Toward a Model of Organizations as Interpretation Systems

Daft, Richard L.; Weick, Karl E.

doi:10.5465/amr.1984.4277657

Cited by 3,124 publications

(912 citation statements)

References 24 publications

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“…This suggests that theories of strategic entrepreneurial management need to ensure that the role of network management is embedded within future conceptual frameworks. To an extent, this has occurred through the emergence of notions of intellectual capital and knowledge management, which have placed a central onus on strategies to effectively exploit knowledge, although often focusing on knowledge internal to the firm (Daft and Weick 1984;Stewart 1997;Bontis et al 1999;Marr et al 2004). Also, these concepts have usually been established to explain and understand network and knowledge management in large firm environments, with less scholarly research focused on these issues in entrepreneurial settings (Huggins and Weir 2007).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Entrepreneurship, innovation and regional growth: a network theory

2015

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Despite the growing acknowledgement that entrepreneurship is an important driver of regional innovation and growth, the role of the networks in these processes has been less formally examined. In order to address this gap, this paper proposes that the relationship between entrepreneurship, innovation and regional growth is governed by a series of network dynamics. Drawing upon aspects of endogenous growth theory and the knowledge spillover theory of entrepreneurship, it is proposed that the nature of the networks formed by entrepreneurial firms is a key determinant of regional growth differentials. In particular, network capital, in the form of investments in strategic relations to gain access to knowledge, is considered to mediate the relationship between entrepreneurship and innovation-based regional growth. It is suggested that network dynamics should be further incorporated into theories concerning the link between knowledge spillovers, entrepreneurship and regional growth. The paper concludes with a series of theoretical, entrepreneurial and policy implications emerging from the study.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Entrepreneurship, innovation and regional growth: a network theory

2015

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“…These investigations are accomplished when we get informed of uncertainty effects on organization and more importantly on managers. According to Daft and Weick (1984), organization is an interpretational system that uses three steps of: monitoring or collecting data, interpretation or giving meaning to data, learning or acting based on their perception of the environment. Managers who are in the early stages of the environment monitoring, need to earn a lot of data about environmental events and trends so that they can make the environment more predictable.…”

Section: How Uncertainty Affects Organization and Management?mentioning

confidence: 99%

Managing Environmental Uncertainty: From Conceptual Review to Strategic Management Point of View

Samsami¹,

Hosseini²,

Kordnaeij³

et al. 2015

IJBM

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Uncertainty surrounds all aspects of organizations' lives. We rarely find studies in the field of organization and management not mentioned the phenomenon of environmental uncertainty. Despite the ubiquity of studies around the topic, there are many incompatibilities and inconsistencies in the definition and application of the concept. In this paper we try to classify the main issues and controversies around the topic and review some of the outstanding studies in this regard. As the ultimate goal of studying uncertainty in organization is to face it in the choice of appropriate strategies, we also have a brief review on the impacts of environmental uncertainty on organizational strategic decisions and managers' actions. Finally, we refer to some of the frameworks and approaches that are mainly presented in the field of strategic management for dealing with uncertainty, and resolving the strategy paradox between uncertainty and commitment to strategies.

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“…Individual biases are a product of each decision maker"s cognitive structure. Cognitive structures are necessary to prevent decision makers from becoming paralyzed by the need to analyze extensive data (Weick, 1979;Hogarth, 1980;Daft and Weick, 1984). Further, Janis (1989) asserts decision makers often take shortcuts.…”

Section: Decision Heuristicsmentioning

confidence: 99%

Portfolio Heuristics, Linearity, and Qualitative Analysis

Tarrazo¹

2016

AEF

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Linearity can be used to introduce qualitative analysis in portfolio optimization using very specific heuristics which in some cases carries enough information to anticipate the entire (qualitative) rank of solutions. This result is shown in the first part of our study. In the second part we show that correct analysis of optimal portfolios, and in particular those minimizing portfolio variance, requires complementary quantitative analysis with qualitative analysis as not all efficient portfolios have the same return-to-risk quality, and those minimizing variance may not minimize risk. In this section, we also introduce some notes of caution on the application of heuristics when applied to portfolios calculated in non-standard ways. The third and last section extends the literature by critically reviewing different ways in which qualitative heuristics can complement portfolio selection methods while also reviewing existing, full-fledged qualitative portfolio optimization methodologies.

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Toward a Model of Organizations as Interpretation Systems

Cited by 3,124 publications

References 24 publications

Entrepreneurship, innovation and regional growth: a network theory

Entrepreneurship, innovation and regional growth: a network theory

Managing Environmental Uncertainty: From Conceptual Review to Strategic Management Point of View

Portfolio Heuristics, Linearity, and Qualitative Analysis

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