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9781785362156
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The recommended readings are available in the print version, or may be available via the link to your library's holdings. - Includes bibliographical references
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Recommended readings (Machine generated): T. Burns and G.M. Stalker (1961), 'Mechanistic and Organic Systems', in The Management of Innovation, Chapter 8, London: Tavistock Press, 103-8 -- Paul R. Lawrence and Jay W. Lorsch (1967), 'High-Performing Organizations in Three Environments', in Organization and Environment: Managing Differentiation and Integration, Chapter VI, Boston: Harvard Business School Press, 133-58 -- Michael C. Jensen (2002), 'Value Maximization, Stakeholder Theory, and the Corporate Objective Function', Business Ethics Quarterly, 12 (2), 235-56 -- Lawrence B. Mohr (1973), 'The Concept of Organizational Goal', American Political Science Review, 67 (2), June, 470-81 -- Allen C. Bluedorn (1980), 'Cutting the Gordian Knot: A Critique of the Effectiveness Tradition in Organizational Research', Sociology and Social Research, 64 (4), July, 477-96 --
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Ephraim Yuchtman and Stanley E. Seashore (1967), 'A System Resource Approach to Organizational Effectiveness', American Sociological Review, 32 (6), December, 891-903 -- Frank Friedlander and Hal Pickle (1968), 'Components of Effectiveness in Small Organizations', Administrative Science Quarterly, 13 (2), September, 289-304 -- Jeffrey Pfeffer and Gerald R. Salancik ([1978] 2003), 'Organization and Social Context Defined', in The External Control of Organizations: A Resource Dependence Perspective, Chapter 2, Stanford, CA: Stanford University Press [originally published by Harper & Row], 23-38 -- Thomas A. Mahoney and William Weitzel (1969), 'Managerial Models of Organizational Effectiveness', Administrative Science Quarterly, 14 (3), September, 357-65 --
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David A. Nadler and Michael L. Tushman (1997), 'The Congruence Model', 'The Concept of Congruence' and 'Notes' from 'A Congruence Model for Organizational Problem Solving', in Michael L. Tushman (ed) and Phillip Anderson (ed) (eds), Managing Strategic Innovation and Change, Chapter 11, New York: Oxford University Press, 162-70, 171 -- D. Harold Doty, William H. Glick and George P. Huber (1993), 'Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories', Academy of Management Journal, 36 (6), December, 1196-250 -- Karlene H. Roberts (1990), 'Some Characteristics of One Type of High Reliability Organization', Organization Science, 1 (2), 160-76 -- Elton Mayo (1945), 'Hawthorne and the Western Electric Company: Some Further Comments on the Interview Experiment', in The Social Problems of an Industrial Civilization, Chapter IV, Boston: Harvard Business School Press, 68-86 --
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Raymond E. Miles (1965), 'Human Relations or Human Resources?', Harvard Business Review, July-August, 148-52, 154, 156, 158, 160 and 163 -- Rensis Likert (1967), 'The Interdependent, Interacting Character of Effective Organizations', in The Human Organization: Its Management and Value, Chapter 4, New York: McGraw-Hill, 47-77 -- Chris Argyris (1973), 'Personality and Organization Theory Revisited', Administrative Science Quarterly, 18 (2), June, 141-67 -- W. Richard Scott (1981), 'Organizational Effectiveness', in Organizations: Rational, Natural, and Open Systems, Chapter 14, Englewood Cliffs, NJ: Prentice-Hall, 317-36, references -- Terry Connolly, Edward J. Conlon and Stuart Jay Deutsch (1980), 'Organizational Effectiveness: A Multiple-Constituency Approach', Academy of Management Review, 5 (2), April, 211-17 -- Raymond F. Zammuto (1984), 'A Comparison of Multiple Constituency Models of Organizational Effectiveness', Academy of Management Review, 9 (4), October, 606-16
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Anne S. Tsui (1990), 'A Multiple-Constituency Model of Effectiveness: An Empirical Examination at the Human Resource Subunit Level', Administrative Science Quarterly, 35 (3), September, 458-83 -- Robert E. Quinn and John Rohrbaugh (1983), 'A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis', Management Science, 29 (3), March, 363-77 -- Robert E. Quinn and Kim Cameron (1983), 'Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence', Management Science, 29 (1), January, 33-51 -- Kim S. Cameron (1986), 'Effectiveness As Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness', Management Science, 32 (5), May, 539-53 -- Marshall W. Meyer and Vipin Gupta (1994), 'The Performance Paradox', in Barry M. Staw (ed) and Larry L. Cummings (ed) (eds), Research in Organizational Behavior, Volume 16, Greenwich, CT: JAI Press Inc., 309-69 --
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John P. Campbell (1977), 'On the Nature of Organizational Effectiveness', in Paul S. Goodman (ed), Johannes M. Pennings (ed) and Associates (eds), New Perspectives on Organizational Effectiveness, Chapter 2, San Francisco; London: Jossey-Bass, 13-55, references -- Richard M. Steers (1975), 'Problems in the Measurement of Organizational Effectiveness', Administrative Science Quarterly, 20 (4), December, 546-58 -- Andrew H. Van de Ven and Diane L. Ferry (1980), 'A Process for Assessing Organizations', in Measuring and Assessing Organizations, Chapter 2, New York: John Wiley & Sons Inc., 22-51, references -- Arie Y. Lewin and John W. Minton (1986), 'Determining Organizational Effectiveness: Another Look, and an Agenda for Research', Management Science, 32 (5), Organization Design, May, 514-38 --
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Paul S. Goodman, Robert S. Atkin and F. David Schoorman (1983), 'On the Demise of Organizational Effectiveness Studies', in Kim S. Cameron (ed) and David A. Whetten (ed) (eds), Organizational Effectiveness: A Comparison of Multiple Models, Chapter 7, New York: Academic Press, 163-83 -- Paul M. Hirsch and Daniel Z. Levin (1999), 'Umbrella Advocates Versus Validity Police: A Life-Cycle Model', Organization Science, 10 (2), March-April, 199-212 -- Kim S. Cameron and David A. Whetten (1996), 'Foundations of a New Effectiveness Movement' [an excerpt taken from 'Organizational Effectiveness and Quality: The Second Generation'], in John Smart (ed) (ed.), Higher Education: Handbook of Theory and Research, Volume XI, New York: Agathon, 279-306 -- James P. Walsh, Klaus Weber and Joshua D. Margolis (2003), 'Social Issues and Management: Our Lost Cause Found', Journal of Management, 29 (6), 859-81 --
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Jane E. Dutton and Mary Ann Glynn (2008), 'Positive Organizational Scholarship', in Julian Barling and Cary L. Cooper (ed) (eds), The Sage Handbook of Organizational Behavior. Volume I: Micro Approaches, Los Angeles: Sage Publications Inc., 693-712
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