RA: Organization Theory and Management

2016.2
I. Instructor: C. Ed Hsu, Ph.D., M. Law
Time:
Office Hour: By appointment
Tel: (06) 2757575 ext. 53563
E-mail:cedhsu@mail.ncku.edu.tw
Teaching Assistant: Tina Le
E-mail: phuongthanh1491@gmail.com
The Institute of International Management is dedicated to provide students a quality
teaching and research environment with a broad, integrated knowledge of
management in preparation for successful careers in business, government, and
academia.
General Program Learning Goals (goals covered by this course are indicated:

1 Graduates should be able to communicate effectively verbally and in writing

2 Graduates should solve strategic problems with a creative and innovative approach
3 Graduates should demonstrate leadership skills demanded of a person in authority

4 Graduates should think with a global management perspective

5 Graduates should possess the necessary skills and values demanded of a true
professional

II. Course Objectives

The organization theory and management is a fundamental subject within modern
managerial education. The purpose of the course is to present the fundamental
concepts of the organization theory and management. Introduction to various
approaches to an organization will help students obtain in-depth understandings of
organizations through good comprehension of central theoretical perspectives and
paradigms. This course will focus on determinants of an organizations success,
focusing particularly on structure, technology, developments, and power and control
issues, as well as external environmental factors that impact organizational
functioning. A system theory approach will be taken, making links to the strategic
management. The course will provide the students with an enriched management
principles and organizational theory that is grounded in a business ethics framework
with particularly emphasize on demonstrating application of theory to successful
business practices.

III. Assigned Books and Readings

1. Required Book
Organizational Development and Change. Thomas Cummings and Christopher G.
Worley. 2015.
2. Academic papers.
IV. Assignment Weekly
1. Read and critique the assigned contents, and make presentations sequentially;
2. Students will be selected to present and critique the assigned readings.
1

V. Term Paper
To propose a conceptual paper related with your interest and major, and submit the
final term paper, including:
1. Critically review existing theories of organizational behaviors and
management.
2. Develop new propositions.
3. Propose research design and methodology.
4. Conduct empirical research to validate the research propositions (This item
will provide a bonus of your grade).
VI. Grade Policy
1. Participation/Contribution to class discussion.
2. Assigned Case Presentation
3. Mid-term Exam
4. Moodle Quizzes
5. Final Term Paper

20%
15%
20%
20%
25%

The exams will all be multiple-choice questions, T/F questions and other essay
questions. These exams questions are designed to guide the students to enrich their
knowledge about organizational theory and management.
.

VII. Contents and Schedule

Book Chapters
(Cummings and Worley)
1. General Introduction to
02/24
Organization Development.
2. The Nature of Planned Change.
3. The Organization Development
03/02
Practitioner.
4. Entering and Contracting.

Week Date
1.
2.
3.
4.
5.

Assigned Readings

03/09 5. Diagnosing
6. Collecting, Analyzing, and
Feeding Back Diagnostic
03/16
Information.
7. Designing Interventions.
03/23 8. Managing Change.

6.

03/30

7.

04/06

8.
9.

04/13
04/20

10.

04/27

11.
12.

05/4
05/11

Selected Cases:
2.1 Sunflower Incorporated
2.2 Kenworth Motors
9. Evaluating and Institutionalizing 2.3 Peppercorn Dining
Organization Development
2.4 Diagnosis and Feedback at
Interventions.
Adhikar
2.5 Managing Change: Action
Planning for the Velo V
Project in Lyon, France
Selected Cases:
10. Interpersonal and Group Process 3.1 Lincoln Hospital: ThirdApproaches.
Party Intervention
11. Organization Process
3.2 Large Group Interventions
Approaches.
at Airbus ICT
Organization
12. Structural Designs.
13. Employee Involvement.
Selected Cases:
4.1 City of Carlsbad,
California: Restructuring
14. Work Design.
the Public Works
4.2 Department
4.3 The Sullivan Hospital
System
15. Performance Management.
16. Talent Management.
Selected Cases:
17. Workforce Diversity and
5.1 Employee Benefits at
Wellness.
HealthCo
5.2 Designing and
Implementing a Reward
System at Disk Drives,
Inc.
3

13.

