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Article
Publication date: 1 March 2003

Peter L. Cruise

Beginning in the late 1940s, classical Public Administration was challenged by the works of Herbert Simon and the movement he started, logical positivism. Although only writing in…

Abstract

Beginning in the late 1940s, classical Public Administration was challenged by the works of Herbert Simon and the movement he started, logical positivism. Although only writing in the field for a few years, Simon shifted the locus and focus of the field so dramatically, for a time it almost disappeared from view. This article examines Simonʼns legacy, first by exploring its philosophical antecedents and its later epistemological progeny. The article concludes with an assessment of how the field of Public Administration responded to Simonʼns challenge in the late twentieth century and now, early in the twenty first century.

Details

International Journal of Organization Theory & Behavior, vol. 7 no. 3
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 3 July 2007

Gerry Kerr

To examine the impact of the philosophical sources on Herbert Simon's Administrative Behavior, a central work in the management canon.

1695

Abstract

Purpose

To examine the impact of the philosophical sources on Herbert Simon's Administrative Behavior, a central work in the management canon.

Design/methodology/approach

The paper uses a conceptual approach, tracing the influence of the major philosophers – William James, John Dewey and the logical positivists (A.J. Ayer and Rudolph Carnap) – cited in the book.

Findings

An understanding of the philosophical platform supporting Administrative Behavior is crucial to a more complete reading of the book and to furthering research in the area.

Practical implications

Future research focused either on extending Herbert Simon's work or, more generally, on advancing the study of management, will benefit from deeper consideration of the implications of the chosen philosophical platform supporting the endeavour.

Originality/value

The paper provides the reader a means for better understanding the contributions of a key work in management, with implications that extend to its overall study.

Details

Journal of Management History, vol. 13 no. 3
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 1 December 2004

Reva Brown

Herbert Simon's major contribution to decision‐making theory is the concept of “satisficing”. This was first posited in Administrative Behavior, published in 1947, and the book…

6305

Abstract

Herbert Simon's major contribution to decision‐making theory is the concept of “satisficing”. This was first posited in Administrative Behavior, published in 1947, and the book, concerned as it was with establishing a scientific approach to administrative theory, puts forward an adjustment of then‐current economic theory, which viewed administrative choice as a process of maximising. While, over the ensuing decades, Simon adjusted his definitions of both “economic man” and of “satisficing” in several subsequent publications, the original exposition of these was a major contribution to the area of administrative theory. An attempt has been made here to explore what circumstances might have led Simon into putting forward the concept of “satisficing”.

Details

Management Decision, vol. 42 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 11 January 2016

Charles J. McMillan

The purpose of this paper is to address the core concept of docility in Simon’s learning theories and elaborate docility as a missing link in organizational performance…

1238

Abstract

Purpose

The purpose of this paper is to address the core concept of docility in Simon’s learning theories and elaborate docility as a missing link in organizational performance structures. In his book, Administrative Behavior, first published in 1947 with three subsequent editions, Herbert A. Simon introduced a new concept to the emerging field of organizational theory, docility.

Design/methodology/approach

In Administrative Behavior, Herbert A. Simon introduced to management and organization theorists the concept of docility. Simon adopted the concept and meaning from E.C. Tolman’s (1932) classic work, Purposive Behavior in Animals and Men, and his novel views on learning processes and key concepts like purpose (goals), thought processes (cognitive psychology) and cognitive maps. This paper elaborates on docility mechanisms and the implications for social learning in organizations.

Findings

This paper addresses this lacuna in the organizational literature, and the implications for current theories of organizations and organizational learning.

Practical implications

Docility is a tool to link individual learning with organizational learning in complex environments and changing technologies.

Originality/value

The paper traces origins of Simon’s docility and learning theories.

Details

Journal of Management History, vol. 22 no. 1
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 27 September 2011

Gerry Kerr

The purpose of this paper is to trace the impact of a major management scholar, Herbert Simon.

1738

Abstract

Purpose

The purpose of this paper is to trace the impact of a major management scholar, Herbert Simon.

