Index
Carnegie goes to California: Advancing and Celebrating the Work of James G. March
ISBN: 978-1-80043-979-5, eISBN: 978-1-80043-978-8
ISSN: 0733-558X
Publication date: 26 October 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Beckman, C.M. (Ed.) Carnegie goes to California: Advancing and Celebrating the Work of James G. March (Research in the Sociology of Organizations, Vol. 76), Emerald Publishing Limited, Leeds, pp. 303-307. https://doi.org/10.1108/S0733-558X20210000076017
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Adaptation
, 11, 30, 25–26, 30, 130, 141–142, 148, 259–260
Agent-based model
, 83
Alignment
, 56–60
ideological
, 90–91, 94
organizational
, 56
Ambidexterity
, 54–56
empirical attempts to
, 59
mechanistic and organic terminology
, 57–58
structural
, 60
Ambiguity
, 5, 57, 170, 253–254
of cause–effect relationships
, 7
desirability
, 9
evocative
, 15
generation
, 119
importance
, 238
tolerance for
, 240
Appreciation
, 3, 12, 238, 284, 288
for student protests
, 242
teaching
, 15
from technical skills to
, 237–239
technology
, 240
Appropriateness, 182 (see also Logic of appropriateness)
Aspirations levels
, 4
Attention
, 3–4, 30
allocation
, 188
attention-grabbing public acts
, 115
policymaker
, 81
sequential
, 4, 184
of societal audiences
, 107
Beauty
, 8, 13, 161, 163–164
justice and
, 171–173
truth and
, 168–170
utility of style and sensibility
, 173–175
Behavioral Theory of Firm
, 3, 45, 94, 130, 132, 237
Bemusement
, 107–108
Bounded rationality
, 4–7, 14, 45
Carnegie School
, 3–6, 9, 99–100, 174, 204, 293
to California
, 5–11
trilogy
, 5
Categorization
, 182
Centralized decision making (CDM)
, 65, 81–82, 88–91, 93–94
Challenging criticism
, 256–257
Chance models
, 13, 130
good-to-great-to-mediocre pattern
, 145–149
implications of
, 149–152
random ideas with nonrandom motivations
, 132–144
V-shaped pattern
, 131
variance of variance
, 152–153
Chief executive officers (CEOs)
, 9, 131
Choice decisions
, 4, 7–10, 115, 130, 140, 167, 173
Climate change
, 85
Co-author
, 3, 250–251
Cognitive processes of choice
, 204
Cohen, Michael
, 5, 7, 80–83, 94, 130, 133–134, 160–161, 170, 174, 193, 202
Community Game, The
, 209
Contextual ambidexterity
, 58
Contextualization
, 183
Contradictions
, 255–256
Control variables
, 66
Covid-19
, 191–193
Critique of appropriateness
, 181
Cyert, Richard
, 3, 6, 22–23, 31, 45, 55, 99, 130, 166, 182, 184, 187, 247, 293
Dean
, 5, 7, 15, 134, 234, 238, 242, 270
Decision logics
, 204, 224–225
Decision-making processes
, 4–6, 9–10, 82
Decontextualization
, 183
Dependent variables
, 62–63
Dictator Game experiment
, 213–214
Disciplined imagination
, 162
Distant future
, 100, 108
Dominant coalitions
, 4
Don Quixote
, 8, 14, 102, 174–175, 203, 234, 239–240
Dual system
, 192
Duality
, 54, 112–113, 260
Dynamics of logics
, 181, 184–186
Education/educator
, 3, 5, 9, 33, 168, 241
Educator
, 14–15, 241, 251
Evolutionary nature of innovation
, 24–26
Experimental manipulation of decision logic
, 204–205, 207, 211
Exploitation
, 54, 56, 102
advantages for
, 70–71
analytic strategy
, 66–68
contextual ambidexterity
, 58
control variables
, 66
dependent variables
, 62–63
descriptive statistics and pairwise correlations
, 69
independent variables
, 63–66
management theory
, 55
mechanistic management systems
, 56, 68, 73
OLS regression
, 70, 72
organizational ambidexterity
, 54–55
organizational code
, 74, 75
Exploration
, 25, 54, 56, 102
advantages for
, 70–71
analytic strategy
, 66–68
contextual ambidexterity
, 58
control variables
, 66
dependent variables
, 62–63
descriptive statistics and pairwise correlations
, 69
independent variables
, 63–66
management theory
, 55
mechanistic management systems
, 56, 68, 73
OLS regression
, 70, 72
organizational ambidexterity