05/18 18. Transformational Change.

05/25
14.

15.

16.

17.

18.

19. Continuous Change.

20. Transorganization Change.

Selected Cases:
6.1 Global Mobile
Corporation
6.2 Leading Strategic Change
at DaVita: The Integration
of the Gambro Acquisition

06/1 21. Organization Development for

Economic, Ecological, and
Social Outcomes.
06/8 22. Organization Development in
Nonindustrial Settings: Health
Care, School Systems, the
Public Sector, and FamilyOwned.
06/15
Integrative Cases:
7.1 B. R. Richardson Timber
Products Corporation
23. Future Directions in
7.2 Building the Cuyahoga
Organization Development
River Valley Organization
7.3 The Transformation of
Meck Insurance
06/23 Final Presentation. Written report due.

VIII. Recommended Readings

(Subjected to minor revision)
I.

What is Theory

1.1.

Sutton, R. I. and B. M. Staw. 1995. What theory is not? Administrative

Science Quarterly, 40(3), 371-384.
Weick, K. E. 1995. What theory is not, theorizing is. Administrative Science
Quarterly, 40(3), 385-390.
Mintzberg, H. and Lampel, J. 1999. Reflecting on the strategy process. MIT
Sloan Management Review, 40(3), 21-30.
Nerur, S. P., Rasheed, A. A. and Natarajan, V. 2008. The intellectual structure
of the strategic management field: An author co-citation analysis. Strategic
Management Journal, 29, 319336.

1.2.
1.3.
1.4.

II.

Resource-Based Review
2.1 Barney, J. B. (1991). Firm resources and sustained competitive advantage.
Journal of Management, 17, 99-120.
2.2 Priem, R. L. and J. E. Butler. (2001). Tautology in the resource-based view and
the implications of externally determined resource value: Further comments.
4

Academy of Management Review, 26(1), 57-66.

2.3 Lockett, A., Thompson, S., and Morgenstern, U. (2009). The Development of
the Resource-Based View of the Firm: A Critical Appraisal. International
Journal of Management Reviews, 11(1), 928.
2.4 Barney, J. B. (2001). Is the resource-based view a useful perspective for
strategic management research? Academy of Management Review, 26(1), 4156.
2.5 Lado, A.A., Boyd, N.G., Wright, P., and Kroll, M. (2006). Paradox and
theorizing within the resource-based view. Academy of Management Review,
31(1), 115-131.
2.6 Crook, T.R., Ketchen, D.J., Combs, J.G., and Todd, S.Y. (2008). Strategic
resources and performance: A meta-analysis. Strategic Management Journal,
29(9), 11411154.
2.7 Newbert, S.L. (2007). Empirical Research on the Resource-Based View of the
Firm: An Assessment and Suggestions for Future Research. Strategic
Management Journal, 28(1), 121146.
2.8 Schmidt, J., and Keil, T. (2013). What Makes A Resource Valuable?
Identifying the Drivers of Firm Idiosyncratic Resource Value. Academy of
Management Review, 38(2), 206-228.
Application Papers:
2.9 Newbert, S.L. (2008). Value, Rareness, Competitive Advantage, and
Performance: A Conceptual Level Empirical Investigation of the ResourceBased View of the Firm. Strategic Management Journal, 29(6), 745768.
2.10 Lavie, D. (2006). The Competitive Advantage of Interconnected Firms: An
Extension of the Resource-Based View. Academy of Management Review, 3
(3), 638658.
2.11 Hsu, D.H., and Ziedonis, R.H. (2013). Resources as Dual Sources of
Advantage: Implications for Valuing Entrepreneurial-Firm Patents. Strategic
Management Journal, 34(7), 761781.
2.12 Shaw, J.D., Park, T-Y., and Kim, E. (2013). A Resource-Based Perspective
on Human Capital Losses, HRM Investments, and Organizational
Performance. Strategic Management Journal, 34(4), 572589.
III.

