Measures of Perrow's Work Unit Technology: An Empirical Assessment and a New Scale

Withey, Michael J.; Daft, Richard L.; Cooper, William H.

doi:10.5465/256134

Cited by 103 publications

(158 citation statements)

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“…If they do not know how to respond, the event can be viewed as novel. The Analyzability subscale from Withey, Daft, and Cooper (1983) was used because when events are not analyzable, no rules or procedures can tell a team member how to respond. In essence, team members will have to actively search beyond the existing procedures for a response (Withey et al, 1983).…”

Section: Methodsmentioning

confidence: 99%

“…The Analyzability subscale from Withey, Daft, and Cooper (1983) was used because when events are not analyzable, no rules or procedures can tell a team member how to respond. In essence, team members will have to actively search beyond the existing procedures for a response (Withey et al, 1983). For each event, external team leaders were asked, "Considering each of the events listed on the attached form, please indicate the extent to which the event influenced the team on the following response scale."…”

Section: Methodsmentioning

confidence: 99%

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The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

353

338

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Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N ϭ 117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

353

338

View full text Add to dashboard Cite

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“…Routine tasks are invariable, repetitious, and handle lower frequencies of unexpected and novel events (Hage & Aiken, 1969;Perrow, 1967;Withey, Daft, & Cooper, 1983). Employees that execute routine tasks only deal with a few exceptions and a narrow range of problems (Perrow, 1967;Volberda, 1996).…”

Section: Hypothesis 4b Formalization Will Be Positively Related To Tmentioning

confidence: 99%

“…To measure formalization, we used a five-item formalization scale ( = .73) from Desphandé and Zaltman (1982). Routinization tapped into the extent to which tasks within units were invariable, uniform or predictable (Whitney, Daft, & Cooper, 1983). Based on Perrow's (1967) work on unit technology, routinization ( = .73) was measured by the exceptions scale of Whitney, Daft, and Cooper (1983).…”

Section: Measurement and Validation Of Constructsmentioning

confidence: 99%

Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?

Jansen¹,

Bosch²,

Volberda³

2005

AMJ

1,740

1,954

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This study explores how organizational antecedents affect potential and realized absorptive capacity. Our study identifies differential effects for both components of absorptive capacity.Results indicate that organizational mechanisms associated with coordination capabilities (i.e. ABSTRACTThis study explores how organizational antecedents affect potential and realized absorptive capacity. Our study identifies differential effects for both components of absorptive capacity.Results indicate that organizational mechanisms associated with coordination capabilities (i.e. cross-functional interfaces, participation in decision-making, and job rotation) primarily enhance a unit's potential absorptive capacity. Organizational mechanisms associated with socialization capabilities (i.e. connectedness and socialization tactics) primarily increase a unit's realized absorptive capacity. Our findings reveal why units may have difficulties in managing levels of potential and realized absorptive capacity and vary in their ability to create value from their absorptive capacity.3

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“…The measure of routinization was adapted from Withey, Daft and Cooper (1983) and includes: "My job has lots of variety" (R), "My duties are repetitious in my job," and "I have the opportunity to do a number of different things in my job" (R). Work overload was measured by five Likert items.…”

Section: Bureaucratic Conditionsmentioning

confidence: 99%

Stress at Work : A Study of Organizational-Professional Conflict and Unmet Expectations

Lait

Wallace

2003

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Un aspect important de l’étude des professions aborde la possibilité d’un conflit entre les professionnels et les organisations qui les emploient. (Sorensen et Sorensen 1974 ; Davies 1983 ; Freidson 1986 ; Wallace 1995a). Ce fait peut survenir lorsque les valeurs, les buts et les attentes du professionnel sont incompatibles avec ceux de l’organisation où il travaille, de manière plus particulière lorsque les professionnels sont à l’emploi d’organisations fortement bureaucratisées. Face à une telle incompatibilité, le professionnel ne se sent pas préparé et ce fait peut déboucher sur une expérience de travail comportant un stress (Kahn et Quinn 1970 ; Eaton 1980 ; Cherniss 1980 ; Stevens et O’Neill 1983 ; Leiter 1991).Au cours de cette étude, nous avons fait appel au modèle du conflit profession-organisation en l’appliquant à l’analyse du stress en emploi dans le cas des travailleurs impliqués dans une relation d’aide. Nous l’avons fait en posant la question suivante : comment les conditions de travail peuvent-elles influencer le stress en emploi chez les travailleurs des services sociaux ? Dans le cas de ce type de travail, on entend souvent dire que les lieux de travail reflètent un mélange de caractéristiques du professionnalisme et de l’organisation bureaucratique, plutôt que la présence de l’un ou l’autre seulement de ces éléments (Cherniss 1980 ; Hasenfeld 1983 ; Harris 1998). Par exemple, le système bureaucratique de gestion rationnelle peut accompagner le professionnel dont l’expertise lui permet un contrôle sur la nature du service fourni (Harris 1998).Nous nous attendions à ce que les travailleurs des services sociaux fassent état de quelques aspects de leur travail qui refléteraient plus les idéaux et les normes de pratique du professionnel et d’autres aspects qui montreraient plus de traits propres à la bureaucratie. Dans de telles conditions, les attentes des professionnels originant de leur sens du professionnalisme peuvent s’opposer aux réalités du travail en milieu bureaucratique, créant ainsi une expérience de travail stressante. Nous sommes alors en mesure de prédire que les travailleurs de la relation d’aide éprouveront un stress d’autant plus élevé que leurs attentes ne seront pas rencontrées (hypothèse 1). Nous faisons également l’hypothèse que les conditions de travail qui sont plus compatibles avec les idéaux de la profession rencontreront les attentes et ainsi réduiront la possibilité d’un stress au travail (hypothèse 2). Nous considérons de plus que des conditions plus bureaucratiques ne réussiront pas à satisfaire aux attentes des professionnels et contribueront alors à une augmentation du stress (hypothèse 3).Nous vérifions nos hypothèses en utilisant les techniques d’analyse linéaire OLS avec un échantillon de 514 travailleurs de la relation d’aide qui rendent des services aux personnes éprouvant des troubles de développement. Pour valider la première hypothèse, nous évaluons les effets des attentes ignorées sur le stress en emploi. Pour la deuxième hypothèse, nous ajoutons quatre dimen...

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Measures of Perrow's Work Unit Technology: An Empirical Assessment and a New Scale

Cited by 103 publications

References 30 publications

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?

Stress at Work : A Study of Organizational-Professional Conflict and Unmet Expectations

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