A Process Framework for Behavioral Issues in MOT

Journal of Experimental Social Psychology, 1987

Current theories of social judgment and social decision making emphasize dynamic process perspectives, but the methods used to investigate these processes have been relatively static and limited in scope. This paper describes a set of ' evolving procedures designed to capture process data and discusses how this approach may be used to study various psychological phenomena, including control schemata, attribution theory, attitude formation, impression formation,

Cap 11 in Frantz R. Marsh L. Minds Models and Milieux, Commemorating the Centennial of the Birth of Herbert Simon, Palgrave Macmillan pp. 186-206, 2016

From experiment based on a card game developed by Michael Cohen and Bacdayan ( “Target The Two”), it is shown that stable sub-optimal routinized behaviors in game playing emerged and offered clear evidence that individuals, having discovered a solution of a problem in a limited domain, try to make use of the same solution beyond the original domain. This phenomenon has been previously analyzed in a particular setting by Luchins: individuals remain locked into the procedure they have learnt, without reacting to new instances of the problem even when a new and better solution is evidently available (“mechanization of tought” ). Going beyond Luchins’ findings , Egidi shows that the mechanization of thought is originated by a mis-categorization of the problem One of the findings of the experiments on “Target The Two” has been to elicit the elements that in a team trigger exploration of new solutions instead of the exploitation of the old ones, in line with James March’ analysis of organizational change. If individuals, having discovered a style of cooperation in a limited domain, try to make use of the same beyond the original domain, they are in a sense “averse to innovate”. Aversion to innovation may vary in alternative organizational context : a different balance between exploration of new solutions and exploitation of the old ones may characterize organizations as James March’ analysis suggested. The experiments suggest that teams and individuals may have different propensity to innovate and to risk, depending upon their representation of the organizational context and upon the learning process that led them to a routinized behavior.

The article will introduce a conceptual framework for a consistent corporate behavior aiming at ensuring the successful implementation of new technologies at all levels within companies, from management to supervisors and workers at the shop floor. The article is presented in the context of the iron and steel industry in China, and will be presented during the Baosteel Biennial Academic Conference BAC2013 in China, hosted by Baosteel Group Corporation. Within the iron and steel industry, the introduction of new technologies involves changes in metallurgical processes, steel products and application technologies due to effective and efficient use of natural (energy) resources, and the use of cleaner production and end-of-pipe technologies. The introduction of new technology leads to changes in operational procedures that render the manufacturing process complex. This complexity calls for a high level of coherence, alignment and consistence of corporate behavior within companies. Lack of a consistent corporate behavior is likely to lead to an inefficient use of the new technology. The model presents a comprehensive framework that incorporates three existing models encompassing scientific, practical and system approaches. The first model builds on the Theory of Reasoned Action (TRA) as a scientific approach to predict and change behavior. TRA explains human social behavior in terms of its relationship between attitude, social norm and volitional intention. The second is the Triad model that explains human behavior in terms of motivation, capacity and opportunity to behave, thus adding a way of thinking to understand human behavior but with scientific linkages. The third model is based on the system approach and is the ISO 14001 for environmental management. The presented model is a compilation of the three models into a single framework and offers a strong basis for the alignment and coherence of corporate behavior in general terms, and will also be applicable to the iron and steel industry.

2005

The concept of organizational routines was introduced to help understand organizational behavior and organizational change (Nelson & Winter, 1982; March & Simon, 1958; Cyert & March, 1963). Previous studies that have applied organizational routines as analytical perspective to understand these issues, however, have shown the task is not trivial. Many seem sceptical of the contribution an analysis employing organizational routines can make. While much has been written on organizational routines, empirical research employing organizational routines as analytical perspective is still at a relatively early stage. Accordingly, methodological questions still create stumbling blocks in applying the concept of organizational routines. We are convinced such problems are directly responsible for the limited analytical potential of organizational routines that has been realized so far. The objective of this article is to advance and strengthen organizational routines as analytical perspective for understanding organizational behavior and organizational change. In order to do so, the article tackles two questions: (1) How to apply organizational routines as analytical perspective so they make a contribution to understanding organizational behavior? (2) What is the contribution that organizational routines as analytical perspective can make to explaining organizational behavior and organizational change? We develop answers to these two questions by applying organizational routines as analytical perspective in analyzing the product development process at an engineering center.