Design/methodology/approach

A novel approach was employed in identifying the most influential research articles that have made use of Simon's two great management works, Administrative Behavior and Organizations (with James March). The list allowed the close analysis of the nature of the influence wielded by Herbert Simon on management scholarship. The process of analysis was guided by a targeted search. Google Scholar allowed the compilation of a list of top‐cited research articles that made use of the two books. The 25 most‐cited articles associated with each were then categorized by their subject matter and examined for the impact of Simon's research.

Findings

As measured by citations, Herbert Simon's influence on management scholarship has been immense. Administrative Behavior and Organizations have incurred huge numbers of citations, more than 7,000 each. Moreover, not one of the 50 papers populating the two lists has generated fewer than 1,000 citations. Both works contributed heavily to research on theories of the firm, organizational learning and knowledge, and on organizational coordination and decision‐making, among other topics.

Originality/value

An emerging research tool, Google Scholar, was engaged, allowing an empirically based analysis of Herbert Simon's contribution to management scholarship. The results mark, with unusual clarity, the direction and nature of Simon's enormous influence.

Details

Journal of Management History, vol. 17 no. 4
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 5 September 2016

Patricia Martyn, Breda Sweeney and Emer Curtis

Tremendous change has taken place in organisational structures, networks and strategy over the past 25 years. Yet, a strategic management framework developed 25 years ago has…

6034

Abstract

Purpose

Tremendous change has taken place in organisational structures, networks and strategy over the past 25 years. Yet, a strategic management framework developed 25 years ago has increased in popularity among researchers in the past decade. This paper aims to review how Simons’ Levers of Control (LOC) framework has been used in empirical research studies over the past 25 years.

Design/methodology/approach

The findings are based on electronic database searches of papers adopting Simons’ framework published in accounting and management journals.

Findings

A total of 45 empirical studies adopting the LOC framework are presented chronologically by research method. The review highlights the far greater use of the framework in qualitative compared to quantitative studies. Qualitative studies have extended the application of the framework to broader organisational issues such as sustainability, environmental accounting and inter-organisational controls. The quantitative studies have mainly sought to add to our understanding of the antecedents and outcomes of the use of interactive control systems.

Originality/value

This paper furthers our understanding of Simons’ framework by synthesising and analysing the literature over 25 years. It provides insight into the varying interpretations of the concepts underlying the framework in empirical studies including differences in operationalisation of the concepts in quantitative studies. In addition, it highlights the application of the framework beyond the original domain in which it was developed. Fruitful areas for future research are pointed to in the paper.

Details

Journal of Accounting & Organizational Change, vol. 12 no. 3
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 28 September 2010

Behrooz Kalantari

The paper aims to explore the life and contributions of one of the most influential management scholars (Herbert A. Simon), who is known as the founder and contributor to many…

10000

Abstract

Purpose

The paper aims to explore the life and contributions of one of the most influential management scholars (Herbert A. Simon), who is known as the founder and contributor to many scientific fields. Simon's interdisciplinary approach in conducting his research in management has made him a significant figure in many disciplines.

Design/methodology/approach

The paper is of a qualitative nature, and information is collected from the books and articles that are written by Simon as well as those who have been familiar with his work. This paper concentrates on Simon's contribution to the decision‐making theory and, more specifically, his insights into the process of decision making in real world situations. It explores the tenets of the classical and neoclassical approach to decision making and argues that because of Simon's work, attention was diverted from concentration on studying the organizational structure to the behavior of the decision makers during the process of making decisions. This new orientation brought more attention to the behavioral approach in studying decision making in organizations. Special attention is given to Simon's “bounded rationality” model and its relation to the process of decision making. This paper also deals with Simon's view on the role of intuition in decision making and explores the practicality of using his model in the real world.

Findings

Simon opened up a new world of scientific inquiry that its main focus is on the development of the most effective and realistic model for the decision makers to predict future outcomes.

