• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 1851
  • 107
  • 43
  • 43
  • 43
  • 43
  • 43
  • 41
  • 11
  • 2
  • Tagged with
  • 2631
  • 2631
  • 2631
  • 1594
  • 913
  • 846
  • 831
  • 424
  • 309
  • 308
  • 241
  • 229
  • 207
  • 202
  • 195
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
41

The effect of managerial characteristics on M-form implementation time and performance recovery time in M-form adoption

Unknown Date (has links)
This study examined the characteristics of firms' top management teams (TMTs), and the influence of these characteristics on organizational change and performance. Specifically examined was the influence of managerial age, education, experience, tenure, functional background, and TMT homogeneity on the times required for firms to implement the multidivisional (M-form) structure, and for the firms to recover to their pre-reorganization performance levels. A sample of 77 firms pursuing three separate strategy categories was chosen for the study. The results suggest that, after controlling for firm strategy and size, firms having TMTs with relatively younger managers, who possess higher levels of formal education, who have predominantly management backgrounds, long tenure, and high levels of functional heterogeneity are able to implement an M-form reorganization more rapidly than firms with TMTs lacking these characteristics. The results also suggest that, after controlling for firm strategy, size, prior performance, M-form implementation time, and changes in gross national product, firms having TMTs with younger managers, who possess higher levels of outside experience, who have predominantly management backgrounds, long tenure, and high levels of functional heterogeneity generally recover to their pre-reorganization performance levels more rapidly than firms with TMTs lacking these characteristics. In light of the results, the theoretical and practical implications of the findings are considered. / Source: Dissertation Abstracts International, Volume: 54-04, Section: A, page: 1460. / Major Professor: James J. Hoffman. / Thesis (Ph.D.)--The Florida State University, 1993.
42

Organizational form and core competencies: An analysis of organizational responses to environmental change

Unknown Date (has links)
This dissertation examines the role of organizational form in the adaptation of organizations to environmental change. Two general research questions guide the investigation: (1) Does organizational form affect organizational responses to environmental change? and (2) To what extent is response effectiveness related to the core competencies of an organization's form? On the basis of a review of relevant literature, two propositions are presented. First, it is proposed that when faced with environmental change, organizations will respond in ways characteristic of their prevailing organizational form. Second, it is proposed that organizations employing competency-consistent responses to environmental change will outperform organizations employing competency-inconsistent responses. Operational hypotheses, based on the propositions, were tested in a longitudinal study of the Florida hospital industry in the 1980s. / The results of hypotheses tests and additional exploratory analyses suggest that when organizational form is suited to the emerging environmental conditions, form moderates organizational responses and their effectiveness. In such cases, the organizations appear to be able to enact responses from their available response sets that maintain consistency with prior form and effect performance improvements. The organizations in the sample identified as possessing competencies in both efficiency and innovativeness were most aptly suited to the environment; they were able to effectively pursue competency-consistent responses to environmental change. When the environmental change demands responses that require organizations to depart from their prevailing form, most organizations are constrained by their narrowly prescribed response sets and fail to respond in a coherent manner. However, some organizations were able to respond in ways inconsistent with their prevailing form and improve their performance from doing so; those responses essentially moved them toward becoming the more flexible form of organization that was best suited to the environment. In addition, those organizations with few honed competencies prior to the environmental shift displayed adaptive capabilities, as they were able to develop necessary competencies and improve their performance. / The findings of this study provide partial support for the configurational, adaptive, and ecological theories of organizational change and highlight the need to consider multiple theoretical views in the examination of organizational adaptation to environmental change. / Source: Dissertation Abstracts International, Volume: 55-08, Section: A, page: 2465. / Major Professor: Bruce T. Lamont. / Thesis (Ph.D.)--The Florida State University, 1994.
43

