Scapegoating in Baseball

Gamson, William A.; Scotch, Norman A.

doi:10.1086/223739

Cited by 322 publications

(214 citation statements)

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“…In turn, Gamson and Scotch (1964) challenged the conflicting views of the common sense and vicious circle perspectives, advancing the Britual scapegoating^hypothesis, arguing that coaching changes have little impact (positive or negative) on team performance. Rather, they proposed that coaching changes tend to be initiated when teams experience temporary dips in performance that are ubiquitous and inevitable because of injuries or skill/ability decay in aging players.…”

Section: Theory and Hypothesis Development Leader Transitionsmentioning

confidence: 99%

“…They further suggest that, because of the temporary nature of these performance dips, team performance is likely to improve whether the coach is changed or not. In essence, coaches whose tenure coincides with a natural performance dip tend to be the scapegoat and relieved of their duties to placate stakeholders (Gamson and Scotch 1964).…”

Section: Theory and Hypothesis Development Leader Transitionsmentioning

confidence: 99%

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Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

et al. 2017

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Section: Theory and Hypothesis Development Leader Transitionsmentioning

confidence: 99%

Section: Theory and Hypothesis Development Leader Transitionsmentioning

confidence: 99%

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

et al. 2017

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“…Executive succession also has symbolic value, as it projects an aura of change in organizational direction. When uncertainty mounts, yesterday's leaders tend to be seen as having caused today's crises, and their replacement symbolizes salvation and renewal (Gamson and Scotch 1964). The appointment of a new CEO can signal to external and internal audiences the intent to redirect, restructure, and revitalize an organization (Starbuck et al 1978, Pfeffer 1981.…”

Section: Hypothesis 2 Following a Regulatory Punctuation That Increamentioning

confidence: 99%

“…Consider each kind of event in turn. First, failure to thrive in the more competitive conditions that follow price and entry deregulation often leads to scapegoating and executive turnover (Gamson and Scotch 1964). And as time passes, regulated organizations will search for higher margins in more defensible unregulated niches, which further fuels demand for new people in the top ranks.…”

Section: Hypothesis 2 Following a Regulatory Punctuation That Increamentioning

confidence: 99%

“…Good performance solidifies incumbent executives' positions (Harrison et al 1988, Boeker 1992. Regulatory punctuations degrade performance and prompt CEO succession (Singh et al 1991), whether for technical reasons (Grusky 1963) or because of ritual scapegoating (Gamson and Scotch 1964). New executives are inclined to change their firms' domains because new talent brings with it new ideas, competencies, and political connections (Pfeffer andSalancik 1978, Boeker 1997).…”

Section: Model Specification and Estimationmentioning

confidence: 99%

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Organizational Environments in Flux: The Impact of Regulatory Punctuations on Organizational Domains, CEO Succession, and Performance

Haveman

Russo

Meyer

2001

Organization Science

183

126

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A central debate in organizational theory concerns how organizations evolve. There are two diametrically opposing viewpoints. Adaptation theories predict that change occurs as fluid organizations adjust to meet shifting environmental demands, while selection theories predict that change occurs through the differential selection and replacement of inert organizations as environmental demands vary over time. Our paper bridges these polar opposites by using a punctuated equilibrium framework to examine organizations' responses to discontinuous industrylevel change. This framework recognizes that the histories of many industries are occasionally punctuated by dramatic exogenous shocks, such as radical technological innovation, social and political turmoil, major changes in government regulation, and economic crashes. Our central thesis is that such environmental punctuations dramatically reduce pressures and rewards for organizational inertia and thereby alter both organizations' propensities for change and their survival chances following change.We focus on one form of punctuation, major regulatory change, and study firms in two industries: general hospitals and savings and loan associations. For organizations in both industries, we examine three important outcomes: shifts in organizational domain, CEO succession, and changes in financial performance. Our analyses show that punctuational regulatory change prompts shifts in organizational domains and executive leadership. Additionally, post-punctuation domain change and post-punctuation CEO succession both affect subsequent performance. We discuss our results in light of current thinking about the content and process effects of core organizational change, which has been developed in the context of stable environments. Finally, we argue for the development of more temporally sensitive theories of organizational action. (Organizational Evolution; Punctuated Equilibrium; Deregulation; Organizational Change; Organizational Inertia; Organizational Performance; CEO Succession) Change in the core attributes of organizations is difficult and fraught with peril. Organizational ecologists have proposed that when organizations change, resources are diverted from operating to reorganizing, which reduces efficiency and survival chances (Hannan andFreeman 1984, 1989;Amburgey et al. 1993; Barnett and Carroll 1995). These process effects of core change-the costs associated with redirecting resources from operations to reorganization, learning new routines, and building new relations with exchange partners-are expected to be negative. In contrast, the content effects of core change-the impact of adjusting to fit environmental demands-may be positive or negative, depending on the luck and skill of organizational decision makers and implementers. Considering process and content effects together, core organizational change is likely to impair performance and may even lead to failure.Despite the inherent riskiness of core organizational change, it is sometimes necessary and...

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Ceo Duality and Firm Performance: What's the Fuss?

1996

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Rising shareholder activism following poor corporate performance and a subsequent drop in shareholder value at many major U.S. corporations had rekindled interest in duality and corporate governance. Despite limited empirical evidence, duality (chairman of the board and CEO are the same individual) has been blamed, in many cases, for the poor performance, and failure of firms to adapt to a changing environment. In examining the relationship between duality and firm performance, this study considers the announcement effects of changes in duality status, accounting measures of operating performance for firms that have changed their duality structure, and long‐term measures of performance for firms that have had a consistent history of a duality structure. Our results suggest that: (1) the market is indifferent to changes in a firm's duality status; (2) there is little evidence of operating performance changes around changes in duality status; and (3) there is only weak evidence that duality status affects long‐term performance, after controlling for other factors that might impact that performance.

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Scapegoating in Baseball

Cited by 322 publications

References 0 publications

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

Ch-Ch-Ch-changes: How Action Phase Functional Leadership, Team Human Capital, and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

Organizational Environments in Flux: The Impact of Regulatory Punctuations on Organizational Domains, CEO Succession, and Performance

Ceo Duality and Firm Performance: What's the Fuss?

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