The previous research on the relationship between demographic similarity and organizational outcomes has been based on the similarity-attraction arguments. In this dissertation, I argue that demographic similarity (or presence of people with similar attributes in a group) is associated not only with social integration but also with competition. The discussion leads to a new model for the effect of demographic similarity on turnover. More specifically, the model posits that structural characteristics such as the absence of a strong Internal Labor Market (ILM), and individual characteristics such as age and tenure moderate the relationship between demographic similarity and turnover. Using a sample of fifty-one top management groups, I attempted to validate the proposed model in the empirical analysis. I found that, among other things, in groups without a strong ILM, or when the individuals are young or brief in tenure, age similarity was positively associated with likelihood of turnover, confirming the presence of competition effects. Tenure similarity, and main effects of tenure, however, were not found to affect the turnover process in any significant way. Implications for future research are discussed.

This study describes a conceptual framework that portrays information system project failures as organizational crises. The main assumption of this study is that such failures will invariably happen and thus there is a need to make them less costly and more beneficial to organizations. To identify the behaviors and factors that influence an organization's ability to effectively manage a project failure, this dissertation reviews the crisis management literature. Based on this review, a three-stage model is formulated. To understand the mechanisms underlying this model, a number of hypotheses (which are informed by a number of related organizational behavior areas) are generated. These hypotheses focus on three key crisis management factors: the organization's ability to promptly detect an impeding failure, its capacity to manage the failure's impacts, and its propensity to learn from it. To empirically assess the validity of the conceptual model, three case studies of Canadian public organizations were conducted. The empirical findings provide strong support to the model's conjectures and indicate that project failures generate several crisis-related behaviors and responses. More specifically, the findings suggest that an organization's proactive preparation for a failure can have a significant moderating effect on its impact. However, the findings clearly show that an organization's ability to promptly detect (and prepare for) a failure is impeded by behaviors that are motivated by escalation of commitment. Such behaviors lead to a prolonged pre-crisis denial period and have a suppressing effect on whistle-blowing, which is pursued as a denial-curtailing strategy by non-management participants. The empirical findings describe both operational and legitimacy tactics used by organizations to cope with the aftermath of a project failure and indicate that credibility restoration is a significant concern during large crises. Finally, the empirical evidence indicates that organizational learning and adaptation are more likely to follow major project failures than less significant ones. This contradicts threat-rigidity arguments and provides support to the failure-induced learning theory.

M. Com. (Business Management) / Please refer to full text to view abstract

This study describes a conceptual framework that portrays information system project failures as organizational crises. The main assumption of this study is that such failures will invariably happen and thus there is a need to make them less costly and more beneficial to organizations. To identify the behaviors and factors that influence an organization's ability to effectively manage a project failure, this dissertation reviews the crisis management literature. Based on this review, a three-stage model is formulated. To understand the mechanisms underlying this model, a number of hypotheses (which are informed by a number of related organizational behavior areas) are generated. These hypotheses focus on three key crisis management factors: the organization's ability to promptly detect an impeding failure, its capacity to manage the failure's impacts, and its propensity to learn from it. To empirically assess the validity of the conceptual model, three case studies of Canadian public organizations were conducted. The empirical findings provide strong support to the model's conjectures and indicate that project failures generate several crisis-related behaviors and responses. More specifically, the findings suggest that an organization's proactive preparation for a failure can have a significant moderating effect on its impact. However, the findings clearly show that an organization's ability to promptly detect (and prepare for) a failure is impeded by behaviors that are motivated by escalation of commitment. Such behaviors lead to a prolonged pre-crisis denial period and have a suppressing effect on whistle-blowing, which is pursued as a denial-curtailing strategy by non-management participants. The empirical findings describe both operational and legitimacy tactics used by organizations to cope with the aftermath of a project failure and indicate that credibility restoration is a significant concern during large crises. Finally, the empirical evidence indicates that organizational learning and adaptation are more likely to follow major project failures than less significant ones. This contradicts threat-rigidity arguments and provides support to the failure-induced learning theory. / Business, Sauder School of / Graduate

by Onda, Shigejiro. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf [52]). / Chapter I --- Introduction --- p.1 / Chapter II --- Methodology --- p.3 / Chapter III --- Background of the Target Company --- p.4 / Chapter IV --- Description of the Operations --- p.5 / Workers --- p.6 / Each Section at the Cebu Factory --- p.5 / Chapter V --- Manufacturing Processes --- p.9 / Vanguard --- p.9 / Mensou and Henkei --- p.11 / Engraving --- p.13 / Chapter VI --- Problems Identified --- p.16 / Delays --- p.16 / Material Management --- p.20 / Quality Control --- p.21 / Chapter VII --- Recommendations --- p.24 / Scheduling and Control --- p.24 / Material Control --- p.27 / Organizing Materials --- p.33 / Partnerships with Suppliers --- p.34 / Partnerships with Subcontractors --- p.38 / Minimizing Setup Time --- p.40 / Quality Control --- p.42 / Chapter VIII --- Conclusions --- p.45 / Appendix / References

Thesis. 1978. M.S.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Bibliography: leaf 101. / M.S.

No description available.

published_or_final_version / Geography and Geology / Master / Master of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

by Huang Zilong, Mok Gar Lon Francis, Yip Kin Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 66-67). / Introduction / Forward --- p.1 / Methodology --- p.3 / What is Process Management --- p.4 / Definition of process --- p.4 / An overview of process management --- p.5 / Goals of process management --- p.6 / Benefits of process management --- p.6 / Process Assessment --- p.7 / Process Analysis --- p.12 / Process Improvement --- p.16 / Process Assessment Tools/Techniques --- p.18 / Process Analysis Tools/Techniques --- p.19 / Different Performance / Process Improvement Tools --- p.20 / TQM --- p.20 / IS09000 --- p.20 / Business Process Reengineering --- p.20 / Process Management --- p.21 / Comparison --- p.22 / Company Experience with Process Management --- p.23 / IBM experience --- p.23 / Background --- p.23 / Methodology --- p.24 / Current development --- p.26 / MTRC experience --- p.28 / Background --- p.28 / Methodology --- p.29 / Current development --- p.31 / Application of Process Management at CRC --- p.32 / Background --- p.32 / History of merging --- p.32 / Restructure --- p.33 / Difficulties encountered --- p.34 / Current Situation analysis --- p.36 / Structure --- p.36 / Practices --- p.38 / Human issues --- p.41 / Attitude --- p.41 / Motivation --- p.43 / Knowledge and Skills --- p.43 / Selecting the key process --- p.43 / Customer Service --- p.44 / Purchasing Management --- p.44 / Process Assessment --- p.44 / Process Analysis --- p.49 / Process Improvement --- p.58 / Key learning / Conclusion / Further discussion --- p.61 / Management Issues --- p.62 / Human Issues --- p.63 / "Integrating TQM, Process Management and BPR" --- p.64 / References --- p.66 / Appendices / Appendix I An example of Process Map / Appendix II Retail Information & Management Systems