A primary challenge in the field of reconfigurable robotics is scaling down the size of individua... more A primary challenge in the field of reconfigurable robotics is scaling down the size of individual robotic modules. We present a novel set of permanent magnet modules that are under 1 mm in all dimensions, called Mag-µMods, for use in a reconfigurable micro-system. The modules are actuated by oscillating external magnetic fields of several mT in strength, and are capable of locomoting on a 2-D surface. Multiple modules are controlled using an electrostatic anchoring surface, which selectively prevents specific modules from being driven by the external field, while allowing others to move freely. We model the processes of both assembling and disassembling two modules by analyzing the forces the modules experience, and experimentally verify the accuracy of the models. For disassembly, we employ electrostatic anchoring and externally applied magnetic torques to successfully separate the modules.
Research in Organizational Change and Development, 2010
ABSTRACT There is considerable evidence that long periods of success in organisations can lead to... more ABSTRACT There is considerable evidence that long periods of success in organisations can lead to ossification of strategy and strategic inertia. Burgelman (2002) shows how co-evolutionary lock-in occurs through the creation of a strategy vector. He demonstrates that the internal selection environment can become configured to create sources of inertia that dampen the autonomous strategy process, driving out unrelated exploration and creating a dominance of the induced, top-down strategy process. While this study shows how lock-in occurs, it does not address how a company breaks out of co-evolutionary lock-in. This is the focus of this paper. We argue that to understand how an organisation breaks out of a strategy vector a more complete conceptualisation of the structural context, and in particular the under specified cultural mechanisms, is required. It also requires an understanding of the linkages between the structural context and the new core capabilities required for breakout. Thus we first expand on what is known about strategy vectors and review research from the strategy process tradition that explores the linkages between strategy, culture and strategic change, to build a more comprehensive picture of the structural context. Our model demonstrates the extent of interconnectedness between the ‘hard’ (e.g., control systems and organisation structure) and ‘soft’ (e.g. beliefs, symbols and stories) components, and that development of new required capabilities is dependent on a holistic shift in all these aspects of the structural context, including, therefore, change in the organisation's culture. We then illustrate the link between lock-in, capability development and culture change through the case of the famous Formula One team, Ferrari. We finish with a discussion of the implications of our findings for strategic change.
... chosen based on a review of the bank literature, eg, [7, 45], and through discussions with se... more ... chosen based on a review of the bank literature, eg, [7, 45], and through discussions with severalbank executives. ... financial performance in banking [1]. Since roa has been shown to be the best substitute for multiple performance measures [18], it was selected over roe. ...
The purpose of this article is to describe the theoretical and methodological reasons for the inc... more The purpose of this article is to describe the theoretical and methodological reasons for the inconsistent findings on the value of strategic consensus. This analysis suggests the need for (a) definitions of consensus that align the locus and content of agreement with the study context and theoretical premises; (b) measures of consensus that take account of locus as well as differences in how the content of strategy is perceived by top-, middle-, and lower-level managers; (c) research designs wherein assumptions about the locus and content of consensus govern the choice of antecedents; and (d) more consistent use of moderators.
In this article we reflect on our time as editors of JMS during the period 2003–09. First we desc... more In this article we reflect on our time as editors of JMS during the period 2003–09. First we describe the context as we saw it on assuming editorship of the Journal and the actions that we took to improve the quality of scholarship published in the journal in order to set JMS on the trajectory to become a world-leading Journal. We articulate our view of what quality means in this context and observe that we eschewed the USA–Europe divide. Rather, to be publishable, all papers had to meet the highest standards relative to their epistemological assumptions. Finally, we address two important challenges facing the Journal, and indeed management research in general, and consider what they mean for the future of JMS, notably in relation to open access publishing and to provide greater practical relevance. We conclude that the latter represents a swing of the pendulum towards the kinds of papers published in the early years of JMS but that recent developments in JMS provide new conceptual ...
ABSTRACT Strategy workshops - typically 2-3 day events involving senior managers - represent a co... more ABSTRACT Strategy workshops - typically 2-3 day events involving senior managers - represent a common and frequent, yet under-researched, organisational practice relating to strategy development and therefore provide a natural extension of mainstream strategy process research. In this paper we seek to build upon the recent call for a more micro, activity-based approach to strategic management by identifying a theoretically informed empirical agenda for research into strategy workshops. We argue here that theoretical perspectives on ritual - specifically on transition ritual (i.e., rites of passage) - and ritualisation from social anthropology and microsociology are very relevant to our agenda. In particular, insights from this literature suggest that the nature of such ritualised events may help explain the problem of transferring plans and ideas from such workshops to the everyday of management practice.
