dinamica social libro

Notas 547
11. J. Bates, “Making Movies and Moving On”, Los Angeles Times, 19
de enero de 1998, p. Al.
12. “GE: Just Your Average Everyday $60 Billion Family Grocery
Store”, Industry Week, 2 de mayo de 1994, pp. 13-18.
13. H. C. Lucas Jr., The T-Form Organization : Using Technology to
Design Organizations for the 21dt Century (San Francisco: Jossey-
Bass, 1996).
14. Esta sección se basa en D. D. Davis, “Form, Function and
Strategy in Boundaryless Organizations”, en A. Howard (ed.),
The Changing Nature of Work (San Francisco: Jossey-Bass, 1995),
pp. 112-138; P. Roberts, “We Are One Company, No Matter
Where We Are. Time and Space Are Irrelevant”, Fast Company,
abril-mayo de 1998, pp. 122-128; R. L. Cross, A. Yan, y M. R.
Louis, “Boundary Activities en ‘Boundaryless’ Organizations: A
Case Study of a Transformation to a Team-Based Structure”,
Human Relations, junio de 2000, pp. 841-868; y R. Ashkenas, D.
Ulrich, T. Jick, y S. Kerr, The Boundaryless Organization: Breaking
the Chains of Organizational Structure, revisado y actualizado (San
Francisco: Jossey-Bass, 2002).
15. T. Burns y G. M. Stalker, The Management of Innovation (Londres:
Tavistock, 1961); y J. A. Courtright, G. T. Fairhurst, y L. E.
Rogers, “Interaction Patterns in Organic and Mechanistic
Systems”, Academy of Management Journal, diciembre de 1989, pp.
773-802.
16. Este análisis se conoce como enfoque de la contingencia al
diseño organizacional. Ver, por ejemplo, J. M. Pennings,
“Structural Contingency Theory: A Reappraisal”, en B. M. Staw y
L. L. Cummings (eds.), Research in Organizational Behavior, vol. 14
(Greenwich, CT: JAI Press, 1992), pp. 267-309; J. R. Hollenbeck,
H. Moon, A. P. J. Ellis, B. J. West, D. R. Ilgen, L. Sheppard, C. O.
L. H. Porter, y J. A. Wagner III, “Structural Contingency Theory
and Individual Differences: Examination of External and
Internal Person-Team Fit”, Journal of Applied Psychology, junio de
2002, pp. 599-606; y H. Moon, J. R. Hollenbeck, S. E. Humphrey,
D. R. Ilgen, B. West, A. P. J. Ellis, y C. O. L. H. Porter, “Asym metric
Adaptability: Dynamic Team Structures as One-Way Streets”,
Academy of Management Journal, octubre de 2004, pp. 681-695.
17. La tesis entre la estrategia y la estructura fue propuesta por
primera vez por A. D. Chandler , Jr., Strategy and Structure:
Chapters in the History of the Industrial Enterprise (Cambridge, MA:
MIT Press, 1962). Para un análisis actualizado, ver T. L.
Amburgey y T. Dacin, “As the Left Foot Follows the Right? The
Dynamics of Strategic and Structural Change”, Academy of
Management Journal, diciembre de 1994, pp. 1427-1452.
18. Ver R. E. Miles y C. C. Snow, Organizational Strategy, Structure, and
Process (Nueva York: McGraw Hill, 1978); D. Miller, “The Structural
and Environmental Correlates of Business Strategy”, Strategic
Management Journal, enero-febrero de 1987, pp. 55-76; D. C.
Galunic y K. M. Eisenhardt, “Renewing the Strategy-Structure-
Performance Paradigm”, en B. M. Staw y L. L. Cummings (eds.).
Research in Organizational Behavior, vol. 16 (Greenwich, CT: JAI
Press, 1994), pp. 215-255; e I. C. Harris y T. W Ruefli, “The
Strategy/Structure Debate: An Examination of the Performance
Implications”, Journal of Management Studies, junio de 2000, pp.
587-603.
19. Ver, por ejemplo, P. M. Blau y R. A. Schoenherr, The Structure of
Organizations (Nueva York: Basic Books, 1971); D. S. Pugh, “The
Aston Program of Research: Retrospect and Prospect”, en A. H.
Van de Ven y W. F. Joyce (eds.), Perspectives on Organization Design
and Behavior (Nueva York: Wiley, 1981), pp. 135-166; R. Z. Gooding
y J. A. Wagner III, “A Meta-Analytic Review if the Relationship
Between Size and Performance: The Productivity and Efficiency
of Organizations and Their Subunits”, Administrative Science
Quarterly, diciembre de 1985, pp. 462-481; y A. C. Bluedorn,
“Pilgrim’s Progress: Trends and Convergence in Research on
Organizational Size and Environments”, Journal of Management,
verano de 1993, pp. 163-192.
