Environment, Strategy, and the Implementation of Administrative Change: The Case of Civil Service Reform.

Gaertner, Gregory H.; Gaertner, Karen N.; Akinnusi, David M.

doi:10.2307/256043

Cited by 19 publications

(6 citation statements)

References 13 publications

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“…This is remarkable if one considers the meaning of the word transfer but unremarkable when it is understood that probing social climate requires researchers to shift levels of analysis. Gaertner, Gaertner, and Akinnusi (1984) illustrate how contextual understanding can explain paradoxical adoption patterns. The U.S. Civil Service Reform Act of 1978 mandated a major change of personnel practices within the government.…”

Section: The Technical Merit Of An Administrative Innovation Accountsmentioning

confidence: 98%

Constraints on the Adoption of Psychology‐based Personnel Practices: Lessons From Organizational Innovation

Johns¹

1993

Personnel Psychology

189

149

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Surveys of organizational personnel practices often indicate that techniques advocated by industrial and organizational (YO) psychologists are used with less frequency than might be expected given their technical merit. This article attempts to explain this phenomenon by viewing the adoption of I/O-type personnel practices as organizational innovations that are subject to the mechanisms and processes described in the innovation-diffusion literature. It is argued that the adoption of I/O-type personnel practices constitutes administrative innovation and that such innovation is not strongly influenced by technical merit. Rather, imitation processes, environmental threat, government regulation, and political influence often dominate highly uncertain adoption processes. Recommendations are made for enhancing the adoption rate for psychology-based personnel innovations.Most industriaVorganizationa1 (I/O) psychologists have probably had the experience of encountering personnel practices in place in large, successful organizations that were, on the surface, the very antithesis of what the discipline prescribes. How, one asks, can a successful organization fail to have implemented state-of-the-art I/O practices? This article provides a selective view of some of the factors that constrain the application of I/O psychology in organizations.One does not have to resort to anecdote to confirm that the application of I/O psychology is often thwarted. Surveys of organizational personnel practices provide fairly convincing evidence.Recruiting. Rynes and Boudreau (1986) surveyed the college recruiting practices of 145 Fortune 1000 corporations. They concluded that college recruiting was managed casually by most of these firms and was not

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Section: The Technical Merit Of An Administrative Innovation Accountsmentioning

confidence: 98%

Constraints on the Adoption of Psychology‐based Personnel Practices: Lessons From Organizational Innovation

Johns¹

1993

Personnel Psychology

189

149

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“…; Dröge and Calantone ; Gaertner et al . ; Hage and Dewar ; Hull and Hage ; Link and Zmud ; Meadows ; Nayir et al . ; Normann ; Patanakul et al .…”

Section: Innovation/changeunclassified

Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Kessler

Nixon

Nord

2016

Int J Management Reviews

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Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's () largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.

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“…Similarly, the characteristics of individual employees influence the organizational adoption of managerial learning (Kimberly & Evanisko, 1981). In general, managerial learning diffuses from the top down-that is, from higher-level managerial personnel to lower-level personnel (Gaertner, Gaertner, & Akinnusi, 1984). However, it can be difficult for administrators to impose new managerial knowledge and practices onto employees, especially technical personnel (Daft, 1982).…”

Section: Moderating Effects Of Institutional Supportmentioning

confidence: 99%

Managerial learning and new product innovativeness in high-tech industries: Curvilinear effect and the role of multilevel institutional support

Yuan¹,

Chen²

2015

Industrial Marketing Management

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Environment, Strategy, and the Implementation of Administrative Change: The Case of Civil Service Reform.

Cited by 19 publications

References 13 publications

Constraints on the Adoption of Psychology‐based Personnel Practices: Lessons From Organizational Innovation

Constraints on the Adoption of Psychology‐based Personnel Practices: Lessons From Organizational Innovation

Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Managerial learning and new product innovativeness in high-tech industries: Curvilinear effect and the role of multilevel institutional support

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