Designing stress resistant organizations: computational theorizing and crisis applications
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
Kluwer Academic Publ.
2003
|
| Schriftenreihe: | Information and organization design series
1 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 211 S. graph. Darst. |
| ISBN: | 1402074360 |
Internformat
MARC
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| 245 | 1 | 0 | |a Designing stress resistant organizations |b computational theorizing and crisis applications |c Zhiang Lin ; Kathleen M. Carley |
| 264 | 1 | |a Boston [u.a.] |b Kluwer Academic Publ. |c 2003 | |
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Datensatz im Suchindex
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| adam_text | Table of Contents
Series Editors Statement xix
Preface xxi
1. Introduction 1
1.1. Introduction 1
1.2. Issues Raised from The Vincennes Incident 2
1.2.1. The Vincennes Incident 2
1.2.2. Post Incident Reactions 2
1.2.3. Issues Raised 3
1.3. Objectives of The Book 3
1.4. Organization of The Book 4
2. Literature on Organizational Performance 5
2.1. Introduction 5
2.2. Organizational Performance 5
2.2.1. Effectiveness and Efficiency 6
2.2.2. Organizational Decision Making Effectiveness: Accuracy 7
2.3. Organizational Decision Making 8
2.3.1. Natureof Organizational Decision Making 8
2.3.2. Elements in Organizational Decision Making 8
2.3.3. Types of Decision Making 9
2.3.4. An Open System View of Organizational Decision Making 10
2.4. Stress 11
2.4.1. External Stress 11
2.4.2. Internal Stress 12
2.4.3. Time Stress 12
2.4.4. Stress and Performance 13
2.4.5. Research Approaches in the Literature 14
2.5. Organizational Design 15
viü Designing Stress Resistant Organizations
2.5.1. Views on Organizational Design 15
2.5.2. Aspects of Organizational Design 16
2.5.3. Organizational Design and Performance 16
2.5.3.1 Structure/Task Decomposition Scheme and Performance ..17
2.5.3.2. Training and Performance 17
2.5.3.3. Agent Style and Performance 18
2.5.4. Research Approaches in the Literature 20
2.6. Task Environment 20
2.6.1. Tradition on Task Environment Study 20
2.6.2. Dimensions of Task Environment 21
2.6.2.1. Complexity 21
2.6.2.1.1. Decomposability 21
2.6.2.1.2. Concentration 22
2.6.2.2. Time Constraint 22
2.6.3. Task Environment and Performance 23
2.6.4. Research Approaches in the Literature 23
2.7. Research Strategies in This Book : 24
2.7.1. Complex Relationships between Performance and Multiple
Factors 24
2.7.2. Conventional Strategies 26
2.7.3. Strategies Employed in This Book 26
2.7.3.1. Systematic Organizational Design Strategy 26
2.7.3.2. Open System s Strategy 27
2.7.3.3. Information Processing Strategy 27
2.7.4. Research Approaches for Implementing Strategies 28
2.7.4.1. Theoretical Approach: A Computational Framework 29
2.7.4.2. Empirical Approach: An Analysis of 69 Real
Organizational Crises 32
3. Computational Theorizing: A Formal Framework of
Organizational Performance 35
3.1. Introduction 35
3.2. Stylized Radar Task 35
3.2.1. Description of The Task 35
3.2.2. Reasons for Choosing The Task 39
3.3. Organizational Performance Measure 40
3.4. Organizational Decision Making Process 41
3.5. Stress.. . 47
3.5.1. External Stress (Maydays) 47
Table of Contents ix
3.5.2. Internal Stress (Murphies) 48
3.5.2.1. Missing Information 48
3.5.2.2. Incorrect Information 49
3.5.2.3. Agent Unavailability 49
3.5.2.4. Communication Channel Breakdown 49
3.5.2.5. Agent Tumover 49
3.5.3. Time Stress (Time Pressure) 49
3.6. Organizational Design 50
3.6.1. Organizational Structure 51
