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Greve HR. Structuring the situation: Organizational goals trigger and direct decision-making. Front Psychol 2023; 14:1140408. [PMID: 37063584 PMCID: PMC10095153 DOI: 10.3389/fpsyg.2023.1140408] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/09/2023] [Accepted: 03/03/2023] [Indexed: 03/30/2023] Open
Abstract
Organizational goals are assigned to individuals, and thus differ from goals that individuals voluntarily adopt. The Carnegie School has a significant research stream on how organizations are affected by goals, with a focus on how disappointing performance disrupts regular organizational behavior and triggers a search for alternative actions. We have a good understanding of the organization-level process of setting aspiration levels, triggering search for alternatives, and making decisions, but the individual-level mechanisms contributing to it are less well known. An assessment of the progress of Carnegie School research so far reveals a list of research questions that should be resolved in order to understand how individual updating of aspiration levels, triggering of search, directing of search, and decision-making help explain organizational responses to goals. The role of construal, or interpretation, in guiding these processes is a central theoretical mechanism that needs further investigation.
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Greve HR. Dual Goals, Dual Agency: The Perils of Measurement and Control Comment on "Dual Agency in Hospitals: What Strategies Do Managers and Physicians Apply to Reconcile Dilemmas Between Clinical and Economic Considerations?". Int J Health Policy Manag 2022; 11:2352-2354. [PMID: 35418009 PMCID: PMC9808298 DOI: 10.34172/ijhpm.2022.6764] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/07/2021] [Accepted: 03/28/2022] [Indexed: 01/12/2023] Open
Abstract
This commentary to Waitzberg et al draws on the research stream on organizational goals in management to examine the findings they report, point out the correspondence of their findings and interpretation with existing theory, including development beyond it. Their work discusses these considerations very well. It also suggests paths to further theoretical development and proposes how their work demonstrate the potential for further research on multiple goals in hospitals. Such research will be important both for health policy and management and for management theory and practice generally.
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Greve HR. The Organizational View of Strategic Management. Strategic Management 2021. [DOI: 10.1093/oso/9780190090883.003.0003] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/12/2022] Open
Abstract
The organizational view of strategic management views strategic decisions as outcomes of organizational goals and environmental influences. Central research streams are institutional theory and network theory on environmental influences, and learning theory and resource dependence theory on organizational interaction with the environment. Currently active research topics are centered on how societal groups influence organizations, intraorganizational individuals and groups pursue their own goals, and organizations pursue their goals by choosing strategic actions that maneuver societal constraints. Research is beginning to crystallize a view of environments and organizational structures interacting closely with strategy, with organizations learning to shape their interorganizational networks and surrounding institutions to their benefit. Comparison of performance and aspiration levels on multiple goals helps organizations time and direct strategic changes. The organizational view is a prominent part of strategic management and has enough unanswered questions to spur significant future research.
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Greve HR, Nesbø J, Rudi N, Salikhov M. Are goals scored just before halftime worth more? An old soccer wisdom statistically tested. PLoS One 2020; 15:e0240438. [PMID: 33079944 PMCID: PMC7575079 DOI: 10.1371/journal.pone.0240438] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/27/2019] [Accepted: 09/27/2020] [Indexed: 12/04/2022] Open
Abstract
There is an old soccer wisdom that a goal scored just before halftime has greater value than other goals. Many dismiss this old wisdom as just another myth waiting to be busted. To test which is right we have analysed the final score difference through linear regression and outcome (win, draw, loss) through logistic regression. We use games from many leagues, control for the halftime score, comparing games in which a goal was scored after 1 minute remained of regulation time with games in which it was scored before the 44th minute. Our main finding is that the home team scoring just before halftime influence these outcomes to its advantage, compared with scoring earlier with the same halftime score. We conclude that a goal scored just before halftime has greater value than other goals provided it is scored by the home team. In other words; the wisdom may be old, but it’s still wise.
