TY - CONF T1 - How Managers Gain Their Employees Trust through Control and Trust-Building T2 - Academy of Management Proceedings Y1 - 2019 A1 - Carroll,Tim A1 - Long,Chris A1 - Holtom,Brooks C KW - Management AB - This paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships. JA - Academy of Management Proceedings VL - 2019 UR - https://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract CP - 1 U2 - b U4 - 222604617728 ID - 222604617728 ER - 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 Foster Trust Through Control and Trustworthiness T2 - Academy of Management Proceedings Y1 - 2016 A1 - Long,Chs A1 - Carroll,Tim A1 - Holtom,Brooks KW - Management AB - This paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. JA - Academy of Management Proceedings VL - 2016 CP - 1 U2 - b U4 - 224160581632 ID - 224160581632 ER - TY - JOUR T1 - Is there a dark side of Big Data – point, counterpoint JF - Journal of Organization Design Y1 - 2016 A1 - Carroll,Tim A1 - Hakonsson,Tore KW - Management AB - Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address. UR - https://jorgdesign.springeropen.com/articles/10.1186/s41469-016-0007-5#citeas U2 - a U4 - 222942488576 ID - 222942488576 ER - TY - JOUR T1 - The Structural Properties of Sustainable, Continuous Change: Achieving Reliability Through Flexibility JF - The Journal of Applied Behavioral Science Y1 - 2013 A1 - Carroll,Tim A1 - Håkonsson,Dorthe Døjbak A1 - Klaas,Peter KW - Management AB - Recent studies show that the relationship between structure and inertia in changing environments may be more complex than previously held and that the theoretical logics tying inertia with flexibility and efficiency remain incomplete. Using a computational model, this article aims to clarify this relationship by exploring what structural properties enable continuous change in inertia-generating organizations and what their performance consequences are in dynamic environments. The article has three main findings: First, employing managers who anticipate change is not enough to generate continuous change; it is also necessary to raise both the rate of responsiveness and desired performance. Second, continuous change increases average organizational performance and reduces its variation. Third, organizations’ capacity for continuous change is counterintuitively limited by the organizations’ capacity to build inertia. These are important insights, because they suggest that with the right design, organizations may be both more flexible and reliable than commonly believed. VL - 49 UR - https://journals.sagepub.com/doi/full/10.1177/0021886312464520 CP - 2 U2 - a U4 - 222942908416 ID - 222942908416 ER - TY - JOUR T1 - A contingency approach to designing project organizations: theory and tools JF - Engineering Project Organization Journal Y1 - 2012 A1 - Carroll,Tim A1 - Burton,Richard M KW - Management AB - Many firms have increasingly come to rely on projects as a fundamental approach to organizing work. Yet understanding the best way to organize projects is a challenge, given the various contingencies that impact project success. We focus here on three contingency-based project organization design tools (the design structure matrix, OrgCon™ and SimVision™) that help to manage project complexity and ensure project success by identifying misfits or misalignments between organizational elements. We discuss the application of these models to a large National Aeronautics and Space Administration project as an example. We conclude with a consideration of how the existing tools are useful, and where they fall short. VL - 2 UR - https://www.tandfonline.com/doi/abs/10.1080/21573727.2011.641118 CP - 1-2 U2 - a U4 - 222943369216 ID - 222943369216 ER - TY - JOUR T1 - Designing organizations for exploration and exploitation JF - Journal of Organization Design Y1 - 2012 A1 - Carroll,Tim KW - Management AB - All organizations face the core challenge of deciding on investments in two very different types of activities: exploration and exploitation. Exploration activities are future-oriented, such as developing new capabilities, experimenting with new technologies, and pursuing new customers and markets. Exploitation activities, in contrast, focus on the refinement of existing competencies, processes, and products. Because an organization’s design should reflect its goals, it is difficult to accommodate exploration and exploitation activities within a single organization. This article discusses four major approaches used to tackle this problem, and notes the strengths and limitations of each approach. VL - 1 UR - https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2184758 CP - 2 U2 - a U4 - 222943225856 ID - 222943225856 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 - TY - JOUR T1 - A framework of organisations as dynamic structures JF - International Journal of Strategic Change Management Y1 - 2011 A1 - Carroll,Tim A1 - Karim,Samina KW - Management AB - This paper integrates advances