3.6.1.1. Team with Voting Structure 52
3.6.1.2. Team witha Manager Structure 52
3.6.1.3. Hierarchy Structure 52
3.6.1.4. Matrix Structure 53
3.6.2. Task Decomposition Scheine 53
3.6.2.1. Segregated Task Decomposition Scheme 54
3.6.2.2. Overlapped Task Decomposition Scheme 55
3.6.2.3. Blocked Task Decomposition Scheme 55
3.6.2.4. Distributed Task Decomposition Scheme 55
3.6.3. Organizational Decision Making Procedures Based on
Training 55
3.6.3.1. No Training Procedure 56
3.6.3.1.1. Agent s Knowledge 57
3.6.3.1.2. Training Procedure 57
3.6.3.1.3. Decision Procedure 57
3.6.3.2. Experientially Trained Procedure 57
3.6.3.2.1. Agent s Knowledge 58
3.6.3.2.2. Training Procedure 58
3.6.3.2.3. Decision Procedure ..59
3.6.3.2.3.1. Complete Information 59
3.6.3.2.3.2. Incomplete Information 60
3.6.3.3. Operationally Trained Procedure 60
3.6.3.3.1. Agent s Knowledge 61
3.6.3.3.2. Training Procedure 61
3.6.3.3.3. Decision Procedure 61
3.6.3.3.3.1. Complete Information 61
3.6.3.3.3.2. Incomplete Information 62
3.6.4. Agent Styles 62
3.6.4.1. Proactive Agent Style 62
3.6.4.2. Reactive Agent Style 65
3.7. Characteristics of Task Environment 65
i 3.7.1. Definition of Task Environment 65
| 3.7.1.1. Decomposability of Task Environment 66
X Designing Stress Resistant Organizations
3.7.1.2. Concentration ofTask Environment 66
3.7.2. Task Environments Categorized by Decomposability and
Concentration 66
3.7.2.1. Concentrated Decomposable Task Environment 67
3.7.2.2. Dispersed Decomposable Task Environment 69
3.7.2.3. Concentrated Non-Decomposable Task Environment 69
3.7.2.4. Dispersed Non-Decomposable Task Environment 70
3.7.3. Time Constraint 70
3.8. Simulation Experiments 70
3.8.1. Combinations of Factors Examined 71
3.8.2. Implementation of Simulation Experiments 71
3.9. Theoretical Analyses fromthe Formal Framework 72
3.9.1. Organizational Performance: An Overall Picture 72
3.9.1.1. The Effectof Time Pressure 72
3.9.1.2. The Effectof Training 73
3.9.1.3. The EfFectof Agent Style 74
3.9.1.4. The Effectof Maydays 75
3.9.1.5. The Effectof Number of Murphies 76
3.9.1.6. The Effectof Type ofMurphy 76
3.9.1.7. The EfFectof Organizational Form 76
3.9.1.8. The Effectof Task Environment 81
3.9.2. Interaction Effect of Stress, Design, and Task Environment
on Performance 85
3.9.2.1. The Effect of Agent Style and Training 85
3.9.2.2. The Effect of Type ofMurphy and Task Environment 85
3.9.2.3. The Effect of Organizational Form and Task
Environment 85
3.9.3. Complexity Match of Organizational Form and Task
Environment 90
3.10. Summary 92
4. Crisis Applications: An Empirical Analysis of
Organizational Performance under Stress 99
4.1. Introduction 99
4.2. Data Description 99
4.3. Codingofthe Data 100
4.3.1. Organizational Performance 105
4.3.1.1. Organizational Performance during Crisis 105
4.3.1.1.1. Catastrophic Potential of Crisis 105
Table of Contents xi
4.3.1.1.2. Actual Severity of Crisis 106
4.3.1.1.3. Measuring Performance during Crisis 106
4.3.1.2. Usual Organizational Performance 107
4.3.2. Crisis 107
4.3.3. Organizational Design 109
4.3.3.1. Organizational Structure 109
4.3.3.2. Task Decomposition Scheme 110
4.3.3.3. Type of Training 110
4.3.3.4. Agent Style 111
4.3.4. Task Environment 111
4.3.4.1. Decomposability of Task Environment 112
4.3.4.2. Concentration of Task Environment 112
4.4. Empirical Analysis of Organizational Data: Observations vs.
Predictions 112
4.4.1. Performance Measure: A Linkage between Theoretical and
Empirical Analyses 113
4.4.2. Organizational Performance: An Overview 114
4.4.2.1. The Effectof Time Stress 114
