Journal Article10.1177/014920638601200105
Thinking About Implementation
93
TL;DR: In this paper, the authors explore the role of differential perceptions, attributions, and inferences in how people, especially managers, think about implementation, and present a case of managerial innovation in one urban school district.
read more
About: This article is published in Journal of Management. The article was published on 01 Mar 1986. The article focuses on the topics: Protocol analysis & Perceptual psychology.
read more
Chat with Paper
AI Agents for this Paper
Find similar papers on Google Scholar, PubMed and Arxiv
Write a critical review of this paper
Analyze citations of this paper to find unaddressed research gaps
Citations
The Challenge of Innovation Implementation
TL;DR: In this article, the authors suggest that implementation effectiveness is a function of the strength of an organization's climate for the implementation of an innovation and the fit of that innovation to targeted users' values.
2.1K
Learning from Samples of One or Fewer
TL;DR: In this article, the authors explore how organizations convert infrequent events into interpretations of history, and how they balance the need to achieve agreement on interpretations with the need of interpreting history correctly.
1.3K
A Framework for Linking Culture and Improvement Initiatives in Organizations
TL;DR: In this article, the authors present a synthesis of the general dimensions of organizational culture used most commonly in extant research and outline how these general dimensions correspond to the specific values and beliefs underlying total quality management (TQM) practice.
Switching Cognitive Gears: From Habits of Mind to Active Thinking
TL;DR: In this paper, the authors developed a perspective on the switch from automatic to active thinking and the conditions that provoke it and applied the perspective to work settings and identified types of situations in which actors are expected to switch from habits of mind and active thinking.
848
Reframing the organization: why implementing total quality is easier said than done
TL;DR: A cognitive theory of why planned organizational change efforts, such as total quality initiatives, often fail is presented and a dynamic model in which successful implementation of fundamental organizational transformation is partly dependent on management's ability to re-frame the change over time is proposed.
636
References
•Book
The Social Construction of Reality: A Treatise in the Sociology of Knowledge
Peter L. Berger,Thomas Luckmann +1 more
- 01 Jun 1980
TL;DR: In this paper, the authors present an analysis of knowledge in everyday life in the context of a theory of society as a dialectical process between objective and subjective reality, focusing particularly on that common-sense knowledge which constitutes the reality of everyday life for the ordinary member of society.
20.6K
•Book
Frame analysis: An essay on the organization of experience
Erving Goffman
- 01 Jan 1974
TL;DR: In Frame Analysis, the brilliant theorist wrote about the ways in which people determine their answers to the questions What is going on here? and Under what circumstances do we think things are real?.
13.4K
Availability: A heuristic for judging frequency and probability
Amos Tversky,Daniel Kahneman +1 more
TL;DR: A judgmental heuristic in which a person evaluates the frequency of classes or the probability of events by availability, i.e., by the ease with which relevant instances come to mind, is explored.
10K
Frame Analysis Reconsidered@@@Frame Analysis: An Essay on the Organization of Experience.
Abstract: Erving Goffman will influence the thinking and perceptions of generations to come. In Frame Analysis, the brilliant theorist writes about the ways in which people determine their answers to the questions What is going on here? and Under what circumstances do we think things are real? "
8K
Educational Organizations as Loosely Coupled systems
TL;DR: Weick as discussed by the authors argued that the concept of loose coupling incorporates a surprising number of disparate observations about organizations, suggests novel functions, creates stubborn problems for methodologists, and generates intriguing questions for scholars.
7.5K