The Hawthorne Studies: A Radical Criticism

Carey, Alex

doi:10.2307/2091087

Cited by 214 publications

(76 citation statements)

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“…8 Furthermore, Carey, Korman, and Vroom have suggested that studies which consider the causal effect of managerial style on subordinate performParticipative Management I 383 ance can be interpreted as measuring the reverse effect, that is, the impact of performance on managerial style. 9 More recently, another experiment provides strong evidence to support this hypothesis.10 It confirms an earlier study which reported that organizational behaviors are sensitive to prior organizational effectiveness. 11 Vroom and Mann, French et al, Foa, Gibb, Patchen, and Pelz suggest that the effects of participative management on productivity may depend upon what exactly is being measured in the study, participative supervision, considerate supervision, or closeness of supervision, and upon the needs and expectations of subordinates.…”

Section: The Theorysupporting

confidence: 61%

Participative Management in Relation to Library Effectiveness

Lynch¹

1972

CRL

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Section: The Theorysupporting

confidence: 61%

Participative Management in Relation to Library Effectiveness

Lynch¹

1972

CRL

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“…Already in 1953, Argyle (30) concluded that the Hawthorne researchers provided "no quantitative evidence for the conclusion for which this experiment is famous, that the increase of output was due to a changed relationship with supervision" (p 100). Other critical accounts of the Hawthorne research have followed (1,3,10,12,14,16,(19)(20)(21)(31)(32)(33). Some of the critical authors performed secondary analyses on the original data; others interviewed original operators or supervisors.…”

Section: How Could This Story Emerge and Survive?mentioning

confidence: 99%

“…The question thus becomes how this story could emerge, and how it could survive. This issue has been touched upon by some authors (19,31,34), but a satisfactory answer has not yet been given.…”

Section: How Could This Story Emerge and Survive?mentioning

confidence: 99%

The “Hawthorne effect” is a myth, but what keeps the story going?

Kompier¹

2006

Scand J Work Environ Health

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“…El experimento de Elton Mayo, que ha contado con algunas críticas (Carey, 1967), es un referente significativo que ha incentivado el estudio de las relaciones humanas en la organización y se constituye, entonces, como uno de los antecedentes de la teoría de las relaciones humanas (Mintzberg, 1988). Este enfoque humanista identifica y da relevancia a la organización informal (Holt, 1999), además de contemplar los diferentes frentes de trabajo que una cultura innovadora y flexible demanda a la organización cuando necesita hacer cambios.…”

Section: Marco Teóricounclassified

La organización informal en los equipos innovadores: un estudio de caso comparativo

2016

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RESUMENEste artículo presenta un estudio comparativo, mixto, transversal y descriptivo, que se basa en un modelo multinivel de factores psicosociales para identificar, evaluar y comprender la dinámica de la organización informal en la innovación empresarial. La investigación se hace en el nivel de equipos, mediante la aplicación de los instrumentos del modelo. Para la comparación de los equipos, estos se clasifican como "innovadores" y "no innovadores", a partir de la práctica de actividades de innovación reconocidas por la Organización para la Cooperación y el Desarrollo Económico (OCDE). Debido a la distribución no paramétrica de las variables, se usa el estadístico U de Mann Whitney para identificar las diferencias. La muestra corresponde a 70 equipos que integran a 563 personas de 21 empresas. El estudio encuentra que sí existen diferencias en los factores de cohesión, potencia y clima de aprendizaje entre aquellos equipos que hacen actividades de innovación y los que no, también en el factor de liderazgo entre aquellos equipos que hacen actividades de investigación y desarrollo y los que realizan otro tipo de actividades de innovación. Para comprender la relación de dichos factores con la innovación, se desarrolla un multicaso comparativo, entre cuatro equipos "innovadores" de dos empresas participantes. Los resultados dejan de manifiesto la relación existente entre factores de orden cultural y los factores psicosociales potencia y clima de aprendizaje. PALABRAS CLAVEInnovación; organización informal; clima de aprendizaje; clima organizacional, cultura organizacional, modelo multi-nivel, equipos. ABSTRACTThis article presents a comparative, mixed, transversal and descriptive study based on a multilevel model of psychosocial factors to identify, evaluate and comprehend the dynamics of the informal organization in company innovation. The research is done at a team level through the application of the model instruments. Teams, for comparison purposes, are classified as "innovative" and "non-innovative" based on their practice of innovative activities as recognized by the Organization for Economic Co-operation and Development (OECD). Due to the non-parametric distribution of variables, the statistics Test U of Mann Whitney is used to identify the differences. The sample corresponds to 70 teams, formed by 563 people from 21 companies. The study finds there are differences in the factors of cohesion, potency and learning climate between the teams that do innovation activities and those which do not, as well as differences in the leadership factors between teams that do Research and Development activities and those which do other types of innovation activities. A comparative multi-case between four "innovative" teams from two companies is developed to better understand the relationship of these factors with innovation. The

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The Hawthorne Studies: A Radical Criticism

Cited by 214 publications

References 1 publication

Participative Management in Relation to Library Effectiveness

Participative Management in Relation to Library Effectiveness

The “Hawthorne effect” is a myth, but what keeps the story going?

La organización informal en los equipos innovadores: un estudio de caso comparativo

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