01771nas a2200169   4500008004100000245010000041210006900141260000900210300001200219490000700231520123500238653001501473100001701488700001801505700001901523856005901542       2016                        eng d00aDelaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment0 aDelaying Change Examining How Industry and Managerial Turbulence  c2016  a791-8170 v593 aThis 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.10aManagement1 aCarroll, Tim1 aKarim, Samina1 aLong, Chris, P  uhttps://journals.aom.org/doi/abs/10.5465/amj.2012.040901995nas a2200145   4500008004100000245008300041210006900124260000900193490000900202520146600211653001501677100001701692700001901709856012101728       2012                        eng d00aHow Managers' Trust and Control Activities Influence Subordinates' Perceptions0 aHow Managers Trust and Control Activities Influence Subordinates  c20120 v20123 aThis 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.10aManagement1 aCarroll, Tim1 aLong, Chris, P  uhttps://business.oregonstate.edu/biblio/how-managers-trust-and-control-activities-influence-subordinates-perceptions