An investigation of how organizations manage information technology initiatives

Unknown Date (has links)
As organizations attempt to gain advantages through the use of information technology (IT), successful management of initiatives (projects) involving the implementation and deployment of IT becomes critical. The research model suggested key factors within the IT initiative context likely to affect the management of an IT initiative, and ultimately the level of project success. Six research questions generated nine propositions regarding the nature of the impacts and relationships among the research variables: actors, initiative characteristics, agenda management, agenda characteristics, and issue characteristics. / A case study design involved observation of both longitudinal and retrospective projects at a single site to gain a greater understanding of how organizations manage projects involving IT. Six propositions were at least partially supported, suggesting differences in stakeholder group representation, project management team size, types and utilization of tracking and communication mechanisms, agenda size, turnover, and profiles between successful and less successful projects. These findings should provide managers with increased knowledge about which factors are likely to impact project performance, suggesting areas to monitor in order to affect changes to improve project performance. / Although three propositions were not supported, the data appeared to challenge the specific relationships explored in the propositions, rather than the validity of the factors themselves, raising other issues that are likely to provide directions for future research. In addition, this research questions the usefulness of traditional project success measures that focus on short-term evaluation of project performance, suggesting the need for both longer term and more integrative measures for assessing project performance. / Source: Dissertation Abstracts International, Volume: 53-10, Section: A, page: 3597. / Major Professor: Robert W. Zmud. / Thesis (Ph.D.)--The Florida State University, 1992.
44

THE IMPRESSION MANAGEMENT BEHAVIORS OF EFFECTIVE PRINCIPALS

Unknown Date (has links)
Impression management (IM) involves the behaviors people exhibit in order to create and maintain desired impressions. A considerable amount of theoretical and empirical attention has been devoted to the study of IM within the field of social psychology (Goffman, 1959; Jones, 1964; Jones & Wortman, 1973; Schlenker, 1980; Snyder, 1979; Tedeschi, 1981). With few exceptions (Allen, Madison, Porter, Renwick, & Mayes, 1979; Caldwell & O'Reilly, 1982; Kipnis, Schmidt, & Wilkinson, 1980; Wood & Mitchell, 1981), however, management researchers have devoted little attention to the IM behaviors of managers. The purpose of this dissertation is fourfold: (1) to provide a comprehensive review of IM research and relevant management literature which illustrates the importance of IM to the study of organizational behavior; (2) to present a social learning theory model of the IM process; (3) to generate research questions for investigating IM in organizational settings; and (4) to present the results of a preliminary investigation of the research questions. / A unique mixture of data collection techniques as well as quantitative and qualitative analyses were employed to investigate the research questions generated. The primary data collection process involved the coding of observational protocols collected for 34 school principals who participated in the Principal Competency Study (Martinko & Gardner, 1984a) in terms of verbal self-presentational (VSP) behaviors. In addition, the Self-Monitoring Scale (Snyder, 1974), the Social Desirability Scale (Crowne & Marlowe, 1964), and an Influence Questionnaire were administered to 36 principals. The quantitative analyses involved the application of descriptive and inferential statistical methods such as cross-tabulations, t-tests, one-way ANOVAS, and profile analysis. The qualitative analysis involved the development of case examples of IM behaviors from the rich narrative descriptions provided by the observational protocols. / The results indicate that the pincipals' IM behaviors are related to the audience characteristics of status/power and novelty/familiarity. Few differences in IM behaviors related to performance level or environmental variables were identified. Specific propositions about the IM behaviors of principals are advanced and directions for future research are proposed. / Source: Dissertation Abstracts International, Volume: 45-05, Section: A, page: 1506. / Thesis (D.B.A.)--The Florida State University, 1984.
45

OPTIMIZATION OF REST BREAKS; A PRODUCTIVITY ENHANCEMENT (INDUSTRIAL, FATIGUE, MENTAL WORK)

Unknown Date (has links)
Rate of growth of productivity in the United States has been on the decline for the past two decades. At the same time the complexion of work has changed from mostly physically demanding to more mentally taxing tasks. Fatigue is a major factor in limiting production through a decrease in efficiency in both environments. This research evaluates use of a model which proposes to reduce the influence of fatigue by setting efficient work-rest cycles for workers engaged in mental tasks. The Bechtold, Janaro, and Sumners (BJS) mathematical model assumes linear work decay and work potential recovery functions. The model furnishes rest break policies for a worker as output. Policies include the number of rest breaks to be taken, length of rest during each break, and length of work for each period during the work session. / The laboratory experiment consisted of workers mentally computing answers to four digit mathematical problems. The results showed that the BJS model significantly increased worker productivity as compared to workers taking no rest breaks or to workers using self-developed rest break policies. Workers using model developed policies tended to take more breaks of short duration than other workers. The breaks began earlier during the work session when model policies were used. The model assumption of a linear decay function was supported. However, the experimental results did not fully support the assumption of a linear recovery function. Inability to resolve the question of the proper shape of the recovery function reflect difficulties in measuring work potential recovery in a mental work environment as well as question the assumption of linearity. The utility of the BJS model does not appear to be severely diminished by the lack of support for the assumption of a linear recovery function. / Source: Dissertation Abstracts International, Volume: 45-09, Section: A, page: 2927. / Thesis (D.B.A.)--The Florida State University, 1984.
46

