Adaptive Change in Corporate Control Practices

Alexander, Jeffrey A.

doi:10.5465/256306

Cited by 20 publications

(26 citation statements)

References 37 publications

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“…For example, managers may be uncertain about the direction of future technologies, changing consumer preferences and social norms, or the operational impacts of changing regulations. Firms facing unpredictability anticipate and respond to external pressures rather than react to them (Milliken;Paine & Anderson 1987), speed-up their search for new products and processes that will help them cope with unanticipated futures (Buchko 1994), and selectively decentralize or adopt organic structures to facilitate the search for innovative ways to manage unanticipated futures (Alexander, 1991;Majumdar & Marcus, 2001;Russo & Fouts, 1997) and technologies (Shrivastava, 1995). As environmental regulations solidify and environmental practices become codifi ed into "best practices" and universal certifi cation systems, managerial discretion to pursue innovative strategies is curtailed.…”

Section: The Moderating Infl Uence Of Perceived Uncertainty In the Gementioning

confidence: 99%

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Sharma¹,

2007

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Our study of 134 North American and European ski resorts examines the influence of externally focused organizational capabilities on the generation of proactive environmental strategies under contingent effects of uncertainty in the general business environment. We find that the capabilities of strategic proactivity and continuous innovation are associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and average levels of uncertainty. The study contributes to the resource‐based view (RBV) by illuminating an important contingency under which capabilities are likely to be deployed to generate a proactive corporate strategy. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.

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Section: The Moderating Infl Uence Of Perceived Uncertainty In the Gementioning

confidence: 99%

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Sharma¹,

2007

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“…Other benefits include physical and psychological well-being (Langer, 1983) as well as interest, creativity, cognitive flexibility, better learning, and higher self-esteem (Deci & Ryan, 1987). In terms of costs, it has been suggested that autonomy can be a subtle form of control, in that individual employees become more accountable and responsible for their own performance (Alexander, 1991) and, therefore, to the extent to which individuals do not want accountability, autonomy can lead to negative outcomes. The perception that more autonomy in the job can result in more work, involving more difficult and uncomfortable decisions and greater stress (Spector, Dwyer, & Jex, 1988), can also lead to the perception of autonomy as an undesirable outcome.…”

Section: State-based Determinantsmentioning

confidence: 99%

Effects of Task Autonomy on Performance: An Extended Model Considering Motivational, Informational, and Structural Mechanisms.

Langfred¹,

Moye²

2004

Journal of Applied Psychology

308

281

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A model explaining the relationship between task autonomy and performance is proposed that incorporates 3 different causal mechanisms. The performance benefits of task autonomy may be realized by increased motivation (motivational mechanisms), by capitalization of information asymmetries (informational mechanisms), or by better alignment with task and organizational structures (structural mechanisms). Further, it is proposed that these performance benefits are moderated by a variety of variables ranging from individual traits to organizational design. This model may provide a means for accounting for the sometimes inconsistent findings in the empirical literature exploring the relationship between autonomy and performance. The model also offers guidance in the search for additional boundary conditions as well as prescriptive guidelines for the allocation of autonomy in practice.

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“…Similarly, technological changes and the development of new information technologies are associated with decentralization in functional activities (e.g. Alexander (1991) analyses panel data from 97 multihospital systems in a study of adaptive change in control practices between the Changes at Corporate Headquarters CHQ and operating divisions. Another important factor is the market environment (e.g.…”

Section: Antecedentsmentioning

confidence: 99%

“…Similarly, Cibin and Grant (1996) reveal that increased competition and instability are linked to changes at the CHQ. Alexander (1991) analyses panel data from 97 multihospital systems in a study of adaptive change in control practices between the…”

Section: Antecedentsmentioning

confidence: 99%

Changes at Corporate Headquarters: Review, Integration and Future Research

Kunisch

Menz

Ambos

2014

Int J Management Reviews

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In modern corporations, the corporate headquarters (CHQ) unit is considered central to the fortunes of the overall firm. In light of ever‐changing environments, changes at the CHQ have become a crucial concern in management research and practice, and scholars have studied a variety of changes at the CHQ. Despite the common focus on the CHQ entity and the potential for cross‐fertilization across several research tracks, a coherent picture of this dispersed body of knowledge is lacking. This paper reviews 25 years of research on changes at the CHQ. In so doing, it advances a common language and an overarching framework that integrates the existing knowledge in the intellectual domains of strategy, organizational design and international business research. On this basis, the authors suggest directions for future research to advance knowledge of: (1) the pressure for and resistance to changes at the CHQ; (2) interrelationships among changes at the CHQ; (3) change processes at the CHQ; (4) agents involved in changes at the CHQ; and (5) adaptive and disruptive effects of changes at the CHQ. Overall, the study provides a conceptual basis for combining the existing knowledge of changes at the CHQ and serves as a guide for future research.

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Adaptive Change in Corporate Control Practices

Cited by 20 publications

References 37 publications

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Effects of Task Autonomy on Performance: An Extended Model Considering Motivational, Informational, and Structural Mechanisms.

Changes at Corporate Headquarters: Review, Integration and Future Research

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