ABSTRACT Despite the increasing sophistication of the literature on strategic consensus and the c... more ABSTRACT Despite the increasing sophistication of the literature on strategic consensus and the compelling arguments linking it to organizational performance, empirical research has produced mixed findings. To address this conundrum, we examine the contingent role of strategic alignment — i.e., to what extent decision makers place importance on strategic priorities that are responsive to, or fit, the demands of the external environment faced by the organization — as a salient missing link. Our findings from a sample of 349 university faculty members in 63 academic departments suggest that the consensus-performance relationship is stronger for lower levels of strategic alignment, whereas at higher levels of alignment, consensus appears to have little effect. Our discussion traces implications of these findings for existing theory and future research.
In this paper, we propose a positive relationship between the academic quality and practical rele... more In this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified-meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments ofthe two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument-showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research.
This study examines relationships between group influence activities and the performance of strat... more This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance.
Despite the widespread use of strategy workshops in organizations, few empirical studies examine ... more Despite the widespread use of strategy workshops in organizations, few empirical studies examine this phenomenon. The limited research that exists also lacks a theoretical basis for explaining why some workshops achieve their espoused purpose while others do not. We offer a theoretical model of strategy workshop dynamics and outcomes by drawing on theories of ritual and ritualization. Our central argument is that variations in characteristics of ritualization such as the degree of removal, the use of liturgy and the role of specialists influence behavioural dynamics within workshops and thereby the extent to which their purpose is achieved. This perspective extends research on the episodic nature of strategy development and contributes to a theoretically informed view of strategy practices.
Prior academic research attests to both positive and negative effects of involvement on the proce... more Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process. k
Why do so many exploratory initiatives fail? This article suggests the reason may be managers' te... more Why do so many exploratory initiatives fail? This article suggests the reason may be managers' tendency to under-invest in four key learning activities e searching, processing, codifying and practicing. Based on a study of forty-one exploratory initiatives in three insurance firms, this article explains why each of these four activities is important and why, despite their benefits, managers tend to neglect them. In addition, the study identifies three features of the context surrounding an initiative that facilitate appropriate investments in learning. For managers, the article offers a description of the factors that may either impede or support effective learning in exploratory groups, and provides a fine-grained analysis of the links between learning activities and specific learning outcomes.
Abstract Work teams are being utilized more frequently to give organizations access to the broade... more Abstract Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision-making. In teams, we argue that constructive confrontation norms are an ...
This study investigated relationships between middle managers' formal position, their strategic i... more This study investigated relationships between middle managers' formal position, their strategic influence and organizational performance. Among the 259 middle managers represented in the study, managers with formal positions in boundaryspanning sub-units reported higher levels of strategic influence activity than others. At the organizational level of analysis, the study found that firm performance was associated with more uniform levels of downward strategic influence, and more varied levels of upward influence among middle management cohorts. The findings suggest that middle managers' strategic influence arises from their ability to mediate between internal and external selection environments. In addition, positive effects on organizational performance appear to depend on: (1) whether the overall pattern of upward influence is conducive to shifts in the network centrality of individual managers; and (2) whether the pattern of downward influence is consistent with an appropriate balance between the organization's need for control and flexibility.
This paper describes the editorial and review process currently operating at JMS and offers the E... more This paper describes the editorial and review process currently operating at JMS and offers the Editors' perspective on the journal's growth over the past three years. We first outline what we think is the essence of a JMS article. Then, we describe the review process from the editor's initial decision, to the reviewers' comments, to the editor's final editorial decisions, and including the process of accepting a paper. We suggest four main reasons for rejecting a paper: lack of contribution, failure to develop a theoretical contribution, fatal flaws in methods and deficiencies in analysis. With respect to the journal's progress, we show that JMS has significantly increased its position in the ISI rankings to 19th and its impact factor to 1.180. In addition, the journal experienced a 222 per cent increase in submissions from 2003 to 2005.
