The differential social control embedded in core and periphery values indigenous to a cultural setting, and the availability of resources in that setting, are discussed as critical factors for the effective adaptation of organizations and management practices transferred across cultural boundaries. The relationships between these factors and organizational structure, processes, and behavior, are analyzed and specified in a theoretical framework. The framework postulates the importance of congruent or, at least, accommodative relationships between the core values dominating the local setting, and those underlying transferred practices for the effectiveness of "imported" organizational practices. Four main contingencies of local-imported values' incongruence are described, and their implications for "entry" and "coping" strategies of cross-national organizations are discussed. The framework also offers a scheme for generating hypotheses regarding the effects of values on structures and behavior in cross-national organizations. The theoretical and managerial implications of the scheme are discussed and illustrated.contingency theory, culture, resource, availability, organization structure
A model dealing with the effects of the professional and organizational commitments of Certified Public Accountants, or of other work-related attitudes and intent to leave, is examined in three different employment settings in California: self-employed CPAs, CPAs employed in professional organizations and CPAs employed in non-professional organizations. These commitments and work-related attitudes were found to have different effects on intentions to leave in the different work settings. These findings suggest that the generality of prevalent withdrawal models ought to be reconsidered and that theoretical adjustments ought to be made for differences in settings.
Research addressing how values held by individuals in organizations in¯uence strategy choice and implementation is as yet fragmented. Dierent strands of this research have yielded contradictory prescriptions for strategy. This paper examines how values aect strategy, by focusing on the social control they exert. Social control manifests itself through the behaviours permitted and proscribed by given values.We call a value a core value when the social control it exerts supersedes that of most other values in a value system. When the social control a value exerts is itself superseded by that exerted by most other values in a system, we call the value a peripheral value in that system.Strategies could be depicted as containing implicit values, in that they too entail prescriptions for behaviour. Thus, core values implicit to strategies enable behaviour essential for the success of strategies. Values seemingly peripheral to strategies enable behaviour peripheral or even tangential to their success. This paper discusses several contingencies ± clashes between core values of decision makers and values implicitly at the core of strategies, core and peripheral values, as well as clashes between peripheral values ± in the context of both corporate and competitive strategies. Finally, some factors that might mitigate these clashes, are also discussed.
Different and sometimes contradictory assumptions can be found in the literature about the relationships between the commitments of professionals to their profession and to the employing organization, and the consequences of these relationships for other work attitudes. Two of the basic alternative theoretical formulations are examined and their viability tested on a sample of 1206 accountants. One formulation assumes inconsistency between commitments leading to a commitment dilemma, the other assumes congruity between them. The findings point at the latter formulation as the more viable one, and suggests minor modifications in it to improve its fit with the data. The results demonstrate the need to compare competing models in order to increase theoretical clarity and consistency.
This special issue is dedicated to the theme of change within and around the Professional and Human Service Organizations. The introduction points out the ongoing changes in the societal, economic and business environments within which the professions and professional firms are embedded. We suggest that the reality of such environmental changes brings to the fore questions that are important for the research agenda on the professions. Several such issues are raised, like the impact of advanced information technologies, processes of globalization, pressures for business mergers, privatization and more. The concem here was to explore some of the issues involved with the theme of change in professional and human services. The perspectives taken, and the different conclusions presented, initiate an interesting and important debate on macro-level and firm-level changes in the professions and the 'expert power' underlying them.
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