in organisational structure research into a broader framework of 'structural action' that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation. VL - 3 CP - 3 U2 - a U4 - 222727643136 ID - 222727643136 ER - TY - CONF T1 - Organizational Adaptation, Continuous Change, and the Positive Role of Inertia T2 - Academy of Management Proceedings Y1 - 2009 A1 - Carroll,Tim A1 - Hakonsson,Dorthe Dojbak A1 - Klaas,Peter KW - Management JA - Academy of Management Proceedings U2 - b U4 - 222727704576 ID - 222727704576 ER - TY - CHAP T1 - Predicting Organizational Reconfiguration Y1 - 2009 A1 - Carroll,Tim A1 - Karim,S. KW - Management AB - This chapter addresses the issue of structural change within for-profit organizations, both as adaptation to changing markets and as purposeful experimentation to search for new opportunities, and builds upon the “reconfiguration” construct. In the areas of strategy, evolutionary economics, and organization theory, there are conflicting theories that either predict structural change or discuss obstacles to change. Our aim is to highlight relevant theoretical rationales for why and when organizations would, or would not, be expected to undertake structural reconfiguration. We conclude with remarks on how these literatures, together, inform our understanding of reconfiguration and organization design and provide insights for practitioners. VL - 8 U2 - d U4 - 222970662912 ID - 222970662912 ER - TY - RPRT T1 - Mark E. Nissen: Harnessing Knowledge Dynamics: Principled Organizational Knowing & Learning Y1 - 2008 A1 - Carroll,Tim KW - Management AB - Harnessing Knowledge Dynamics: Principled Organizational Knowing & Learning by Mark E. Nissen is reviewed. VL - 14 UR - https://www.proquest.com/docview/201657890?pq-origsite=gscholar&fromopenview=true CP - 1 U2 - d U4 - 222944225280 ID - 222944225280 ER - TY - JOUR T1 - Designing a New Organization at NASA: An Organization Design Process Using Simulation JF - Organization Science Y1 - 2006 A1 - Carroll,Tim A1 - Gormley,Thomas J A1 - Bilardo,Vincent J A1 - Burton,Richard M A1 - Woodman,Keith L KW - Management AB - The challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agency-wide transformation, and (5) implications for organizational contingency theory. VL - 17 CP - 2 U2 - a U4 - 222727751680 ID - 222727751680 ER - TY - CHAP T1 - Organization Design, Organizational Learning, and the Market Value of the Firm Y1 - 2006 A1 - Carroll,Tim A1 - Hunter,S. D. KW - Management AB - We compare market returns associated with firms’ creation of new units focused on e-business. Two aspects of organization design - governance and leadership - are considered with regard to exploitation- and exploration-oriented organization learning. We find that exploitation in governance (high centralization) is associated with a lower mean and variance in returns; that exploitation in leadership (appointment of outsiders) is associated with the same mean yet higher variance; and, among units exhibiting both modes of learning, the variance of returns are not equal. U2 - d U4 - 222970730496 ID - 222970730496 ER - TY - JOUR T1 - Organizations and complexity: Searching for the edge of chaos JF - Computational & Mathematical Organization Theory Y1 - 2000 A1 - Carroll,Tim A1 - Burton,Richard M KW - Management AB - Traditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the “edge of chaos.” This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group. VL - 6 CP - 4 U2 - a U4 - 222943787008 ID - 222943787008 ER - TY - JOUR T1 - The coevolution of new organizational forms JF - Organization Science Y1 - 1999 A1 - Carroll,Tim A1 - Long,Chris P A1 - Lewin,Arie Y KW - Management AB - This paper outlines an alternative theory of organization-environment coevolution that generalizes a model of organization adaptation first proposed by March (1991), linking firm-level exploration and exploitation adaptations to changes in the population of organizations. The theory considers organizations, their populations, and their environments as the interdependent outcome of managerial actions, institutional influences, and extra-institutional changes (technological, sociopolitical, and other environmental phenomena). In particular, the theory incorporates potential differences and equifinal outcomes related to country-specific variation. The basic theses of this paper are that firm strategic and organization adaptations coevolve with changes in the environment (competitive dynamics, technological, and institutional) and organization population and forms, and that new organizational forms can mutate and emerge from the existing population of organizations. The theory has guided a multicountry research collaboration on strategic and organization adaptations and the mutation and emergence of new organizational forms from within the existing population of organizations. VL - 10 UR - https://pubsonline.informs.org/doi/abs/10.1287/orsc.10.5.535 CP - 5 U2 - a U4 - 222943963136 ID - 222943963136 ER -