1981
DOI: 10.2307/2392467
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Information in Organizations as Signal and Symbol

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Cited by 1,350 publications
(708 citation statements)
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“…When multiple competing logics are present, the temporal shift from technical to symbolic rationality might not play out as canonically prescribed (Lounsbury 2007). As the GRI case exemplifies, innovations may be adopted symbolically early in the cycle, and then pursued substantively, at least by some adopters, in later stages (Feldman and March, 1981). Indeed, in a setting similar to ours -the evolution of corporate sustainability strategies -Bansal (2005) found that institutional pressures were especially salient in early phases of sustainability strategy formulation because of heightened public awareness to environmental degradation.…”
Section: Resultsmentioning
confidence: 99%
“…When multiple competing logics are present, the temporal shift from technical to symbolic rationality might not play out as canonically prescribed (Lounsbury 2007). As the GRI case exemplifies, innovations may be adopted symbolically early in the cycle, and then pursued substantively, at least by some adopters, in later stages (Feldman and March, 1981). Indeed, in a setting similar to ours -the evolution of corporate sustainability strategies -Bansal (2005) found that institutional pressures were especially salient in early phases of sustainability strategy formulation because of heightened public awareness to environmental degradation.…”
Section: Resultsmentioning
confidence: 99%
“…No obstante, estos postulados han sido puestos en duda por numerosas investigaciones organizacionales. Entre otras cosas se sostiene que las organizaciones, no poseen informaci贸n absoluta acerca de su entorno (Feldman y March, 1981), desarrollan sus propios procesos cognitivos (Smircich, 1984), entablan relaciones de condicionamiento mutuo con otras organizaciones (Pfeffer, 1976), definen y estructuran sentidos propios (Weick y Sutcliffe, 2005), desarrollan motivaciones para el trabajo y la participaci贸n de distinta manera (Luhmann, 2009), toman decisiones que dependen cada vez m谩s de criterios organizacionales propios (March, 1978), y por 煤ltimo, buscan sus propios problemas (Cohen;Olsen, 1972). Todos estos an谩lisis marcan la discontinuidad entre el entorno y el sistema.…”
Section: Una Aproximaci贸n Desde La Teor铆a De Los Sistemas Socialesunclassified
“…Of course, managers differ in many ways, such as background, organization, and industry. However, as a set of people, they tend to share some common characteristics and similarities in managerial decision-making (Agor, 1986;Browne, 1993;Feldman & March, 1981;Isenberg, 1986;Katzer & Fletcher, 1996;March, 1994).…”
Section: Managers As a Set Of People With Consequential Decision Stylesmentioning
confidence: 99%
“…Managers typically "muddle through" information toward decision-making (Katzer & Fletcher, 1996). Most higher level managers rely heavily on intuition (Agor, 1986) and oral communication (Rice & Shook, 1990) and show a tendency to base their decisions on available information without searching for more information (Feldman & March, 1981;Isenberg, 1986) or to use organizational information (and even the channels and sources used to obtain and interpret information) as a symbolic representation of the legitimacy and accountability of the decision (DiMaggio & Powell, 1983;Feldman & March, 1981;Katzer & Fletcher, 1996). Managerial information will therefore be contingent upon the organization's norms, beliefs, and values (Daft & Lengel, 1986;Dewhirst, 1970-71;Feldman & March, 1981).…”
Section: Managers As a Set Of People With Consequential Decision Stylesmentioning
confidence: 99%
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