Implications and Applications of a Behavior Systems Perspective

Abernathy, William B.

doi:10.1080/01608060802100980

Cited by 20 publications

(5 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Silos have been termed based on their functional properties [18] or their structural properties [29]. In the former case, they represent a lack of coordination that is not only sufficient, but rather necessary for the behavioral contingencies of agents across functional areas or departments to interlock (i.e., be interdependent) [18].…”

Section: Organizational Silos: Barriers and Consequencesmentioning

confidence: 99%

“…In the former case, they represent a lack of coordination that is not only sufficient, but rather necessary for the behavioral contingencies of agents across functional areas or departments to interlock (i.e., be interdependent) [18]. In the latter case of organizational silos as structures, silos are able to hinder the productivity of the workers, for the structure is intended in the Weberian view of a system of reporting relationships [29], which may only be overcome by reorganization. Nevertheless, silos may also characterize the processes of information flow within and between units of an organization or system.…”

Section: Organizational Silos: Barriers and Consequencesmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

2020

View full text Add to dashboard Cite

In recent years, several organizations have implemented interventions aimed at integrating work processes and bridging network clusters. These are often permeated by different assumptions regarding clusters in organizational settings. There are concerns about the formation of silos and structural barriers to communication across the formal and informal network structures. Conversely, network clusters are regarded as spaces of local social reinforcement from which innovation ideas may emerge. Although terminologically and functionally different, they share some common features insofar as organizational behavior is concerned and the production of artifacts that fulfill organizational goals. The present scoping review presents an analysis of the literature on organizational silos while investigating attempts to bridge network clusters. Based on the search results, 40 studies were included in the analysis of the findings; of these, 20 were empirical studies and were included in a further quantitative analysis of methods and findings. We identified patterns of definitions of silos and variation in terms of aims, variables, and methods used to evaluate interventions among the heterogeneous studies. Special attention was dedicated to the role of consequences of siloed organizational behavior. We conclude that silos comprise barriers to achieving organizational goals insofar as they pose a threat to internal cooperation.

show abstract

Section: Organizational Silos: Barriers and Consequencesmentioning

confidence: 99%

Section: Organizational Silos: Barriers and Consequencesmentioning

confidence: 99%

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

2020

View full text Add to dashboard Cite

show abstract

“…Some work within the realm of BSA, although not explicitly based on principles of selforganization, align quite closely with these criteria. For example, the work of Bill Abernathy (1996Abernathy ( , 2000Abernathy ( , 2008Abernathy ( , 2009 to align incentives, available to every employee and indexed with organizational profitability, with organizational results produced by the processes within which they work provides a framework for providing tracking consequences that extend throughout the organization, and can lead to organizations that are "managed without supervision" (see Abernathy, 2000).…”

Section: Self-organization As a Response To Perturbations At The Bounmentioning

confidence: 99%

Culturo-behavioral Hypercycles and the Metacontingency: Incorporating Self-Organizing Dynamics into an Expanded Model of Cultural Change

Krispin

2019

Perspect Behav Sci

View full text Add to dashboard Cite

show abstract

“…Similarly, in the fields of organisation and management a shared view of work relationships as behavioural systems emerged, in which organisation members learn characteristic patterns of reinforcement and punishment in their daily interactions with other members and adapt to these patterns in a continuous cycle of mutual verbal and nonverbal responding (Abernathy, 2008;Luthans and Stajkovic, 1999;Mawhinney, 2005;Stajkovic and Luthans, 1997;Visser, 2007a).…”

Section: Relating In Executive Coachingmentioning

confidence: 99%

Relating in executive coaching: a behavioural systems approach

Visser

2010

Journal of Management Development

View full text Add to dashboard Cite

Purpose -In recent research the strength and nature of the relationship between coaches and executives appears as a critical success factor in successful coaching outcomes. However, little theory has as yet been devoted to an analysis of how relationships are used in executive coaching. Such an analysis requires going from the monadic, individual level of analysis to the dyadic, relational level. The purpose of this paper is to develop a theory of relating in executive coaching at this dyadic level of analysis. Design/methodology/approach -A conceptual analysis of relating in executive coaching is presented, drawing on a combination of the behavioural approach (Skinner and others) and the systems approach (Bateson and others). A verbatim of a coaching conversation serves as an illustration. Findings -It is found that the behavioural and systems approaches may be fruitfully combined in one behavioural systems approach. Following this, relating in executive coaching is characterised as systemic, behavioural, communicational, and patterned. Originality/value -The paper is among the first to study executive coaching at the dyadic level of analysis, and to develop a combined behavioural systems approach towards that purpose. This approach and its outcomes add to and can be clearly distinguished from the more common humanistic, psychodynamic, and cognitive approaches to executive coaching.

show abstract

Implications and Applications of a Behavior Systems Perspective

Cited by 20 publications

References 4 publications

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

Culturo-behavioral Hypercycles and the Metacontingency: Incorporating Self-Organizing Dynamics into an Expanded Model of Cultural Change

Relating in executive coaching: a behavioural systems approach

Contact Info

Product

Resources

About