The effectiveness of structural responses to increasing diversity: An exploratory analysis of the Regional Bell Holding Companies since divestiture

Unknown Date (has links)
Common to all strategy/structure/performance studies is the proposition that structure follows strategy, and that performance is a consequence of the fit between strategy, structure, and environment. / This dissertation focuses on the following research question: How do firms effectively reorganize for related v. unrelated diversification? / Two operational research questions are employed: (1) Are there structural differences between related and unrelated diversifiers? (2) Are there structural differences between high and low performing diversifiers? / This dissertation examines strategy/structure/performance from the strategic management (hereinafter S.M.) perspective while incorporating measures of structure traditionally associated with organizational theory (hereinafter O.T.). These measures enhance existing strategic management research by encouraging more precise, fine-grained measures of structure. / To date, researchers have neglected to intertwine the richness of O.T. structural terminology with S.M. diversification research. Yet, diversification results in both differentiation and integration. This provides for an interesting union between O.T. and S.M. / This study focuses on three variables (Type of Diversification, Structural Changes, and Performance Changes); two relationships (Strategy/Structure and Structure/Performance); one moderating variable (Size); and one group of confounding variables (Initial Performance, Regional Demographics and Regional Economic Differences). / While an examination of the RBHCs (Regional Bell Holding Companies) has not been attempted in the S.M. literature, this fact alone would not provide sufficient justification for this dissertation. However, the variations in diversification strategies, organizational structures and RBHC performances provide for a unique and self-contained research population. / This exploratory research suggests that there are structural differences between related and unrelated diversifiers, and between high and low performing diversifiers. Specifically, the related RBHCs employed more bureaucratic and integrative structures, while the unrelated RBHCs employed more organic and differentiative structures. High RBHC performers emphasized only bureaucratic integration, while low RBHC performers emphasized uncertainty reduction, differentiation and organic integration. / Capitalizing on the commonalities and differences between S.M. and O.T., this dissertation contributes to the S.M. literature along three broad dimensions: theoretical, substantive, and managerial. / Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2457. / Thesis (Ph.D.)--The Florida State University, 1992.
47

CEO characteristics, strategy, and performance: An empirical study of declining organizations

Unknown Date (has links)
The ability to turn around from declining performance is critical for the long-term survival of an organization. The purpose of this dissertation was to empirically examine how the characteristics of the CEO impact the selection of turnaround strategies and which strategies prove most successful. / The findings of this dissertation indicate that CEO succession may not be required in order to turn around declining performance. If an organization decides to select a new CEO, it is more likely that the selection would come from within the organization. The results of this dissertation also highlight that CEOs have experience in many different functional areas and, regardless of their functional background, a combination of both operational and strategic turnaround strategies are selected in order to turnaround the organization. / Source: Dissertation Abstracts International, Volume: 53-10, Section: A, page: 3596. / Major Professor: Timothy Matherly. / Thesis (Ph.D.)--The Florida State University, 1992.
48

TOWARD A THEORY OF MANAGERIAL COMMUNICATION: THE DEVELOPMENT OF A CONCEPTUAL AND METHODOLOGICAL FRAMEWORK

Unknown Date (has links)
This dissertation develops a theoretical model and methodological strategy for guiding naturalistic research of managerial communication. Managerial communication (MC) refers to the interpersonal communication interactions between managers and their co-workers in a work environment. From a practitioner perspective, MC has been and continues to be viewed as both significant and problematic in managing workers toward the accomplishment of work goals and objectives. From a research perspective, MC has been viewed primarily as an aspect of individual managers' behavioral styles and competencies. Although several findings from this literature have generated some interesting prescriptive techniques for managerial communication behavior, little systematic knowledge exists regarding the nature, problems, and dynamics that underlie MC as it occurs between both managers and their co-workers. / In order to advance research-based knowledge of MC, the current literature is reformulated and integrated from an interpersonal communication perspective. This perspective focuses attention on (1) the interactional and relational nature of MC and (2) the significant role that MC interactions play in influencing the attainment of work goals and objectives. Finally, the methodological research strategy offers several guidelines and recommendations for future research of MC as it naturally occurs within the work context. / Source: Dissertation Abstracts International, Volume: 46-10, Section: A, page: 3089. / Thesis (Ph.D.)--The Florida State University, 1985.
49

