, 1993;Doty et al, 2006).…”

Section: Organizational Environment Resource Dependence Theory and Imentioning

confidence: 99%

A resource dependence theory perspective of ISO 9000 in managing organizational environment

Singh

Power

Chuong

2010

J of Ops Management

157

132

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a b s t r a c tMore than 900,000 organizations worldwide have registered to the ISO 9000 quality management standard. Despite its growing popularity, few studies have offered a coherent theoretical basis for the standard's appeal. A theory-based explanation enhances understanding and appreciation for the standard, and provides clarity on how the standard benefits organizations. In this paper, we invoke the resource dependence theory (RDT) to purport that the standard is used by organizations as a tool to manage their organizational environment. It does this by specifying procedures that organizations need to manage their organization-environment boundary spanning processes. Using the RDT perspective, a model with three key constructs embodying ISO 9000 was developed: internal processes, relationships with customers and relationships with suppliers. The latter two were treated as being part of the task environment. We predicted that the external aspects of the standard affect operating performance (a measure of effectiveness), both directly and through internal processes. Empirical data from 416 ISO 9000 registered Australian manufacturing plants validated the RDT perspective, and suggest that the three constructs, individually and in isolation, are not as effective as when they are considered together. By invoking RDT, a new theoretical viewpoint to ISO 9000 has been developed that adds to other theoretical perspectives, and goes some way to explaining the growing popularity of this standard with organizations.

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Section: Organizational Environment Resource Dependence Theory and Imentioning

confidence: 99%

A resource dependence theory perspective of ISO 9000 in managing organizational environment

Singh

Power

Chuong

2010

J of Ops Management

157

132

View full text Add to dashboard Cite

show abstract

“…There are real differences between objective and perceived conditions, which are likely due to what is noticed and how these conditions are interpreted (Doty et al, 2006). Indeed, perceptions may be more relevant to understanding strategy and ultimately performance than the actual facts of the situation.…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

“…There may be additional ways in which situational and environmental perceptions are interwoven. Studies on organizational factors have posited that firm strategy and structure influence the focus of attention (Ocasio, 1997) and interpretations of the environment (Doty et al, 2006;Sutcliffe, 1994;Sutcliffe and Huber, 1998). There may indeed be recursive effects with organizational factors influencing entrepreneurial perceptions -and entrepreneurial perceptions, in turn, shaping organizational design.…”

Section: Opportunities For Future Research and Limitationsmentioning

confidence: 99%

The entrepreneurial perceptions of strategy makers: Constructing an exploratory path in the pursuit of radical growth

Neill

York

2012

Journal of Business Research

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a b s t r a c tFor established firms, radical growth requires experimenting with new alternatives, which can test the boundaries of management's thinking. This study proposes that entrepreneurial perceptions of the strategic situation and market environment have a direct influence on corporate entrepreneurship (CE) strategy, which is strategy that supports new business development and renewal. The results indicate that strategy makers will pursue a more explorative CE strategy in situations framed as positive, less controllable and yet knowable, and in environments perceived as munificent and dynamic. Additionally, with explorative CE strategy comes a greater investment in radical growth (i.e., new lines of business). The paper concludes with a discussion of the study's implications in regards to the relationship between interpretation and strategy and the management of attention and meaning.

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“…Concurrently, leaders tend to act on a perceived environment (Boyd et al 1993) with the goal of achieving a desired adaptation (Davis and Meyer 1998;Hambrick 1981). Task leaders must also know that environmental variation relates to changes that may occur independent of a leader's ability to notice, comprehend, or interpret environment related data (Doty et al 2006). Regardless, organizations tuned into their environment are more likely to succeed because they are able to respond 'predictively' through meaningful action and contingencies to a wide range of signals (Slaughter 1999).…”

Section: Task Selectionmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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Divergence between informant and archival measures of the environment: Real differences, artifact, or perceptual error?

Cited by 28 publications

References 34 publications

A resource dependence theory perspective of ISO 9000 in managing organizational environment

A resource dependence theory perspective of ISO 9000 in managing organizational environment

The entrepreneurial perceptions of strategy makers: Constructing an exploratory path in the pursuit of radical growth

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

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