Organizational contexts and the interpretation of strategic issues: a note on CEOs' interpretations of foreign investment

Article Abstract:

This paper explores the relationship between organizational context and the interpretation of strategic issues by examining the hypothesis that CEOs' interpretations of foreign investment in the USA are influenced by the organizational context in which they are embedded. Three aspects of organizational context - the global business experience of the firm; the firm's level of organizational inertia (as represented by firm age and size); and the resources available for responding - are examined as predictors of CEOs' perceptions of foreign investment as a threat or an opportunity. Analysis of data from 320 organizations, controlled by industry, shows that global business experience, firm size, and perceived capability are significant predictors of the perception of threat and opportunity. The discussion addresses the implications of these findings for future research on issue interpretation and organizational context. (Reprinted by permission of the publisher.)

Foreign investments, Executives

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The processing of crisis and non-crisis strategic issues

Article Abstract:

This paper asserts that organizations process different types of strategic issues in systematically different ways, proposing that organizational decision-makers expend greater resources, centralize authority and generate a greater volume of causal explanations during the processing of crisis versus non-crisis strategic issues. Data from comparative tracings of several crisis and non-crisis issues in a single organization lend preliminary support to the propositions. By conceptualizing the process of issue resolution both from an instrumental and symbolic perspective, this type of response to crisis issues can be interpreted. The theoretical and practical implications of the findings are discussed. (Reprinted by permission of the publisher.)

Analysis, Management, Usage, Business planning, Crisis management, Problem solving

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From chimneys to cross-functional teams: developing and validating a diagnostic model

Article Abstract:

This article develops a framework for studying cross-functional teams in organizations that focuses on three domains: organizational context, internal process, and outcome measures. The framework was developed from qualitative data from over 200 individual and group interviews, written descriptions, and team observations. We then operationally defined this model through a set of questionnaire items and validated it through quantitative analysis of data from 565 members of cross-functional teams. The resulting framework provides a base for the future study of cross-functional teams. (Reprinted by permission of the publisher.)

Models, Human resource management, Work groups, Teamwork (Workplace)

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