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STRUCTURING CHANGE: FAMILIARITY AND FORMAL INTERVENTIONS IN PROBLEM-SOLVING GROUPS.
| Content Provider | Scilit |
|---|---|
| Author | Okhuysen, Gerardo Andrés |
| Copyright Year | 2001 |
| Description | This article presents evidence for an incremental change process in decision-making groups whereby change unfolds through self-generated interruptions. Group members initiate self-interruptions by switching their attention to social concerns (in familiar groups) or to discussion instructions (in groups using formal interventions). During such interruptions, members evaluate activities, propose alternative approaches, and change working strategies. Results suggest that familiarity and formal interventions provide flexible structures that lead to superior performance. A central finding reveals that using a formal intervention in familiar groups hurts performance because prees-tablished interaction patterns are altered. |
| Related Links | http://amj.aom.org/content/44/4/794.full.pdf |
| Ending Page | 808 |
| Page Count | 15 |
| Starting Page | 794 |
| ISSN | 00014273 |
| e-ISSN | 19480989 |
| DOI | 10.2307/3069416 |
| Journal | Academy of Management Journal |
| Issue Number | 4 |
| Volume Number | 44 |
| Language | English |
| Publisher | Duke University Press |
| Access Restriction | Open |
| Subject Keyword | Group Decision Making -- Social Aspects Group Problem Solving -- Research Organizational Structure Organizational Change -- Management Industrial Organization Social Conflict Industrial Sociology Teams in the Workplace Organizational Sociology Work -- Sociological Aspects Job Performance Adaptability (psychology) -- Social Aspects |
| Content Type | Text |
| Resource Type | Article |
| Subject | Business and International Management Strategy and Management Management of Technology and Innovation |