A primary challenge in the field of reconfigurable robotics is scaling down the size of individua... more A primary challenge in the field of reconfigurable robotics is scaling down the size of individual robotic modules. We present a novel set of permanent magnet modules that are under 1 mm in all dimensions, called Mag-µMods, for use in a reconfigurable micro-system. The modules are actuated by oscillating external magnetic fields of several mT in strength, and are capable of locomoting on a 2-D surface. Multiple modules are controlled using an electrostatic anchoring surface, which selectively prevents specific modules from being driven by the external field, while allowing others to move freely. We model the processes of both assembling and disassembling two modules by analyzing the forces the modules experience, and experimentally verify the accuracy of the models. For disassembly, we employ electrostatic anchoring and externally applied magnetic torques to successfully separate the modules.
Research in Organizational Change and Development, 2010
ABSTRACT There is considerable evidence that long periods of success in organisations can lead to... more ABSTRACT There is considerable evidence that long periods of success in organisations can lead to ossification of strategy and strategic inertia. Burgelman (2002) shows how co-evolutionary lock-in occurs through the creation of a strategy vector. He demonstrates that the internal selection environment can become configured to create sources of inertia that dampen the autonomous strategy process, driving out unrelated exploration and creating a dominance of the induced, top-down strategy process. While this study shows how lock-in occurs, it does not address how a company breaks out of co-evolutionary lock-in. This is the focus of this paper. We argue that to understand how an organisation breaks out of a strategy vector a more complete conceptualisation of the structural context, and in particular the under specified cultural mechanisms, is required. It also requires an understanding of the linkages between the structural context and the new core capabilities required for breakout. Thus we first expand on what is known about strategy vectors and review research from the strategy process tradition that explores the linkages between strategy, culture and strategic change, to build a more comprehensive picture of the structural context. Our model demonstrates the extent of interconnectedness between the ‘hard’ (e.g., control systems and organisation structure) and ‘soft’ (e.g. beliefs, symbols and stories) components, and that development of new required capabilities is dependent on a holistic shift in all these aspects of the structural context, including, therefore, change in the organisation's culture. We then illustrate the link between lock-in, capability development and culture change through the case of the famous Formula One team, Ferrari. We finish with a discussion of the implications of our findings for strategic change.
... chosen based on a review of the bank literature, eg, [7, 45], and through discussions with se... more ... chosen based on a review of the bank literature, eg, [7, 45], and through discussions with severalbank executives. ... financial performance in banking [1]. Since roa has been shown to be the best substitute for multiple performance measures [18], it was selected over roe. ...
The purpose of this article is to describe the theoretical and methodological reasons for the inc... more The purpose of this article is to describe the theoretical and methodological reasons for the inconsistent findings on the value of strategic consensus. This analysis suggests the need for (a) definitions of consensus that align the locus and content of agreement with the study context and theoretical premises; (b) measures of consensus that take account of locus as well as differences in how the content of strategy is perceived by top-, middle-, and lower-level managers; (c) research designs wherein assumptions about the locus and content of consensus govern the choice of antecedents; and (d) more consistent use of moderators.
In this article we reflect on our time as editors of JMS during the period 2003–09. First we desc... more In this article we reflect on our time as editors of JMS during the period 2003–09. First we describe the context as we saw it on assuming editorship of the Journal and the actions that we took to improve the quality of scholarship published in the journal in order to set JMS on the trajectory to become a world-leading Journal. We articulate our view of what quality means in this context and observe that we eschewed the USA–Europe divide. Rather, to be publishable, all papers had to meet the highest standards relative to their epistemological assumptions. Finally, we address two important challenges facing the Journal, and indeed management research in general, and consider what they mean for the future of JMS, notably in relation to open access publishing and to provide greater practical relevance. We conclude that the latter represents a swing of the pendulum towards the kinds of papers published in the early years of JMS but that recent developments in JMS provide new conceptual ...
ABSTRACT Strategy workshops - typically 2-3 day events involving senior managers - represent a co... more ABSTRACT Strategy workshops - typically 2-3 day events involving senior managers - represent a common and frequent, yet under-researched, organisational practice relating to strategy development and therefore provide a natural extension of mainstream strategy process research. In this paper we seek to build upon the recent call for a more micro, activity-based approach to strategic management by identifying a theoretically informed empirical agenda for research into strategy workshops. We argue here that theoretical perspectives on ritual - specifically on transition ritual (i.e., rites of passage) - and ritualisation from social anthropology and microsociology are very relevant to our agenda. In particular, insights from this literature suggest that the nature of such ritualised events may help explain the problem of transferring plans and ideas from such workshops to the everyday of management practice.