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Affiliation(s)
| | - Jo Nesbø
- Independent Researcher, Oslo, Norway
| | - Nils Rudi
- Yale School of Management, New Haven, Connecticut, United States of America
| | - Marat Salikhov
- Yale School of Management, New Haven, Connecticut, United States of America
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Gioia D, March JG, Olsen JP, Levinthal D, Argote L, Walsh JP, Meyer AD, Lant T, Mezias S, Shapira Z, Greve HR. A Special “Provocations and Provocateurs” Section Honoring Jim March. Journal of Management Inquiry 2020. [DOI: 10.1177/1056492619899032] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Affiliation(s)
- Denny Gioia
- Smeal College of Business, Pennsylvania State University, University Park, PA, USA
| | | | | | - Daniel Levinthal
- Wharton School, University of Pennsylvania, Philadelphia, PA, USA
| | - Linda Argote
- Tepper School of Business, Carnegie Mellon University, Pittsburgh, PA, USA
| | - James P. Walsh
- Ross School of Business, University of Michigan, Ann Arbor, MI, USA
| | - Alan D. Meyer
- Charles H. Lundquist College of Business, University of Oregon, Eugene, OR, USA
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Abstract
When organizational tasks require accurate decision-making, it is of interest to examine the quality of decisions in general, and specifically the conditions under which it deteriorates. Many important decisions are made by individuals at work who are hired to pursue organizational goals but also have individual goals, but the potential effects of having two goal sets has not seen enough theoretical and empirical treatment. We are particularly interested in the effects of organizational and individual goals leading to loss framing in decision-making, and in their interaction. We take predictions on loss aversion that have been explored most extensively in experimental studies and investigate them in a high-stakes field context involving organizations: football (soccer) in a European top division. We show that fouls (destructive play) are made rationally overall, and with reductions in rationality that follow the predictions of prospect theory. We show that the main mechanism behind the findings is that decision-making in a loss frame is less sensitive to cost/benefit calculations.
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Affiliation(s)
| | - Lori Qingyuan Yue
- Marshall School of Business, University of Southern California, Los Angeles, California 90089
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Abstract
Strategic change is one of the most critical decisions that organizations make. We focus on the role of groups at the upper echelon of hierarchies and propose that concentrated power either in the CEO or the top management team is prone to be exercised, leading to a high rate of strategic change. We derive hypotheses on how formal and informal power concentration in top management teams have an effect on changes in corporate diversification. The findings suggest that power concentration strongly affects decision making.
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Abstract
Organizations can learn from the innovations made or adopted by other organizations. I present a framework for interorganizational learning that allows study of how learning is affected by the characteristics of the origin and destination organizations and their relationship. I survey recent findings within this framework and develop new propositions on the population-level consequences of interorganizational learning from innovations. I identify areas of work that have received insufficient attention and make new proposals for research.
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Audia PG, Brion S, Greve HR. Self-Assessment, Self-Enhancement, and the Choice of Comparison Organizations for Evaluating Organizational Performance. Advances in Strategic Management 2015. [DOI: 10.1108/s0742-332220150000032018] [Citation(s) in RCA: 25] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Greve HR. The Building of the Behavioral Theory of the Firm Continues. Journal of Management Inquiry 2015. [DOI: 10.1177/1056492615572546] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Shipilov AV, Li SX, Greve HR. The Prince and the Pauper: Search and Brokerage in the Initiation of Status-Heterophilous Ties. Organization Science 2011. [DOI: 10.1287/orsc.1100.0594] [Citation(s) in RCA: 135] [Impact Index Per Article: 10.4] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Vissa B, Greve HR, Chen WR. Business Group Affiliation and Firm Search Behavior in India: Responsiveness and Focus of Attention. Organization Science 2010. [DOI: 10.1287/orsc.1090.0475] [Citation(s) in RCA: 155] [Impact Index Per Article: 11.1] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Bastos PV, Greve HR. INTERORGANIZATIONAL LEARNING AND THE LOCATION OF MANUFACTURING SUBSIDIARIES: IS CHAIN MIGRATION ALSO A CORPORATE BEHAVIOR? Advances in Strategic Management 2004. [DOI: 10.1016/s0742-3322(03)20005-x] [Citation(s) in RCA: 11] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/03/2022]
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Greve HR, Mitsuhashi H. Multiunit organization and multimarket strategy: the dynamics of market entry and commitment. Scandinavian Journal of Management 2004. [DOI: 10.1016/j.scaman.2004.05.006] [Citation(s) in RCA: 9] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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