DETERMINING FACTORS OF MICROCOMPUTER-BASED MANAGEMENT INFORMATION SYSTEM USER SATISFACTION

Unknown Date (has links)
Factors that contribute to higher levels of user satisfaction with microcomputer-based management information systems were determined. The factors were derived from previous research, and included user knowledge of computers and accounting before selecting a system, levels of effort when selecting systems, and system costs. Users who participated in the research were small business owners who purchased their systems "off-the-shelf" and used them to conduct daily business. Users did not participate in the original development of the systems, but did select, test, and implement them. / A questionnaire was developed to identify the user characteristics during the development of management information systems. A user satisfaction instrument was used to measure satisfaction with the systems. The questionnaire was administered to a sample of users from the southern region of the United States. / Four research hypotheses were developed from factors identified as contributors to user satisfaction with management information systems developed in conjunction with professional data processing personnel. These factors were amounts of user efforts in the selection, testing, and implementation of the system, user knowledge of computers and accounting before selecting and using the systems, and the costs of the system hardware and software. The importance of these factors in the acquisition and use of systems purchased by users "off-the-shelf" was examined by the research. / This research has demonstrated that the microcomputer-based management information systems are similar in nature to systems developed "in-house" by data processing professionals. Higher levels of user participation in the analysis, testing, and implementation phases resulted in higher levels of user satisfaction. It also determined that knowledgeable users are able to perform the system development functions of system analysis, testing, and implementation without professional assistance. / Source: Dissertation Abstracts International, Volume: 47-03, Section: A, page: 0973. / Thesis (Ph.D.)--The Florida State University, 1986.
50

MANAGERIAL ACTIVITY ANALYSIS VIA MINTZBERG'S ROLE THEORY: THE EFFECTS OF PERSON AND ORGANIZATION VARIABLES

Unknown Date (has links)
This research examined the contingency view of management using Mintzberg's role concept. A modified activity sampling methodology was used. Self-reported activities and interactions were mapped to one of eleven roles--Mintzberg's ten or a subordinate role. / The major research objectives were to test Adcock's modified activity sampling methodology to detect the role behavior of military managers, to verify that military managers act in all eleven roles, to determine the effect of selected organization and person variables and combined effects in how managers distribute their time in roles, and to detect differences between private and military managers regarding role behavior. / The methodology successfully detected role behavior. All eleven roles existed and the managers did not distribute their time in the roles uniformly. / Four organization variables had an effect on time in roles. Span of control affected the figurehead, leader, task leader, monitor, entrepreneur, and resource allocator roles. Hierarchical level affected the figurehead, leader, spokesman, and resource allocator roles and may have had a wider effect if it were not highly correlated with the number supervised. Number supervised affected the figurehead, monitor, and disturbance handler roles. Line/staff functional area affected the disseminator, entrepreneur, and resource allocator roles but was correlated with span of control. / The time distribution among roles was the same for both military and private sector managers. / The results for the person variables were disappointing. Need for achievement (n Ach) affected the leader, task leader, and disseminator roles. Leadership orientation affected time in the figurehead role but was highly correlated with span of control. Marginality did not affect any role; however, it was correlated with leadership orientation. The combined effect, n Ach/mid-level management, affected the entrepreneur and negotiator roles. Overall, the organization variables affected the roles to a much greater extent than the person variables. / This study verified that management is contingent upon the situation. Researchers must move forward and determine what situations require what roles and skills and which of these in particular situations lead to effective results. Practitioners can then better select managers for particular jobs. Together, systems of selection, appraisal, development, and promotion can be derived. / Source: Dissertation Abstracts International, Volume: 47-01, Section: A, page: 0241. / Thesis (Ph.D.)--The Florida State University, 1985.

Page generated in 0.2319 seconds