4.4.2.2. The Effectof Training 116
4.4.2.3. The Effectof Agent Style 116
4.4.2.4. The Effect of Maydays 117
4.4.2.5. The Effect of Number of Murphies 117
4.4.2.6. The Effectof Type ofMurphy 118
4.4.2.7. The Effectof Task Environment 119
4.4.2.8. The Effectof Organizational Form 123
4.4.3. Complexity Match of Organizational Form and Task
Environment 126
4.4.4. Organizational Structural Shift under Crises 129
4.5. Summary 132
5. Linking Theory to Practice 137
5.1. Introduction 137
5.2. Learning From Real World Problems: Two Organizational
Cases 138
5.2.1. The Vincennes Shooting Down an Iranian Airflight Incident. 138
5.2.2. The Hinsdale Telecommunications Outage Incident 139
5.3. Theoretical Insight into Real World Problems: Where can We
Help 141
i 5.3.1. The Vincennes Incident 141
xii Designing Stress Resistcmt Organizations
5.3.2. The Hinsdale Incident 143
5.4. Summary 144
6. Conclusion 147
6.1. Main Findings 147
6.2. Discussions 148
6.3. Implications 151
A. Coding Scheme for Real World Crisis Cases 155
B. Data for Compiling Figures in Chapter 3 173
C. Further Descriptions of the DYCORP Framework 183
C.l. Main Componentsof DYCORP 183
C.2. General Algorithms for DYCORP 184
C.3. Portability of DYCORP for Other Research Issues 189
References 191
Subject Index 209
List of Figures
Figure 3.1: An Open System s View of the DYCORP Framework 36
Figure3.2: Stylized Radar Task 37
Figure 3.3: Dynamics of the Moving Aircraft 40
Figure 3.4: A Stylized Organization with Hierarchy Structure and
Segregated Task Decomposition Scheme 42
Figure 3.5: Stylized Organizational Structures 51
Figure 3.6: Stylized Task Decomposition Scheines 54
Figure 3.7: Stylized Proactive Agent Style 63
Figure 3.8: Stylized Reactive Agent Style 64
Figure 3.9: Stylized Task Environment Characterized by
Decomposability and Concentration 68
Figure 3.10: Performance by Type of Training and Level of Time
Pressure 73
Figure 3.11: Performance by Type of Agent Style and Level of
Time Pressure 74
Figure 3.12: Performance by Number of Murphies and Level of
Time Pressure 75
Figure 3.13: Performance by Type of Murphy and Level of Time
Pressure 77
Figure 3.14: Performance by Organizational Form across All
Levels of Time Pressure 78
Figure 3.15: Performance by Organizational Form under High Time
Pressure 80
Figure 3.16: Performance by Organizational Form under Medium
Time Pressure 81
Figure 3.17: Performance by Organizational Form under Low Time
Pressure 82
Figure 3.18: Performance by Task Environment and Level of Time
Pressure 83
Figure 3.19: Performance by Match of Complexity and Level of
Time Pressure 91
ListofTables
Table 3.1: CharacteristicsofaMoving Aircraft 38
Table 3.2: Organizational Decision Making Process: A Simplified
Algorithm 43
Table 3.3: Resource Constraints for Agent s Actions 44
Table 3.4: Preference Function for Proactive Agents at Different
Organizational Levels 45
Table 3.5: Preference Function for Reactive Agents at Different
Organizational Levels 46
Table 3.6: Performance by Type of Agent Style and Type of
Training 84
Table 3.7: Performance by Organizational Form under
Concentrated Decomposable Task Environment
(Across All Levels of Time Pressure) 86
Table 3.8: Performance by Organizational Form under Dispersed
Decomposable Task Environment (Across All Levels
of Time Pressure) 87
Table 3.9: Performance by Organizational Form under
Concentrated Non-decomposable Task Environment
(Across All Levels of Time Pressure) 88
Table 3.10: Performance by Organizational Form under Dispersed
Non-decomposable Task Environment (Across All
Levels of Time Pressure) 89
