Ce cas décrit les enjeux politiques soulevés au moment de la mise en oeuvre d'une politique gouvernementale visant l'amélioration des services de santé.
Ce cas décrit la structure organisationnelle en place dans une régie régionale de la santé et des services sociaux, ainsi que le processus de prise de décision pour un dossier particulier : la mise en œuvre d'un programme d'interruption volontaire de grossesses dans la région. L'objectif est d'illustrer comment la structure organisationnelle peut influencer (positivement ou négativement) la façon de traiter les dossiers et les résultats qui en découlent.
In this essay I argue that organization theory has witnessed a significant displacement of ends over the last 30 years. Whereas in the 1960s and 1970s the dominant goal of the discipline was achieving consensus on the validity status of theories, today the overriding goal appears to be development of new theory. Formerly new theory development was considered a means to the end of attaining consensus on theory validity, but was not the only activity deemed necessary to accomplish that goal. In addition, instrumental standardization and replication were viewed as important. The contemporary displacement of ends toward new theory development creates the paradox that organization theory today is both epistemologically simpler (in terms of the intellectual activity deemed desirable) and more complex theoretically than it was 30 years ago. I discuss the advantages and disadvantages of the displacement of ends toward new theory development in organization theory, and offer some possible remedies that are designed to reallocate priorities and resources toward the instrumentation, theory testing, and replication components of the research process. I also propose an agenda of future research in the history and sociology of organization science that would study the displacement of ends hypothesized here, with a view to improving our understanding of how organization theory has evolved and how its knowledge could be made more useful to managers.
This essay borrows the construct of “heedful interrelating” from Weick and Roberts’s (1993) study of aircraft carrier flight decks, and uses the construct to analyze the social processes that structure contemporary scholarship in organization theory. We argue that organization theory often operates as a low-heed discipline, in which scholars take minimal heed of the contributions of their fellows. This condition of low heed is revealed in several specific aspects of the discipline: lack of attention to testing previously published theories, lack of emphasis on replication of published empirical research, low standardization of construct definition and measurement, and a minimally developed division of labor between theorists and empirical researchers. We explore the causes of this low-heed state in contemporary organization theory, and we also enumerate some advantages of low heed in the discipline. We devote attention to the effects of low heed on the training of newcomers to the field, and we argue that doctoral education in organization theory is both an effect and a cause of low heed. Finally, we offer some suggestions for incorporating more scholarly heed into organization theory without destroying the major advantage of a low-heed discipline – freedom of inquiry. We also indicate how a cautious increase of heedful interrelating in organization theory might improve the perceived relevance of its research results for management practice.
Although consumers increasingly use online communities for various activities, little is known about how participation in them affects people's decision-making strategies. Through a series of field and laboratory studies, the authors demonstrate that participation in an online community increases people's risk-seeking tendencies in their financial decisions and behaviors. The results reveal that participation in an online community leads consumers to believe that they will receive help or support from other members should difficulties arise. Such a perception leads online community participants to make riskier financial decisions than nonparticipants. The authors also discover a boundary condition to the effect: Online community members are more risk seeking only when they have relatively strong ties with other members; when ties are weak, they exhibit similar risk preferences as nonmembers.
This paper analyzes the effects of a percentage-of-revenue salary cap in a team sports league with win-maximizing clubs and flexible talent supply. It shows that a percentage-of-revenue cap produces a more balanced league and decreases aggregate salary payments. Taking into account the idiosyncrasies of European football, our paper further highlights the potential conflicts between the league and society. From the perspective of a league governing body, a percentage-of-revenue cap always enhances financial stability of win-maximizing clubs. A social planner, however, will not permit the introduction of such a cap if fans and players unduly suffer. This paper shows under which conditions the social planner accepts (rejects) a salary cap proposed by the league regulator.
