CEO Attitudes as Determinants of Organization Design: An Integrated Model

@article{Lewin1994CEOAA,
  title={CEO Attitudes as Determinants of Organization Design: An Integrated Model},
  author={Arie Y. Lewin and Carroll U. Stephens},
  journal={Organization Studies},
  year={1994},
  volume={15},
  pages={183 - 212}
}
This paper argues that micro-level individual properties may be expressed in choices of macro-level organizational features. In particular, we believe that social-psychological attitudes of chief executive officers and general managers are a critical contingency in organization design and strategy that has not been developed sufficiently in previous studies. When actual organization designs devi ate from contingency-theory prescriptions, individual properties of top managers may account for… 

Figures from this paper

Antecedents of Managers Moral Reasoning

This research investigates the degree to which there are differences in the moral reasoning ability of business top, middle, and first-line managers in selected industries.This study considered the

Perceived Environmental Dynamism, Relative Competitive Performance, and Top Management Team Heterogeneity: Examining Correlates of Upper Echelons’ Advice-Seeking

Advice-seeking is one of the most basic practices in making real-life decisions and has been shown to be a predominant mode of knowledge acquisition at the upper echelons level. Chief Executive

Managing organizational stretch to overcome the uncertainty of the Great Recession of 2008

Purpose – The purpose of this paper is to address issues related to organizational design and strategy fit by examining the “strategic stretch” that occurs when there exists a mismatch between an

Executive Judgment, Organizational Congruence, and Firm Performance

Contingency theory suggests that a match among business-level strategy, organizational structure, and the competitive environment is necessary for high performance. This research asks whether

REINVESTIGATING THE REASONS FOR CONTROL: AN IN-DEPTH ANALYSIS OF IT DEPARTMENTS

There is a need for a greater understanding of the reasons for control in work settings with innovative working behavior. The paper explores the reasons for control in IT departments by using

CEO values, organizational culture and firm outcomes.

Few empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational

Does CEO optimism affect strategic process

Purpose – Although management researchers have long recognized that cognitive and behavioral constructs can influence strategic process, there have been surprisingly few empirical studies exploring

Do CEOs shape the process of making strategic decisions? Evidence from Greece

Purpose – Seeks to investigate the extent to which CEOs shape the process of making strategic decisions (SDs). Despite the significant research interest in this topic, knowledge is still

HOW FIRMS SHAPE MANAGERS: THE INFLUENCE OF STRATEGY ON TOP MANAGERS’ TURNOVER

An increasing body of literature suggests that the personal characteristics of top managers influence the strategic development of the firms they head. In this paper, we wish to add a new perspective
...

References

SHOWING 1-10 OF 89 REFERENCES

Chief executive personality and corporate strategy and structure in small firms

An empirical investigation of 97 firms was conducted to determine the relationships that three aspects of the chief executive's CEO's personality have with the strategies, structures, decision making

Organizational Structure, Environment and Performance: The Role of Strategic Choice

This paper critically examines available theoretical models which have been derived from statistically established patterns of association between contextual and organizational variables. These

Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay

The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at

The Context of Organization Structures

Aspects of organizational context that have been held to be relevant to organizational structure were examined. Seven primary concepts of organizational context, viz.: origin and history, ownership

Structural Inertia and Organizational Change

Considers structural inertia in organizational populations as an outcome of an ecological-evolutionary process. Structural inertia is considered to be a consequence of selection as opposed to a

Decision-Maker Choice as a Determinant of Organizational Structure

In this paper we review conceptual-theoretical issues raised by the neglect of decision-maker choice in structure-contingency models. We suggest an expansion of the structure-contingency framework to

TOWARD A NEW CONTINGENCY APPROACH: THE SEARCH FOR ORGANIZATIONAL GESTALTS

Approaches that suffer from specification error and unwarranted generalizations are predominant among students of organizational adaptation and have resulted in fragmented and conflicting findings.

Using Simulation for Leadership and Management Research: Through the Looking Glass

A case might be made that we have not learned very much about leadership in complex organizations. One factor contributing to this lack might be the narrowness of the traditional approach to

Top Managerial Prestige and Organizational Bankruptcy

This paper extends earlier work on an alternative view of bankruptcy suggesting that bankruptcy occurs when creditors withdraw then support from a firm's top management team. It further proposes that

The Organizational Bases of Ethical Work Climates

Using a modification of a recently developed measure of ethical climates, this paper presents evidence from a survey of 872 employees of four firms that ethical cork climates are both
...