Table 3.11: Top and Bottom Performers by Task Environment
(Across All Levels of Time Pressure) 90
Table 4.1: A List of Real World Crisis Cases 101
Table 4.2: Organizational Performance: A General View with Type
of Training, Type of Agent Style, External Condition,
and Level of Time Pressure 115
Table 4.3: Organizational Performance by Number of Murphies
under both Maydays and Murphies 118
Table 4.4: Organizational Performance by Type of Murphy
(Number of Murphies=l) under both Maydays and
Murphies 119
Table 4.5: Organizational Performance by Concentration of Task
Environment 120
xvi Designing Stress Resistant Organizations
Table 4.6: Predicted Organizational Performance by
Decomposability of Task Environment 121
Table 4.7: Predicted Organizational Performance by Task
Complexity 122
Table 4.8: Organizational Performance by Organizational Form 124
Table 4.9: Organizational Performance by Organizational
Complexity 126
Table 4.10: Organizational Performance by Match of
Organizational Complexity and Task Complexity 127
Table 4.11: Organizational Performance by Organizational Shirt: A
Static Comparison 128
Table 4.12: Shift Status of Organizational Structure from
Organizational Case Data 129
Table 4.13: Shift Status of Task Decomposition Scheme from
Organizational Case Data 130
Table 4.14: Shift Status of Organizational Form from
Organizational Case Data 131
Table 5.1: Policy Recommendations for the Vincennes Incident
BasedontheDYCORP Framework 142
Table 5.2: Policy Recommendations for the Hinsdale Incident
Based on the DYCORP Framework 144
Table B. 1: Performance by Type of Training and Level of Time
Pressure 173
Table B.2: Performance by Type of Agent Style and Level of Time
Pressure 174
Table B.3: Performance by Number of Murphies and Level of
Time Pressure 175
Table B.4: Performance by Type of Murphy and Level of Time
Pressure 176
Table B.5: Performance by Organizational Form across All Levels
of Time Pressure 177
Table B.6: Performance by Organizational Form under High Time
Pressure 178
Table B.7: Performance by Organizational Form under Medium
Time Pressure 179
Table B.8: Performance by Organizational Form under Low Time
Pressure 180
Table B.9: Performance by Task Environment and Level of Time
Pressure 181
ListofTables xvii
Table B. 10: Performance by Match of Complexity and Level of
Time Pressure 182
Table C. 1: A Description of the Operational Aspects of the
DYCORP Framework 184
Table C.2: A Detailed Illustration of the Organizational Decision
Making Process 187
|
| any_adam_object | 1 |
| author | Lin, Zhiang Carley, Kathleen M. |
| author_GND | (DE-588)133509206 |
| author_facet | Lin, Zhiang Carley, Kathleen M. |
| author_role | aut aut |
| author_sort | Lin, Zhiang |
| author_variant | z l zl k m c km kmc |
| building | Verbundindex |
| bvnumber | BV026723741 |
| classification_rvk | QP 340 |
| ctrlnum | (OCoLC)636107247 (DE-599)BVBBV026723741 |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV026723741 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T23:17:50Z |
| institution | BVB |
| isbn | 1402074360 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-022264341 |
| oclc_num | 636107247 |
| open_access_boolean | |
| owner | DE-188 |
| owner_facet | DE-188 |
| physical | XXIII, 211 S. graph. Darst. |
| publishDate | 2003 |
| publishDateSearch | 2003 |
| publishDateSort | 2003 |
| publisher | Kluwer Academic Publ. |
| record_format | marc |
| series | Information and organization design series |
| series2 | Information and organization design series |
