TY  - JOUR
T1  - Delaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment
JF  - Academy of Management Journal
Y1  - 2016
A1  - Carroll,Tim
A1  - Karim,Samina
A1  - Long,Chris P
KW  - Management
AB  - This paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.
VL  - 59
UR  - https://journals.aom.org/doi/abs/10.5465/amj.2012.0409
CP  - 3
U2  - a
U4  - 222727217152
ID  - 222727217152
ER  - 

TY  - CONF
T1  - How Managers' Trust and Control Activities Influence Subordinates' Perceptions
T2  - Academy of Management Proceedings
Y1  - 2012
A1  - Carroll,Tim
A1  - Long,Chris P
KW  - Management
AB  - This paper refines and extends ideas about control-trust dynamics in two ways. First, we describe a theory of managerial action that outlines how managers integrate their efforts to apply controls and demonstrate their trustworthiness. We observe that managers attempt to promote superior-subordinate cooperation by linking their applications of output controls with demonstrations of their reliability, process controls with demonstrations of their competence, and social controls with demonstrations of their benevolence. Second, we demonstrate how the ways that managers combine efforts to apply controls and demonstrate their trustworthiness differentially influence the trust that subordinates have in their managers and the extent to which subordinates perceive they are controlled by them. When managers couple their efforts to apply output or social controls with efforts to demonstrate their reliability and benevolence respectively, subordinates perceive that their managers are motivated by trustworthy intentions and not by desires to control them. However, when managers couple their efforts to apply process controls with efforts to demonstrate their competence, subordinates’ perceive that their managers are motivated by a desire to control them, and not by trustworthy intentions. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and trust-control relationships.
JA  - Academy of Management Proceedings
VL  - 2012
CP  - 1
U2  - b
U4  - 222727493632
ID  - 222727493632
ER  -