Od hipotez konkurencyjnych do ekwifinalności - metodologiczne problemy w procesie konstrukcji i weryfikacji konfiguracji organizacyjnych

• Autorzy: Anna Kwiotkowska

Warianty tytułu

From Rival Hypotheses to Equifinality - Methodological Problems in The Process of Construction and Verification of Organizational Configurations

• Języki publikacji: PL

Abstrakty

Podejście konfiguracyjne jest odpowiednie do budowania teorii, ponieważ skupia uwagę na koncepcji ekwifinalności, zgodnie z którą nie występuje jedna, optymalna konfiguracja i dwie lub więcej konfiguracji może być równie efektywnych, nawet w tych samych okolicznościach. Celem artykułu jest zwrócenie uwagi na wiodące wyzwania metodologiczne dotyczące konstrukcji i weryfikacji konfiguracji organizacyjnych. Ponadto w artykule wskazano na obecne w literaturze przedmiotu sugestie dotyczące ważnych badań nad konfiguracjami organizacyjnymi w naukach o zarządzaniu i konieczność odmiennego spojrzenia na samą budowę i możliwości empirycznej weryfikacji konfiguracji organizacyjnych. Dla sprostania nowym wymaganiom znaczną obietnicą wydają się metody ustawione teoretycznie, takie jak jakościowa analiza porównawcza (Qualitative Comparative Analysis - QCA), którą przytoczono i w skrócie omówiono w niniejszym artykule(abstrakt oryginalny)

EN

Configurational approach is suitable for building theory because it focuses attention on the concept of eqifinality, according to which there is no single, optimal configuration and two or more configurations may be equally effective even in the same circumstances. The aim of this paper is to draw attention to the main methodological challenges facing design and verification of the organizational configurations. In addition, the paper indicates the current suggestions relating to future research on organizational configurations and the need for another view of the structure and the possibility of empirical verification of the organizational configuration. To overcome the new challenges, considerable promise seems to be manifested by the set-theoretic methods, such as Qualitative Comparative Analysis (QCA), which is presented and briefly discussed in this paper(original abstract)

Słowa kluczowe

PL

Analiza porównawcza; Nauki o zarządzaniu; Efektywność

EN

Comparative analysis; Management sciences; Effectiveness

• Czasopismo: Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu
• Rocznik: 2017
• Numer: nr 463 Nowe kierunki w zarządzaniu przedsiębiorstwem. Procesy i projekty w zarządzaniu zmianami
• Strony: 359--371