| spelling | Lin, Zhiang Verfasser (DE-588)133509206 aut Designing stress resistant organizations computational theorizing and crisis applications Zhiang Lin ; Kathleen M. Carley Boston [u.a.] Kluwer Academic Publ. 2003 XXIII, 211 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Information and organization design series 1 Organizational change Organizational behavior Organisationsgestaltung (DE-588)4115462-9 gnd rswk-swf Unvollkommene Information (DE-588)4140474-9 gnd rswk-swf Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf Stress (DE-588)4058047-7 gnd rswk-swf Arbeitsplatz (DE-588)4002759-4 gnd rswk-swf Leistungsmessung (DE-588)4167290-2 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 s Unvollkommene Information (DE-588)4140474-9 s Arbeitsplatz (DE-588)4002759-4 s Stress (DE-588)4058047-7 s Entscheidungsprozess (DE-588)4121202-2 s Organisationsgestaltung (DE-588)4115462-9 s Leistungsmessung (DE-588)4167290-2 s DE-188 Carley, Kathleen M. Verfasser aut Information and organization design series 1 (DE-604)BV026727938 1 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022264341&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lin, Zhiang Carley, Kathleen M. Designing stress resistant organizations computational theorizing and crisis applications Information and organization design series Organizational change Organizational behavior Organisationsgestaltung (DE-588)4115462-9 gnd Unvollkommene Information (DE-588)4140474-9 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Stress (DE-588)4058047-7 gnd Arbeitsplatz (DE-588)4002759-4 gnd Leistungsmessung (DE-588)4167290-2 gnd Krisenmanagement (DE-588)4127374-6 gnd |
| subject_GND | (DE-588)4115462-9 (DE-588)4140474-9 (DE-588)4121202-2 (DE-588)4058047-7 (DE-588)4002759-4 (DE-588)4167290-2 (DE-588)4127374-6 |
| title | Designing stress resistant organizations computational theorizing and crisis applications |
| title_auth | Designing stress resistant organizations computational theorizing and crisis applications |
| title_exact_search | Designing stress resistant organizations computational theorizing and crisis applications |
| title_full | Designing stress resistant organizations computational theorizing and crisis applications Zhiang Lin ; Kathleen M. Carley |
| title_fullStr | Designing stress resistant organizations computational theorizing and crisis applications Zhiang Lin ; Kathleen M. Carley |
| title_full_unstemmed | Designing stress resistant organizations computational theorizing and crisis applications Zhiang Lin ; Kathleen M. Carley |
| title_short | Designing stress resistant organizations |
| title_sort | designing stress resistant organizations computational theorizing and crisis applications |
| title_sub | computational theorizing and crisis applications |
| topic | Organizational change Organizational behavior Organisationsgestaltung (DE-588)4115462-9 gnd Unvollkommene Information (DE-588)4140474-9 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Stress (DE-588)4058047-7 gnd Arbeitsplatz (DE-588)4002759-4 gnd Leistungsmessung (DE-588)4167290-2 gnd Krisenmanagement (DE-588)4127374-6 gnd |
| topic_facet | Organizational change Organizational behavior Organisationsgestaltung Unvollkommene Information Entscheidungsprozess Stress Arbeitsplatz Leistungsmessung Krisenmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022264341&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV026727938 |
| work_keys_str_mv | AT linzhiang designingstressresistantorganizationscomputationaltheorizingandcrisisapplications AT carleykathleenm designingstressresistantorganizationscomputationaltheorizingandcrisisapplications |