When bad news is sugarcoated: Information distortion,organizational search and the behavioral theory of the firm

Most work in strategy and organization theory assumes that performance feedback is straightforward to interpret and truthfully reported. We raise the following question: How might the systematic distortion of negative performance information affect organizational learning and future performance? We formulate a model where (1) members do not always report the truth about what they know about their performance level, especially when performance is below aspiration and (2) their propensity to distort information is subject to social influence. We find that organizations that are characterized by a high level of information distortion tend to perform more poorly but that the effect of a low rate of sugarcoating may, in some conditions, be more benign than the literatures seem to suggest. Copyright © 2013 John Wiley & Sons, Ltd.     

The underestimation of project duration: a compensating graphic technique

This note augments recent comments in this journal relating to the tendency for schedulers of R & D to consistently underestimate the time needed for project completion. One author postulated the existence of psychological time-horizons, varying by individual, as the determinant of the degree of underestimation. A little-known graphic technique, the program trend chart, appears to provide an empirical means of compensating for the individual tendency toward underestimation of project duration. The technique may also provide a basis for measurement of an individual's time-horizon, through observation of the variation between actual and predicted completion dates.     

The impact of stress management on nurse productivity and retention

Throughout the history of nursing there is a seeming legacy of personnel shortage, lack of funds, and, based on the nature of the role and related services, heightened levels of stress involved in patient care. The future of the profession, and more imminently, patient care and the health of nurses, may be significantly impacted by repeated challenges where current levels of stress and burnout are contributing to organizational problems, burnout, and attrition. Employee stress and burnout commonly lead to myriad health-related problems that result in significant organizational consequences. There are many methods of stress management, and sometimes the best and most effective begin with simple recognition, validation, and visible and committed efforts by the nurse executive. Regardless of the technique or approach, what is clear is that there is a need for nurse executives to include the development and enhancement of comprehensive stress-management programming for employees as a priority item to avoid burnout and attrition.     

CHALLENGER: FINE-TUNING THE ODDS UNTIL SOMETHING BREAKS

The Challenger disaster illustrates the effects of repeated successes, gradual acclimatization, and the differing responsibilities of engineers and managers. Past successes and acclimatization alter decision-makers’ beliefs about probabilities of future success. Fine-tuning processes result from engineers’ and managers’ pursuing partially inconsistent goals while trying to learn from their experiences. Fine-tuning reduces probabilities of success, and it continues until a serious failure occurs.     

The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration

This study uses a managerial learning framework to build and test a model of the decisionmaking process that drives decisions to strategically reorient an organization. The model examines the effects of past performance, managerial interpretations, and top management team characteristics on the likelihood of strategic reorientation in two distinct environmental contexts. The results indicate that poor past performance, environmental awareness, top management team heterogeneity, and CEO turnover increased the likelihood of reorientation. There are some differences in the ways in which these variables affect reorientation across the two environmental contexts. Poor past performance was more strongly associated with reorientation in the stable environment than in the turbulent environment. The tendency to make external attributions for poor performance outcomes decreased the likelihood of reorientation in the turbulent environment, but not in the stable environment.     

Technology transfer and the process of technological innovation: new concepts,new models1

Many so-called ‘technology transfer’ programs are based on the belief that the process is essentially one of communication rather than of innovation. As such, the designers and managers of such programs concern themselves with questions of how to transfer technology after it is already developed, rather than how to develop or adapt technology so that it is transferable. The net result, we believe, has been a very poor showing and a very low level of effectiveness. To design a successful transfer program one must develop a view of the flow of technology in an integrated innovation process, and this paper concludes with the presentation of a highly significant flow model in which the critical aspect is constant assessment of the non-technological factors during the entire course of the innovation cycle–including those related to marketing, regulations, capital and human resources.