, 54–55
organizational code
, 74, 75
Explore/exploit project
, 63–64
External dynamic
, 107–108
Fictionality
, 108
Foolishness, 99 (see also Technology of foolishness)
irrationality and
, 101–103
Formal mathematical models
, 162
Formal structure
, 57–58, 106, 184, 186, 195, 224
Friend
, 252–254
Garbage can model
, 7–8, 80, 134
coupled issues, fluid participation, random agenda
, 88–90
coupled issues, static participation, and random agenda
, 90–91
decentralization to centralization
, 93–94
decision-making institutions
, 88
ideological location
, 86–87
issues, alternatives, and technical quality
, 85–86
majority rule and ideological coalitions
, 92–93
model summary
, 83–84
of policy process
, 82
policymaker utility
, 87
policymaker values
, 87
uncoupled issues, fluid participation, and random agenda
, 91–92
General Board
, 38
Good-to-great-to-mediocre pattern
, 145–149
Grand challenges
, 98, 102, 105
History inefficiencies
, 141–142
Hot stove effect
, 139–140
Humble/humility
, 3, 15, 251
Humility
, 22, 259–260
Humor
, 252
Humorist
, 252
Identity
, 10, 182
centers
, 10
leader’s
, 223
organizational
, 12
OWIG
, 108
Impossible goals
, 12, 98–101, 103, 223
Independent variables
, 63
explore/exploit project
, 63–64
mechanistic management system
, 64–66
Innovation
, 12, 280
context
, 140
destructiveness
, 25
interwar
, 23
simple recipes for
, 24
Institutional change
, 45, 119, 187, 189
Institutional state model
, 189
Institutional theory
, 119, 180
Institutionalism
, 180–181
Intellectual range
, 245–246
Intelligence
, 4, 289
organization
, 102
possibilities for
, 5
Interdisciplinarity
, 246
Internal dynamic
, 106–107
Interpretation
, 9, 13, 29
decision making as
, 6, 9
exotic
, 241
Irrational approaches
, 97–98
Irrational drives
, 103–106, 111–114
Irrationality, 99 (see also Rationality)
and foolishness
, 101–103
mobilizing
, 103–108
Jim March’s scholarship
, 11–13
Justice
, 161, 164–166
beauty and
, 171–173
and truth
, 167–168
utility of style and sensibility
, 173–175
Leadership
, 14–15, 24–26, 66, 72, 233–234, 266
Learning/organizational learning
, 3–6, 9, 29, 170, 182, 186
Legislative reform
, 94
Levinthal, Daniel
, 4–5, 7, 26, 31, 85, 94, 100, 130, 161
Libertarian paternalism
, 167–168
Life
, 6, 8
forms
, 163
organizational
, 5
political
, 181
social
, 8
Little ideas
, 11–12, 22–26, 130
Logic of action
, 99, 103, 106, 108, 111, 185
Logic of appropriateness
, 179–180, 202–203
advantages of
, 187–188
to analyzing public sector
, 188–191
conceptual clarification
, 181–184
Covid-19
, 191–193
critiques and elaborations of
, 193–195
developing and changing
, 186–187
Dictator Game experiment
, 213–214
experimental results
, 217–218
experimental study
, 222–225
and logic of consequence
, 184–186
logics of consequences and
, 203–205
micro-process behaviors
, 207
Prisoners’ Dilemma experiment
, 208–213
profit and ethics conflict
, 205–207
qualitative data
, 219–222
Trust Game experiment
, 215–217
Ultimatum Game experiment
, 214–215
Logics of consequences
, 184–186
and appropriateness
, 203–205
profit and ethics conflict
, 205–207
Luck
, 143
Management practices
, 54
Management theory
, 55
March’s Office
, 260
Marine Corps
, 26, 30
Meaning
, 9, 11–12, 101, 180, 192
Mechanical explanation
, 235
Mechanical Turk (MTurk)
, 207
Mechanistic management system
, 56, 64–66
Mentors
, 245–248
Mentorship
, 246
Mobilizing irrationality
and foolishness
, 103–108
Model building
, 15, 162, 237, 271
Modeling
, 236
Models
, 161
art of
, 234–235
scaffolding
, 256
Modesty
, 246
Naval War College (NWC)
, 32–33
NK model
, 85
Olsen, Johann
, 5–7, 10, 80, 130, 134, 179–180, 184–185, 187–189
Organic management systems
, 56
Organic systems
, 57
Organization studies
, 22
Organization theory
, 249
Organizational ambidexterity
, 54–55
Organizational behavior
, 257–258
Organizational change
, 26
competency traps
, 28–31
impetus for change
, 27–28
superstitious learning
, 28–31
Organizational codes
, 32–36
Organizational foundation for exploration
, 31
evolutionary nature of change
, 43–44
importance of ordinary individuals
, 32–36
organizational codes
, 32–36
preparing for war
, 36–39
problemistic search
, 32–36
samples
, 39–43
updating code
, 36–39
Organizational learning
, 6–7, 100, 139–140
Organizational processes
, 58
Organizational theory
, 55, 80–81, 95
Organizations with impossible goals (OWIGs)
, 99
challenges facing
, 99–101
mobilizing irrationality and foolishness
, 103–109
Paradox of skill
, 136
People for Ethical Treatment of Animals (PETA)
, 99, 108
form of action
, 114–117
human bodies in PETA Campaigns
, 127–128
kneeling animals
, 125
logic of action
, 111–114
as OWIG
, 110–111
Playful
, 257
Playfulness
art of models
, 234–235
football players
, 235–237
interplay of bold speculation
, 237
rigor and
, 234
Political science
, 12–13, 134, 269
Preferences
, 5–8, 10, 291
idiosyncratic
, 180
individual
, 165
variable risk
, 140
Prisoners’ Dilemma
experiment
, 208–213
game
, 209
Problemistic search
, 4, 23, 31–36
Psychological explanation
, 235
Rational decision process
, 6
Rationality
, 4–5, 103
alternatives to
, 4
bounded
, 4–5, 45
decision-making process
, 7
technology
, 10
Research and development (R&D)
, 61–62
Rigor
, 14, 105, 234, 250
Risk taking
, 138–139
Rules of appropriateness
, 183, 188
Satisficing
, 4, 184
Scholar
, 3, 5, 22, 74, 101, 141, 173, 206, 245
Sense-making
, 9
Sequential attention to goals
, 4, 184
Sevón, G.
, 6, 9, 202
Simon, Herbert
, 3, 11, 23, 120, 165, 169, 184, 293
Situation
, 8, 10, 65, 100, 102, 150, 174, 184, 194
Social action
, 160
Spanish–American War
, 37–38
Speculation
, 164
Standard operating procedures
, 4, 189
Structural ambidexterity
, 60
Subjectivist explanation
, 235
Superstitious learning
, 7, 28–31, 182, 237
Teaching
, 239–242
TechCo
, 61–62
R&D organization
, 62
Technical skills
to appreciation
, 237–239
Technology of foolishness
, 8–9, 98
challenges facing OWIGs
, 99–101
data to
, 126
General Motors
, 119
human bodies in PETA Campaigns
, 127–128
irrationality and foolishness
, 101–103
mobilizing irrationality and foolishness
, 103–109
PETA
, 108–117
technology of rationality
, 118
theory of organizational intelligence
, 117–118
Technology of rationality
, 118
Truth
, 161–163
beauty and
, 168–170
justice and
, 167–168
utility of style and sensibility
, 173–175
UC Irvine
, 5, 13, 80
US amphibious operations
Marchian themes in
, 23
US Congress
, 80–81
Variance of variance
, 152–153
Wall Street Game, The
, 209
War and Peace
, 14, 22, 174, 239
“Winner-take-it-all” model
, 150
Writer
, 251–253
- Prelims
- Alternatives and Complements to Rationality
- Part I: Building on the Post-1970 Legacy of James G. March
- Marching to the Sea: Little Ideas and Small Innovations in the Evolution of Amphibious Operations
- Management Systems for Exploration and Exploitation
- Adaptive Rationality, Garbage Cans, and the Policy Process
- “Fools” with Impossible Goals: Mobilizing March’s Technology of Foolishness to Tackle Grand Challenges
- The Variance of Variance
- Truth, Beauty, and Justice in Models of Social Action
- The Logic of Appropriateness – A Central Concept in Institutional Theory
- Bringing the Logic of Appropriateness into the Lab: An Experimental Study of Behavior and Cognition
- Part II: Reflections on Jim March as a Teacher and Educator
- James March’s Lessons on Teaching
- A Few Notes on Jim March as a Mentor
- A Personal Reflection on My Long Relationship with Jim March
- Learning about Scholarship and Being a Scholar: The Courage of Foolishness
- Pictures at an Exhibition
- Index