20. Ver J. Woodward, Industrial Organization: Theory and Practice
(Londres: Oxford University Press, 1965); C. Perrow, “A
Framework for the Comparative Analysis of Organizations”,
American Sociological Review, abril de 1967, pp. 194-208; J. D.
Thompson, Organizations in Action (Nueva York: McGraw-Hill,
1967); J. Hage y M. Aiken, “Routine Technology, Social
Structure, and Organizational Goals”, Administrative Science
Quarterly, septiembre de 1969, pp. 366-377; C.C. Miller, W. H.
Gick, Y. Wang, y G. P. Huber, “Understanding Technology-
Structure Relationships: Theory Development and Metaanalytic
Theory Testing”, Academy of Management Journal, junio
de 1991, pp. 370-399; y K. H. Roberts y M. Grabowski,
“Organizations, Technology, and Structuring”, en S. R. Clegg, C.
Hardy, y W. R. Nord (eds.), Managing Organizations: Current
Issues (Thousand Oaks, CA: Sage, 1999), pp. 159-171.
21. Ver F. E. Emery y E. Trist, “The Causal Texture of Organizational
Environments”, Human Relations, febrero de 1965, pp. 21-32; P.
Lawrence y J. W. Lorsch, Organization and Environment: Managing
Differentiation and Integration (Boston: Harvard Business School,
Division of Research, 1967); M Yasai-Ardekani, “Structural
Adaptations to Environments”, Academy of Management Review,
enero de 1986, pp. 9-21; Bluedorn, “Pilgrim’s Progress”; y M.
Arndt, y B. Bigelow, “Presenting Structural Innovation in an
Institutional Environment: Hospitals’ Use of Impression
Management”, Administrative Science Quarterly, septiembre de
2000, pp. 494-522.
22. G. G. Dess y D. W. Beard, “Dimensions of Organizational Task
Environments”, Administrative Science Quarterly, marzo de 1984, pp.
52-73; E. A. Gerloff, N. K. Muir, y W. D. Bodensteiner, “Three
Components of Perceived Environmental Uncertainty: An
Exploratory Analysis of the Effects of Aggregation”, Journal of
Management, diciembre de 1991, pp. 749-768; y O. Shenkar, N.
Aranya, y T. Almor, “Construct Dimensions in the Contingency
Model: An Analysis Comparing Metric and Non-metric Multi -
variate Instruments”, Human Relations, mayo de 1995, pp. 559-580.
23. J. B. Quinn, P. Anderson, y S. Finkelstein, “Leveraging intellect”,
Academy of Management Executive, noviembre de 2005, pp. 78-94.
24. Ver, por ejemplo, L. W. Porter y E. E. Lawler III, “Properties of
Organization Structure in Relation to Job Attitudes and Job
Behavior”, Psychological Bulletin, julio de 1965, pp. 23-51; L. R.
James y A. P. Jones, “Organization Structure: A Review of
Structural Dimensions and Their Conceptual Relationships with
Individual Attitudes and Behavior”, Organizational Behavior and
Human Performance, junio de 1976, pp. 74-113; D. R. Dalton, W.
D. Todor, M. J. Spendolini, G. J. Fielding, y L. W. Porter,
“Organization Structure and Performance: A Critical Review”,
Academy of Management Review, enero de 1980, pp. 46-64; y D. B.
Turban y T. L. Keon, “Organizational Attractiveness: An
Interactionist Perspective”, Journal of Applied Psychology, abril de
1994, pp. 184-193.
25. Ver, por ejemplo, B. Schneider, H. W. Goldstein, y D. B. Smith,
“The ASA Framework: An Update”, Personnel Psychology 48, no. 4
(1995), pp. 747-773.
26. P. Dvorak, “Making U. S. Management Ideas Work Elsewhere”,
Wall Street Journal, 22 de mayo de 2006, p. B3.
27. Ver, por ejemplo, P. R. Harris y R. T. Moran, Managing Cultural
Differences, 5a ed. (Houston: Gulf Publishing, 1999).
28. In Focus: Lou Gerstner”, CNN World Business, 2 de julio de 2004,
www.cnn.com.
29. W. F. Cascio, “Strategies for Responsible Restructuring”, Academy
of Management Executive 19, no 4 (2005), pp. 39-50.