Contingency Theory (contingency + theory)

Distribution by Scientific Domains


Selected Abstracts


Creativity, job performance and their correlates: a comparison between nonprofit and profit-driven organizations

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2005
Taewon Suh
This study explores a research model concerning creativity, job performance, and their correlates in the nonprofit organization setting. The findings of this study suggest that a set of differences in the areas of creativity, job performance, and their correlates exists between the marketers in nonprofit organizations and the marketers in profit-driven organizations. These findings reveal the need for contingency theories in this area, with emphasis centered on environmental differences. It is hoped that this study will draw the attention of many researchers toward topics concerning organizational creativity in the nonprofit organization setting. Copyright © 2005 John Wiley & Sons, Ltd. [source]


Managing Interdependence: The Effects of Outsourcing Structure on the Performance of Complex Projects,

DECISION SCIENCES, Issue 1 2008
Pamsy P. Hui
ABSTRACT The outsourcing of complex activities has become a common organizational practice. Yet very little research has focused on the implications of how these activities are divided up among outsourcing partners. Drawing on structural contingency theory, we argue that: (1) because activities within stages of complex projects are highly interdependent, outsourcing structures where owner firms do not maintain high levels of dominance over the activities that are performed will pose control and coordination challenges, leading to poor project performance; (2) the adverse effects of poorly structured outsourcing arrangements will spill over to subsequent project stages when activities are interdependent across project stages; and (3) dividing activities among large numbers of contractors or distributing work evenly among contractors exacerbates coordination and control problems further contributing to poor project performance. Our empirical analysis of 323 capital facility construction projects supports our predictions. Overall, these results provide strong evidence that some outsourcing structures are more costly than others and that because of the nature of complex projects the detrimental effects of poorly structured outsourcing are often not completely observable at the time activities are completed. We discuss the implications of our findings for capital construction and for outsourcing more generally. [source]


A Framework for Measuring the Importance of Variables with Applications to Management Research and Decision Models,

DECISION SCIENCES, Issue 3 2000
Ehsan S. Soofi
In many disciplines, including various management science fields, researchers have shown interest in assigning relative importance weights to a set of explanatory variables in multivariable statistical analysis. This paper provides a synthesis of the relative importance measures scattered in the statistics, psychometrics, and management science literature. These measures are computed by averaging the partial contributions of each variable over all orderings of the explanatory variables. We define an Analysis of Importance (ANIMP) framework that reflects two desirable properties for the relative importance measures discussed in the literature: additive separability and order independence. We also provide a formal justification and generalization of the "averaging over all orderings" procedure based on the Maximum Entropy Principle. We then examine the question of relative importance in management research within the framework of the "contingency theory of organizational design" and provide an example of the use of relative importance measures in an actual management decision situation. Contrasts are drawn between the consequences of use of statistical significance, which is an inappropriate indicator of relative importance and the results of the appropriate ANIMP measures. [source]


A contingency approach to nonprofit governance

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009
Patricia Bradshaw
A number of contingency factors may be relevant for effective nonprofit organizations and their boards. Although all boards must fulfill certain critical roles and responsibilities, strategic choices can be made about adopting different governance configurations or patterns. These choices can be meaningfully informed by understanding organizational contingencies such as age, size, structure, and strategy,and, even more important, by external contingencies and environmental dimensions such as degree of stability and complexity. This article extends or layers contingency thinking beyond its traditional focus on an alignment between the external environment and the organization's structure to focus as well on the alignment of the organization's governance configuration with its structure and environment. Structural contingency theory in general, and specifically within nonprofits, is reviewed. Two cases are presented of organizations that used an approach based on contingency theory in an action research process to examine and change their governance configurations. The steps they followed may help other nonprofits adapt their governance structures and practices and fulfill their responsibilities for board assessment and reflection. [source]


Technological Innovativeness as a Moderator of New Product Design Integration and Top Management Support

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2000
Morgan Swink
Many war stories, as well as a number of empirical research studies, point to the value of design integration and top management support in new product development (NPD) efforts, where design integration is conceptualized as the coordination of product and process design activities performed by various organizational groups. However, some emerging evidence suggests that these aspects of program management are not equally valuable in all NPD contexts. Furthermore, the benefits of these approaches may not extend to all dimensions of NPD performance. This article addresses these issues as they relate to technological innovativeness. The author reports the results of a research study designed to (1) assess the direct contributions of design integration and top management support to several dimensions of NPD performance, and (2) identify potential moderating influences of technological innovativeness on these direct effects. A survey of 136 NPD projects drawn from firms representing most of the major U.S. manufacturing industries provides data for the study. The overall goals of the study were to amplify our understanding of management's role in NPD and to further the development of contingency theory explaining new product success. The results indicate that design integration is positively associated with higher design quality in NPD, but it is not significantly linked with better financial performance. In addition, design integration appears to be an important influence on achieving NPD time goals, but only in cases of high technological innovativeness. This result suggests that increased design integration produces its greatest impacts when development processes are full of uncertainty. Top management support is positively associated with better time-based performance, design quality, and financial performance on the whole. However, a significant interaction effect suggests that high levels of top management support are ineffective in securing good financial performance in high technologically innovative environments. Other forces appear to be at work in these circumstances, making top management support less important. The article discusses the implications of these findings for management practice, a contingency-oriented view of NPD processes, and future research. [source]


Revisiting Fayol: Anticipating Contemporary Management

BRITISH JOURNAL OF MANAGEMENT, Issue 3 2005
Lee D. Parker
This study argues that in classifying Fayol as a founding father of the Classical Management School, we have to some extent misrepresented this still important management theorist. The received Fayol portrayed in contemporary texts invariably emerges as a caricature of a much more insightful, complex, visionary and rounded management thinker. This study re-examines Fayol's personal and career history, as well as the arguments presented in his original work, General and Industrial Management. It finds that he was a much more complex and multidimensional figure than his conventional stereotype today, and that his management theories embraced a wider spectrum of approaches and concepts than traditionally identified with the classical management school of thought. In marked contrast to his traditional portrayal, this study uncovers traces of ideas and concepts that anticipated aspects of the human relations movement, systems-based contingency theory, the movement towards greater employee involvement in decision-making and elements of knowledge management. [source]