Research limitations/implications

The paper only concentrates on the core contribution of Herbert Simon's work on the decision‐making process. It does not indulge itself in Simon's related work in other disciplines such as computer science and artificial intelligence. In addition, this paper does not deal with the new developments in the theories of decision making. Future research could concentrate on the new discoveries concerning the ability of humans to construct thinking machines in order to improve productivity in organizations.

Originality/value

The paper examines the productive life of Herbert Simon and develops a realistic portrait of his core contributions to humanity (decision making). It involves the reader with the intricacies of the decision making process as it is examined and studied by Simon.

Details

Journal of Management History, vol. 16 no. 4
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 1 July 1999

Lew Perren and Richard Morland

Simon’s story is presented here; it tells of his change from his familiar world as a claims manager to an ambiguous world of consultants and projects. Simon recounts a…

Abstract

Simon’s story is presented here; it tells of his change from his familiar world as a claims manager to an ambiguous world of consultants and projects. Simon recounts a kaleidoscope of emotions as his life is thrown into turmoil. In career terms it could be argued that Simon started and finished as a claims manager and therefore little in fact changed during the story. This would miss the fundamental changes in Simon from a motivated, confident and capable manager to timid and confused employee. Internally Simon was changed, externally no one noticed. A causal network is used to trace the patterns of connection through Simon’s narrative. This reveals his way of making sense of his experiences and allows his ontology of management and career to be explored. This leads on to a discussion of management implications.

Details

Career Development International, vol. 4 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 December 1997

Peter L. Cruise

Since the 1950s, the unifying epistemological perspective in American public administration has been logical positivism, most notably as defined and promoted by Herbert Simon. In…

2025

Abstract

Since the 1950s, the unifying epistemological perspective in American public administration has been logical positivism, most notably as defined and promoted by Herbert Simon. In recent years, logical positivism has been under attack for limiting inappropriately the scope of inquiry within the field, forcing it to ignore important, value‐laden issues critical to government and the public sector. The willingness to address value‐laden issues was at the core of what was to become the field of public administration in the early twentieth‐century. This article examines the philosophical roots of logical positivist movement, its dramatic effects upon public administration, and the subsequent counter attacks on the movement. The article concludes that although logical positivism’s attack on public administration initially weakened the field, as a result practitioners and scholars were eventually to demand increased rigor and higher standards of inquiry for research in the field.

Details

Journal of Management History, vol. 3 no. 4
Type: Research Article
ISSN: 1355-252X

Keywords

Content available
Article
Publication date: 2 August 2021

Amr Mohamed Said Abdel-Halim and Mirghani N. Ahmed

This paper aims to evaluate the usefulness of two conceptual frameworks: levers of control (LOC) (Simons, 1995) and performance management systems (PMSs) (Ferreira and Otley…

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Abstract

Purpose

This paper aims to evaluate the usefulness of two conceptual frameworks: levers of control (LOC) (Simons, 1995) and performance management systems (PMSs) (Ferreira and Otley, 2009) for studying PM practices using a case study.

Design/methodology/approach

A case study method is used whereby data are collected through semi-structured interviews, examination of the group’s annual reports and internal documents.

Findings

A key finding of this study is the use of a PMS at the case company which is formally structured and with objectives, mechanisms and processes designed beyond a mere “performance measurement system.” While the case analysis indicates that most of the key components of the two frameworks are featured in the company’s PMS design, the uses of Simons’ (1995) LOC, however, are not consistent with the notion of “balance” as advocated by the model.

Research limitations/implications

The evidence presented in this study is based on one large manufacturing company, and hence the findings cannot be generalized.

Practical implications

The findings of this study can be used in enriching the design of current proposed theoretical frameworks and also in encouraging management accounting researchers to continue the efforts of studying performance management (PM) practices.

Originality/value

A deeper understanding of PM practices using holistic frameworks has yet to receive more contested efforts from management accounting researchers. This paper attempts to contribute to this endeavor and fill in the gap in this area of research.

Details

Journal of Accounting & Organizational Change, vol. 18 no. 3
Type: Research Article
ISSN: 1832-5912

Keywords

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