Transaction Cost Economics

3.1 Rindfleisch, A. and J. B. Heide. 1997. Transaction cost analysis: Past, present,
and future applications. Journal of Marketing, 61(4), 30-54.
3.2 Argyres, N. S., and Liebeskind, J. P. 1999. Contractual commitments,
bargaining power, and governance inseparability: Incorporating history into
Transaction Cost Theory. Academy of Management Review, 24(1), 49-63.
3.3 Geyskens, Inge, Steenkamp, Jan-Benedict E. M., and Kumar, Nirmalya. 2006.
Make, buy, or ally: A transaction cost theory meta-analysis. Academy of
Management Journal, 49(3), 519-543.
3.4 Tsang, Eric W. K. 2006. Behavioral assumptions and theory development: the
case of transaction cost economics. Strategic Management Journal, 27(11),
999-1011.
3.5 Kirca, A.H., Hult, T.M.G., Roth, K., Cavusgil, S.T., Perryy, M.Z., Akdeniz,
M.B., Deligonul, S.Z., Mena, J.A., Pollitte, W.A., Hoppner, J.J., Miller, J.C.,
White, R.C. (2011). Firm-Specific Assets, Multinationality, and Financial
Performance: A Meta-Analytic Review and Theoretical Integration. Academy
of Management Journal, 54(1), 47-72.
3.6 Brouthers, K. D., Brouthers, L. E., and Werner, S. (2003). Transaction cost5

enhanced entry mode choices and firm performance. Strategic Management

Journal, 24(12), 1239-1248.
3.7 Mayer, K. J., and Salomon, R. M. (2006). Capabilities, contractual hazards,
and governance: Integrating resource-based and transaction cost perspectives.
Academy of Management Journal, 49(5), 942-959.
3.8 Carter, R., and Hodgson, G.M. (2006). The Impact of Empirical Tests of
Transaction Cost Economics on the Debate on the Nature of the Firm.
Strategic Management Journal, 27(5), 461476.
Application Papers:
3.9 OBrien, J.P., David, P., Yoshikawa, T., and Delios, A. (2013). How Capital
Structure Influences Diversification Performance: A Transaction Cost
Perspective. Strategic Management Journal, early view.
3.10 Parmigiani, A. (2007). Why do Firms both Make and Buy? An Investigation
of Concurrent Sourcing. Strategic Management Journal, 28(3), 285311.
3.11 Chen, S-F.S. (2010). Transaction Cost Implication of Private Branding and
Empirical Evidence. Strategic Management Journal, 31(4), 371389.
3.12 Shervani, T.A., Frazier, G., and Challagalla, G. (2007). The Moderating
Influence of Firm Market Power on the Transaction Cost Economics Model:
An Empirical Test in A Forward Channel Integration Context. Strategic
Management Journal, 28(6), 635652.

4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8

4.9
4.10

IV. Dynamic Capability

Teece, D.J., Pisano, G., and Shuen, A. (1997). Dynamic Capabilities and Strategic
Management. Strategic Management Journal, 18(7), 509-533.
Eisenhardt, K.M., and Martin, J.A. (2000). Dynamic Capabilities: What Are They?
Strategic Management Journal, 21(10/11), 1105-1121.
Winter, S.G. (2003). Understanding Dynamic Capabilities. Strategic Management
Journal, 24(7), 991995.
Teece, D.J. (2008). Explicating Dynamic Capabilities: The Nature and
Microfoundations of (Sustainable) Enterprise Performance. Strategic Management
Journal, 28(13), 1319-1350.
Schreyogg, G., and Kliesch-Eberl, M. (2007). How Dynamic Can Organizational
Capabilities Be? Towards A Dual-process Model of Capability Dynamization.
Strategic Management Journal, 28(9), 913-933.
Barreto, I. (2010). