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Advancement in Organizational Behaviour
This collection of essays celebrates the career achievements, research interests, and intellectual impact of Derek Pugh on the occasion of his retirement from active duty in our field. While Pugh's first publication was in 1954 and his most recent in 1997, he inevitably will be best remembered as the organizer, mentor, lead author, and team captain of the Aston group. At a time when organization-level research was almost unheard of in Britain, Pugh and his colleagues designed and implemented the first empirical study of structure in a large sample of organizations. A discussion of this agenda appeared in ASQ in 1963, followed by a flurry of five ASQ papers over a period of eighteen months at the end of the decade. Since that time, the Aston colleagues dispersed around the globe, Pugh became Britain's first Professor of Organizational Behaviour, and introductory courses in our field have never been the same.The essays in this volume, organized and introduced by editor Timothy Clark, fall into four sections, each representing a major phase of Pugh's ever-evolving interest in organization. All the contributors are either former colleagues or collaborators, and many of the essays have an intimate, fireside-chat feel that captures, perhaps, the comfort in the authors' intellectual interaction with their friend. The first section, devoted to Aston and its legacy, will perhaps be most valuable to readers interested in the historical development of our field. Three essays in this vein, those by Hickson, Child, and Donaldson, explore this theme from different vantage points. Hickson's essay is a memoir of "the ivory tower in a basement," a humorous and revealing account of what it was like to work in the Aston team. Donaldson's essay evaluates the Aston contribution in light of the next thirty years of theory and research. Child's essay, perhaps the most provocative in the volume, details the influence of Aston on his o wn thinking and research program and the evolution of strategic choice out of the Aston approach. Essays by Chris Argyris and Roy Payne explore design causality and climate, respectively. Pugh next turned his intellectual sights on the changing nature of organization, and five essays celebrate this theme.Notable among these is an article by Inkson on organization structure and the transformation of careers, which explores the effects of network organizing on individual job and career outcomes. The third section commemorates Pugh's abiding interest in organization and management around the globe. Hofstede offers some reflections on the linkages between structure and national culture. Essays by Sorge, Banai, and Redding report qualitative research on management practices in socialist East Germany, a transitioning Russia, and ethnic Chinese business groups in Pacific Asia.The last set of essays explores the future (and the past) of management research. Pettigrew offers some compelling observations on knowledge production in our field. Heller examines different models for longitudinal research, and editor Clark and his colleagues report on the contemporary version of the Aston spirit: cross-national comparative studies of organization. The most interesting piece in this last set, however, is Rindova and Starbuck's description of managerial philosophy and superior-subordinate relations in ancient Egypt, Mesopotamia, and China.Generally, we look to collections like this one for ideas, speculations, models, or research that do not fit neatly into the journal-article mold but nevertheless make an original contribution. The meat of this collection, however, is in the retrospective evaluation of the Aston project and its impact on the intellectual evolution of our field, covered by the first group of papers. Although the gold of original ideas is sprinkled liberally throughout the rest of the collection, too frequently it is obscured by the ore of authors' explicit attempts to promote their past research efforts and future agenda, without reference to a critical appreciation of the alternatives. More disturbing, perhaps, is a certain Eurocentrism that runs through the book. For example, 50 percent of this book is devoted to structure and design, but only one or two passing references are made to the work of Van de Ven and his colleagues, who have written extensively on these topics. I was hoping for an insight into the distinctive Euro pean and British approach to organizational research; instead, I was treated to an elaborate display of theory development that seems to evolve without any recognition of theoretical and empirical accomplishments on our side of "the pond." And while I expect (and forgive) insularity and parochialism on the part of my American colleagues, I find it less understandable (or forgivable) here.On the positive side, every current (and former) doctoral student will benefit from the multifaceted exposition of the Aston legacy. All of us know what the Aston group did; the essays in the first section of the collection explain how and why. This is more than enough to merit our attention.
مقاله درمورد Advancement in Organizational Behaviour
