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Dissertation Information for David V. Gibson

NAME:
- David V. Gibson

DEGREE:
- Ph.D.

DISCIPLINE:
- Sociology

SCHOOL:
- Stanford University (USA) (1983)

ADVISORS:
- None

COMMITTEE MEMBERS:
- None

MPACT Status: Incomplete - Inspected

Title: DETERMINANTS OF ORGANIZATIONAL STRUCTURE AND PROCESS: TECHNOLOGICAL VERSUS CULTURAL EXPLANATIONS CONCERNING INNOVATION MANAGEMENT

Abstract: "Questionnaire data are collected on R&D, production, and marketing respondents in different product divisions within two differently managed, Northern California microelectronics firms. Measurement centers on the characteristics of complexity, formalization, group responsibility, decision-making, career breadth, and employee evaluation and reward as well as the covariates of employee interdependence, employee loyalty, management philosophy, departmental performance, employee rank, length of employment, and employee sex. Taking into account the seven covariates and other possibly confounding variables, analysis focuses on (1) whether the six characteristics are contingent on different organizational cultures, product technologies, or functional stages, or (2) whether the coupling is loose between the characteristics and different corporate cultures or specific technologies.

In Firm 1 (the firm described as having a relatively weak corporate culture in comparison to Firm 2) the similarity between division types on the characteristics and the covariates reaffirms contingency theory at the level of industry technology and geographic location. This position is supported by similarity across Firms 1 and 2 on the characteristics of complexity, formalization, and group responsibility. However, differences across firms on the characteristics of decision-making, career breadth, and employee evaluation and reward as well as certain covariates suggest that the effect of external contingencies can be mitigated by a strong corporate culture.

In assessing the impact of R&D, production and marketing functions on the six characteristics the data challenge classical innovation theory by suggesting that the coupling is quite loose in terms of formalization, career breadth, decision-making, and group responsibility. Furthermore, data concerning employee evaluation and promotion speed, indicate that fast track careers are more common for outstanding production personnel than outstanding R&D employees. In support of and extending innovation theory, R&D and marketing personnel report more complexity than production employees. Furthermore, the data indicate that a strong corporate culture need not dictate uniformity, indeed it may allow for certain divisional or functional differences in response to internal and external contingencies."

MPACT Scores for David V. Gibson

A = 1
C = 2
A+C = 3
T = 1
G = 1
W = 1
TD = 1
TA = 0
calculated 2008-01-31 06:25:38

Advisors and Advisees Graph