Twórcy

autor

Anna Kwiotkowska

• Politechnika Śląska

Bibliografia

• Child J., 1972, Organizational structure, environment and performance - The role of strategic choice, Sociology, vol. 6(1), s. 1-22.
• Dess G.G., Lumpkin G.T., Covin J.G., 1997, Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models, Strategic Management Journal, no. 18, s. 677-695.
• Dess G.G., Newport S., Rasheed A.M.A., 1993, Configuration research in strategic management: Key issues and suggestions, Journal of Management, no. 19, s. 775-795.
• Doty D.H., Glick W.H., Huber G.P., 1993, Fit, equifinality, and organizational effectiveness: A test of two configurational theories, Academy of Management Journal, no. 36, s. 1196-1250.
• Fiss P.C., 2007, A set-theoretic approach to organizational configurations, Academy of Management Review, vol. 32(4), s. 1180-1198.
• Fiss P.C., 2011, Building better causal theories: a fuzzy set approach to typologies in organization research, Academy of Management Journal, vol. 54, no. 2, s. 393-420.
• Fiss P.C., Cambre B., Marx A., 2013, Configurational Theory and Methods in Organizational Research, Research in the Sociology Organizations, EmeraldBooks.
• Glick W.H., Huber G.P., Miller C.C., Doty D.H., Sutcliffe K.M., 1990, Studying changes in organizational design and effectiveness: Retrospective event histories and periodic assessments, Organization Science, no. 1, s. 293-312.
• Grandori A., Furnari S., 2008, A chemistry of organizations: Combinatory analysis and design, Organization Studies, no. 19, s. 459-485.
• Gresov C., Drazin R., 1997, Equifinality: Functional equivalence in organization design, Academy of Management Review, no. 22, s. 403-428.
• Hambrick D.C., 1983, Some tests of the effectiveness and functional attributes of Miles and Snow's strategic types, Academy of Management Journal, no. 26, s. 5-26.
• Hart S.L., 1992, An integrative framework for strategy - making processes, Academy of Management Review, vol. 17(2), s. 327-351.
• Hrebiniak L.G., Joyce W.F., 1985, Organizational adaptation: Strategic choice and environmental determinism, Administrative Science Quarterly, no. 30, s. 336-349.
• Katz D., Kahn R.L., 1978, The Social Psychology of Organizations, 2nd ed., Wiley, New York.
• Ketchen D.J., Thomas J.B., Snow C.C., 1993, Organizational configurations and performance: A comparison of theoretical approaches, Academy of Management Journal, no. 36, s. 1278-1313.
• Kwiotkowska A., 2015, Konfiguracje organizacyjne akademickich przedsiębiorstw odpryskowych, Difin, Warszawa.
• Meyer A.D., Tsui A.S., Hinnings C.R., 1993, Configurational approaches to organizational analysis, Academy of Management Journal, no. 36, s. 1175-1195.
• Miles R.E., Snow C.C., 1978, Organizational strategy, structure and process, McGraw-Hill, New York.
• Miller D., 1987a, The genesis of configuration, Academy of Management Journal, no. 12, s. 686-701.
• Miller D., 1987b, The structural and environmental correlates of business strategy, Strategic Management Journal, no. 8, s. 55-76.
• Miller D., 1996, Configurations revisited, Strategic Management Journal, no. 17, s. 505-512.
• Miller D., Friesen P.H., 1978, Archetypes of strategy formulation, Management Science, vol. 24(9), s. 921-933.
• Miller D., Mintzberg H., 1983, The case for configuration, [w:] Beyond Method, ed. G. Morgan, Sage, Beverly Hills, CA, s. 57-73.
• Mintzberg H., 1973, Strategy - making in three modes, California Management Review, vol. 16(2), s. 44-53.
• Palmer T.B., Short J.C., 2008, Mission statements in U.S. colleges of business: An empirical examination of their content with linkages to configurations and performance, Academy of Management Learning & Education, no. 7, s. 454-470.
• Porter M.E., 1980, Competitive Strategy - Techniques for Analyzing Industries and Competitors, Free Press, New York.
• Ragin C.C., 1987, The Comparative Method: Moving Beyond Qualitative and Quantitative Strategies, University of California Press, Berkeley.
• Ragin C.C., 2000, Fuzzy Set Social Science, University of Chicago Press, Chicago.
• Ragin C.C., 2008, Redesigning Social Inquiry: Fuzzy Sets and Beyond, University of Chicago Press, Chicago.
• Ragin C.C., Fiss P.C., 2008, Net effects analysis versus configurational analysis: An empirical demonstration, [w:] Redesigning Social Inquiry: Fuzzy Sets and Beyond, ed. C.C. Ragin, University of Chicago Press, Chicago, s. 190-212.
• Rihoux B., Lobe B., 2009, The case for qualitative comparative analysis (QCA): adding leverage for thick cross-case comparison [w:] The SAGE Handbook of Case-Based Methods, eds. D. Byrne, C.C. Ragin, London, s. 222-242.
• Rihoux B., Ragin C.C. (eds.), 2009, Configurational Comparative Methods: Qualitative Comparative Analysis (QCA) and Related Techniques, Sage, Thousand Oaks, CA.
• Rousseau D.M., 1985, Issues of level in organizational research: Multi-level and cross-level perspective, [w:] Research in Organizational Behaviour, eds. L.L. Cummings, B.M. Staw, vol 7, JAL, Greenwich, CT, s. 1-37.
• Short J.C., Payne G.T., Ketchen D.J., 2008, Research on organizational configurations: Past accomplishments and future challenges, Journal of Management, vol. 34(6), s. 1053-1079.
• Snow C.C., Hrebiniak L.G., 1980, Strategy, distinctive competence, and organizational performance, Administrative Science Quarterly, vol. 25(2), s. 317-336.
• Siggelkow N., 2002, Evolution towards fit, Administrative Science Quarterly, no. 47, s. 25-159.
• Stadler B.M.R., Stadler P.F., Wagner G.P., Fontana W., 2001, The topology of the possible: Formal spaces underlying patterns of evolutionary change, Journal of Theoretical Biology, no. 213, s. 241-274.
• Ulrich D., McKelvey B., 1990, General organizational classification: an empirical test using the United States and Japanese electronics industries, Organization Science, no. 1, s. 99-118.
• Venkatraman N., Grant J.H., 1986, Construct measurement in organizational strategy research: A critique and proposal, Academy of Management Review, no. 11, s. 71-87.
• Weber M., 1922/1978, Economy and Society: An Outline of Interpretive Sociology, U. California Press, Berkley, CA.

Identyfikatory

DOI

10.15611/pn.2017.463.30