Social Science Research Network, 2002

To better understand the factors that support or inhibit internally-focused change, we report the results of an inductive study of one firm's attempt to improve two of its core business processes. Our data suggest that the critical determinants of success in efforts to learn and improve are the interactions between managers' attributions regarding the cause of poor organizational performance and the physical structure of the workplace, particularly delays between investing in improvement and recognizing the rewards. Building on this observation, we propose a dynamic model capturing the mutual evolution of those attributions, managers' and workers' actions, and the production technology. We use the model to show how managers' beliefs about those that work for them, workers' beliefs about those who manage them, and the physical structure of the environment can coevolve to yield an organization characterized by conflict, mistrust, and control structures that prevent useful change of any type.

IEEE Software, 2000

In their efforxc to determine T o understand the prerequisite to genuinely understandbow technology affects process, processes by which we build large soft-ing development processes. Without ware systems, we must consider the that understanding we cannot hope to researchers often overlook larger development picture, which significantly improve these processes organizational and social issues. ' / contacts per day on average, represent

Behavioral Issues in Operations Management, 2013

From a methodology point of view, most Behavioural Operations Management (BOM) studies have employed experiments. However, no reason, either theoretical or practical, exists to limit BOM to experimental research. In this chapter, I discuss my conviction that methodologies coming from complexity science have the proper characteristics to be successfully applied in BOM research, since real operating systems, such as processes, factories, organisations and supply chains, are complex adaptive systems (CASs) where human behaviour is the central driver. Moving from this assumption, I suggest applying complexity science in order to study operating systems in diverse OM contexts and I also propose research questions coherent with a complexity science approach. They concern how operating systems behave, adapt and show new orders in terms of processes, structures and performances. Then, I suggest the adoption of a simulation tool to study CASs to develop BOM models, i.e. NK fitness landscape. After reviewing the methodology and its main applications in organisational contexts, I propose how different OM contexts can be modelled and how behavioural factors both at an individual and at a population level might be operationalised through the methodology proposed. Finally, I formulate research questions that might be addressed by applying NK fitness landscape.

2001

Computer integrated manufacturing ( CIM) require s cross-functional co-ope ration, and involveme nt of employees in product and process development. A successful CIM initiative in small and medium enterprise s ( SMEs) must have top manage ment involvement and commitment and a CIM compatible organizational infrastructure which includes requisite skills, appropriate training and education, and adequate incentive s and rewards. Top manage ment must commit the resources necessary to acquire needed technology and brin g about any necessary changes in the organizational infrastructure . Top management must likewise be willing to accept the long-term consequences of their decisions. SMEs play an increasingly important role in the competitiven ess of many in du strie s in the are as of p ro d uct and p roce ss innovation, flexibility, and in the development of innovative management methods, organizational conventions, and human resource practices. One of the ways that SMEs can achieve a competitive advantage in manufacturing is through the implementation of CIM. To promote a better understandin g of organ izational issues pertain ing to the implementation of CIM in SMEs, a framework is proposed for use in examining and explaining the organizational ramifications of CIM. A literatu re revie w and an empirical study provide the foundation for the proposed framework.

Journal of Manufacturing Technology Management, 2019

Purpose The purpose of this paper is to explore the selection of decision-making approaches at manufacturing companies when implementing process innovations. Design/methodology/approach This study reviews the current understanding of decision structuredness for determining a decision-making approach and conducts a case study based on an interactive research approach at a global manufacturer. Findings The findings show the correspondence of intuitive, normative and combined intuitive and normative decision-making approaches in relation to varying degrees of equivocality and analyzability. Accordingly, the conditions for determining a decision-making choice when implementing process innovations are revealed. Research limitations/implications This study contributes to increased understanding of the combined use of intuitive and normative decision making in production system design. Practical implications Empirical data are drawn from two projects in the heavy-vehicle industry. The stud...

2008

The introduction of new process technologies can cause significant disruption to ongoing operations. This paper examines the sources of such disruption and attempts to identify organizational response mechanisms effective in countering them. To better understand the nature of organizational tasks involved, two distinct characteristics of technological change -technical complexity and systemic shift -are identified. Results from a study of 48 new process introduction projects suggest that these characteristics are associated with the duration of disruption experienced. Traditional economic measures of project scope are shown to be relatively poor indicators of disruptive potential. Further, the organization's response to the introduction, both before and after physical installation of the new equipment, is an important determinant of project success in terms of both disruption experienced and operating gains achieved. However, evidence is presented to indicate that different kind...