Toward a Model of Organizations as Interpretation Systems

Daft, Richard L.; Weick, Karl E.

doi:10.2307/258441

Cited by 1,926 publications

(2,032 citation statements)

References 14 publications

(24 reference statements)

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“…The scope of a scanning effort may include industry competitor analysis, marketing research, market-organization alignment, consumer analysis, new product development, supplier capability, and service innovations (Daft and Weick 1984;Grant 1998). Scanning frequency may be driven by a transitional economy, regulatory shifting, and demographic or cultural trends (Asheghian and Ebrahimi 1990;May et al 2000;Schneider and Meyer 1991).…”

Section: Scanning Success Factorsmentioning

confidence: 99%

“…These tasks are born out of force field analyses and are aligned with the goals imposed on a situation. Ambiguity, uncertainty, and an understanding of residual risk in a system are critical aspects of environments in transition (Daft and Weick 1984;Wilkinson 2006). Specifically, perceived environmental uncertainty (PEU) is the difference between the information needed to make a decision about a task and the information available (Galbraith 1973).…”

Section: Task Selectionmentioning

confidence: 99%

“…Given that an environmental system may be too complex and interdependent to be analyzed as a whole, it must be disaggregated and assessed in terms of its individual components for better understanding (Boyd and Fulk 1996;May et al 2000;Sawyerr 1993). In addiditon, consideration should be given to the possibility that domains, which make up ES frameworks, may change or drift during a transformation (Daft and Weick 1984;Hambrick 1982). Furthermore, where shared variables are present, cross-domain, cross-functional, and cross-hierarchical scanning is a factor (Hambrick 1981).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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Section: Scanning Success Factorsmentioning

confidence: 99%

Section: Task Selectionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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“…Response abilities create value Individuals or members of a technical team with rich and diverse knowledge and experience would have broader cognition abilities, allowing them to understand and explain more diverse types of information, and thus, be more capable of resolving difficult problems (Daft and Weick, 1984) with better response abilities. The absorbing ability of an organization is based on individual learning abilities within an organization (Cohen & Levinthal, 1990), and 3D Mathematics -Seeing is Believing Ting-Sheng Weng personal learning ability is based on past knowledge and experience.…”

Section: Amentioning

confidence: 99%

3D Mathematics - Seeing is Believing

Weng¹

2011

IJEEEE

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Abstract-In the 21st Century, an era of knowledge economy, it is necessary to have individuals with abilities in creative thinking and problem-solving. Mathematics cultivates student abilities in independent analysis and deduction. Thus, mathematics is an important required course for high school students, and is a valuable tool for application to phenomena in the natural world. It is a science for learning to handle and solve problems of change, which enhances student computational abilities, abstract thinking, logical deduction abilities, and spatial imagination, while helping students to gain training toward resolving actual problems. This study applied a program design to a calculus course, and used 3D dynamic models to allow students to describe and observe objects from various angles in order to enhance their interest and understanding of mathematics. From the integration of applications of mathematical formulas, computer programming, design, and imaging 3D mathematics, with the processes of constructing model objects in 3D visualization for mathematical formulas, it would be possible to train talent capable of industrial response, management, and value creation.

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“…Decision-making is a key element of the information and interpretation processes in a company (Daft and Weick, 1984;Mendelson and Pillai, 1999;Simon, 1979). Flexible decision architecture is constituted by the co-location of decision rights, where the most knowledgeable people are responsible for taking decisions.…”

Section: Case Study Research Findings Antecedents Of Project Learningmentioning

confidence: 99%

Antecedents of project learning and time‐to‐market during new mobile service development

Blažević

Lievens

Klein

2003

International Journal of Service Industry Management

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Mobile service innovations are crucial for the long-term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time-to-market during new mobile service development. An extensive case study research involving four innovation projects was performed in a leading Dutch telecommunications company. With respect to project learning, our research findings indicate the crucial influence of a flexible decision architecture, project team memory, a high information awareness and a good fit between information requirements and capabilities. Both innovative and coordinative communication are required throughout the service innovation process. With regard to time-to-market, our research results point to the essential impact of project complexity, top management support, information power of suppliers and technological synergy. Finally, a medium level of project learning is the ideal condition for a fast time-to-market during mobile service innovation.

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Toward a Model of Organizations as Interpretation Systems

Cited by 1,926 publications

References 14 publications

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

3D Mathematics - Seeing is Believing

Antecedents of project learning and time‐to‐market during new mobile service development

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