ABSTRACT Despite the increasing sophistication of the literature on strategic consensus and the c... more ABSTRACT Despite the increasing sophistication of the literature on strategic consensus and the compelling arguments linking it to organizational performance, empirical research has produced mixed findings. To address this conundrum, we examine the contingent role of strategic alignment — i.e., to what extent decision makers place importance on strategic priorities that are responsive to, or fit, the demands of the external environment faced by the organization — as a salient missing link. Our findings from a sample of 349 university faculty members in 63 academic departments suggest that the consensus-performance relationship is stronger for lower levels of strategic alignment, whereas at higher levels of alignment, consensus appears to have little effect. Our discussion traces implications of these findings for existing theory and future research.
In this paper, we propose a positive relationship between the academic quality and practical rele... more In this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified-meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments ofthe two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument-showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research.
This study examines relationships between group influence activities and the performance of strat... more This study examines relationships between group influence activities and the performance of strategic initiatives. Theory suggests that the strength of these relationships is contingent upon the degree of exploration inherent in an initiative's goals. An analysis of 96 initiatives in three large firms supports the moderating role of exploration for the use of formal authority and coalition building, demonstrating that these group influence activities are more important to performance in more exploratory initiatives. Although the direct relationship between rational justification and initiative performance is significant, there is no evidence of the moderating effect for this form of influence. The results show how groups associated with strategic initiatives use different forms of influence to reduce the investment and political uncertainties that limit initiative performance.
Despite the widespread use of strategy workshops in organizations, few empirical studies examine ... more Despite the widespread use of strategy workshops in organizations, few empirical studies examine this phenomenon. The limited research that exists also lacks a theoretical basis for explaining why some workshops achieve their espoused purpose while others do not. We offer a theoretical model of strategy workshop dynamics and outcomes by drawing on theories of ritual and ritualization. Our central argument is that variations in characteristics of ritualization such as the degree of removal, the use of liturgy and the role of specialists influence behavioural dynamics within workshops and thereby the extent to which their purpose is achieved. This perspective extends research on the episodic nature of strategy development and contributes to a theoretically informed view of strategy practices.
Prior academic research attests to both positive and negative effects of involvement on the proce... more Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process. k
Why do so many exploratory initiatives fail? This article suggests the reason may be managers' te... more Why do so many exploratory initiatives fail? This article suggests the reason may be managers' tendency to under-invest in four key learning activities e searching, processing, codifying and practicing. Based on a study of forty-one exploratory initiatives in three insurance firms, this article explains why each of these four activities is important and why, despite their benefits, managers tend to neglect them. In addition, the study identifies three features of the context surrounding an initiative that facilitate appropriate investments in learning. For managers, the article offers a description of the factors that may either impede or support effective learning in exploratory groups, and provides a fine-grained analysis of the links between learning activities and specific learning outcomes.
Abstract Work teams are being utilized more frequently to give organizations access to the broade... more Abstract Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision-making. In teams, we argue that constructive confrontation norms are an ...
This study investigated relationships between middle managers' formal position, their strategic i... more This study investigated relationships between middle managers' formal position, their strategic influence and organizational performance. Among the 259 middle managers represented in the study, managers with formal positions in boundaryspanning sub-units reported higher levels of strategic influence activity than others. At the organizational level of analysis, the study found that firm performance was associated with more uniform levels of downward strategic influence, and more varied levels of upward influence among middle management cohorts. The findings suggest that middle managers' strategic influence arises from their ability to mediate between internal and external selection environments. In addition, positive effects on organizational performance appear to depend on: (1) whether the overall pattern of upward influence is conducive to shifts in the network centrality of individual managers; and (2) whether the pattern of downward influence is consistent with an appropriate balance between the organization's need for control and flexibility.
This paper describes the editorial and review process currently operating at JMS and offers the E... more This paper describes the editorial and review process currently operating at JMS and offers the Editors' perspective on the journal's growth over the past three years. We first outline what we think is the essence of a JMS article. Then, we describe the review process from the editor's initial decision, to the reviewers' comments, to the editor's final editorial decisions, and including the process of accepting a paper. We suggest four main reasons for rejecting a paper: lack of contribution, failure to develop a theoretical contribution, fatal flaws in methods and deficiencies in analysis. With respect to the journal's progress, we show that JMS has significantly increased its position in the ISI rankings to 19th and its impact factor to 1.180. In addition, the journal experienced a 222 per cent increase in submissions from 2003 to 2005.
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Papers by Steven Floyd