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1 edition of Interorganizational influence and managerial attitudes found in the catalog.

Interorganizational influence and managerial attitudes

Jeffrey Pfeffer

Interorganizational influence and managerial attitudes

by Jeffrey Pfeffer

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  • 20 Currently reading

Published by College of Commerce and Business Administration, University of Illinois at Urbana-Champaign in [Urbana, Ill.] .
Written in English


Edition Notes

Bibliography: p.22-23.

StatementJeffrey Pfeffer
SeriesFaculty working papers -- no. 48, Faculty working papers -- no. 48.
ContributionsUniversity of Illinois at Urbana-Champaign. College of Commerce and Business Administration
The Physical Object
Pagination25 p. ;
Number of Pages25
ID Numbers
Open LibraryOL24623220M
OCLC/WorldCa701691446

The findings in this paper, apart from having managerial implications, have implications for research on alliances, network studies, and innovation processes. Intraorganizational Networks, Interorganizational Networks, and the Impact of Central Inventors: A Longitudinal Study of Pharmaceutical Firms | Organization ScienceCited by: The Handbook of Management Scales is a collection of previously used multi-item scales to measure constructs in empirical management research literature. The Handbook of Management Scales was first edited by A. Wieland in and has since grown. It contains a collection of measurement scales, which are the basis for empirical research.

Perception and Managerial Decision Making. Introduction; Along with other group processes, such as communication and decision-making, power and politics can considerably influence both the behavior and the attitudes of employees at various levels of the organization. In addition, they can further influence the extent to which various units. LEADERSHIP AND EMOTIONAL INTELLIGENCE: A SYNTHESIS. The leader has a direct influence on the culture of work environment. Studies have found the impact of leader on the behavior of employees.[] However, it is still a major question to what extent do leaders and managers have a positive influence on their employees and on functions of organizations.

As we look around organizations, it is easy to see the manifestations of power almost anywhere. In fact, there are a wide variety of power-based methods used to influence others. Here, we will examine three aspects of the use of power: commonly used power tactics in organizations, symbols of managerial power, and the ethical use of power. Upon its publication in , this book became one of the founding texts of organizational sociology. Bringing together diverse approaches, it presented a new focus of interest: the formal organization. Blau and Scott raised the level of analysis from attention solely on individual participants and work groups to a broader understanding of organizations as collective actors.


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Interorganizational influence and managerial attitudes by Jeffrey Pfeffer Download PDF EPUB FB2

Interorganizational Influence and Managerial Interorganizational influence and managerial attitudes book This argument implicitly focuses on the resource exchange process as being important to the understanding of organizational behavior.

It is thus quite consistent with the perspective of the organization as an open system, and with the notion that the organization seeks to survive, for. Managerial behavior in organizations probably is affected by influences from external organizations in the environment.

It is hypothesized that the extent of external influence from specific organizations is related to the degree to which the focal organization is interdependent with Cited by: Interorganizational influence and managerial attitudes / Related Titles. Series: Faculty working papers ; no.

Pfeffer, Jeffrey. University of Illinois at Urbana-Champaign. College of Commerce and Business Administration. Type. Book Material. Published material. Publication info.

organizationandthegovernment,themoreinfluencethegovernment willhave on tlie manager'sdecisions andhis - dependencewith the governmentcanderivefrom at least two situa. Managerial Attitudes and Performance Hardcover – January 1, by Edward E. Porter, Lyman W.; Lawler, III (Author) See all 2 formats and editions Hide other Price: $ Interorganizational influence and managerial attitudes / By Jeffrey.

Pfeffer and University of Illinois at Urbana-Champaign. College of Commerce and Business Administration. Topics: Apartments, Organizational behavior.

attitudes toward interagency activity, expressed a sense of influence over other elements in the county system, and felt that county residents supported their organization and Author: David L.

Rogers, Joseph J. Molnar. Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer.

The emphasis on intensive and long-term relationships can be associated with a number of interorganizational accounting practices, such as open-book accounting, target costing, interorganizational cost management, value-chain accounting, integrated information systems, total cost of ownership, nonfinancial measurement, and informal control by: Managerial Skills The Manager and his job Principles of Management Significance of Management Summary Self Assessment Questions Suggested Readings Subject: Management Concepts and Organizational Behaviour Subject Code: MC Author: Dr.

Karam Pal Lesson No: 01 Vetter: Prof. Harbhajan BansalFile Size: 1MB. Try the new Google Books. Check out the new look and enjoy easier access to your favorite features Managerial Attitudes and Performance.

Lyman W job performance factors job satisfaction law of effect level managers level of rewards low effort LOW HIGH management position managerial mance motivation need fulfillment need satisfaction. Strategic Assessment and Development of Interorganizational Influence in the Absence of Hierarchical Authority 0th Edition by Dina G.

Levy (Author), Catherine H. Augustine (Contributor), Roger W. Benjamin (Contributor), & ISBN Author: Catherine H. Augustine, Dina G. Levy, Roger W. Benjamin, Tora K.

Bikson, Glenn A. Daley, Susan M. the framework, as it is, applies in an inter-organizational context and propose adaptations for inter-organizational application. The focus of this paper is on the managerial influences but our future work extends beyond this to resource and environmental influences on inter-organizational KS not found in other frameworks Size: 79KB.

Hirsch's comparative analysis of the recording and pharmaceutical industries demonstrates the impact of the structure of an interorganizational field on the overall performance of an industry (; see also ). Although both pharmaceutical and recording companies have important similarities, for example.

Techniques of interorganizational cost management: A review essay. Cost management involves initiating and making decisions which will improve the cost effectiveness of an organization.

This paper reviews the interorganizational cost management : Mohammed Belal Uddin. In this article I use resource dependence theory to investigate these two questions. I propose that the resource relationship (who is dependent on whom) determines which of the four types of strategies identified in this article will be used: direct withholding, direct usage, indirect withholding, or indirect Cited by: While this book first appeared over 70 years ago, the recommendations still make a great deal of sense regarding power and influence in modern-day organizations.

For example, he recommends that in order to get others to like you, you should remember six things. Resource dependence is a macro-organizational theory that posits the following. Because organizations are open systems transacting with their environments, there are inter-organizational power-dependence relations that constrain organizational behaviour.

Interorganizational influence and managerial attitudes by Jeffrey Pfeffer 1 edition - first published in Along with other group processes, such as communication and decision-making, power and politics can considerably influence both the behavior and the attitudes.

M. Ebers, in International Encyclopedia of the Social & Behavioral Sciences, 1 Interorganizational Relationships and Networks. The study of interorganizational relationships and networks focuses on the antecedents, patterns, content, forms, and outcomes of longer-term ties among organizations, be they suppliers, customers, competitors, or other entities.This book makes an authoritative and practical introduction to organizational behavior.

It contains leading-edge coverage of topics and issues combined with a wealth of learning tools that help readers experience Organizational Behavior and guide them to becoming better managers. Chapter topics discuss individual differences: personality, ability, and job performance; work values, attitudes.Ch.

2 - Contemporary best-selling management books often Ch. 2 - What do you see as the primary advantage of using Ch. 2 - Why are interorganizational partnerships so Ch.

2 - Consider the factors that influence environmental.