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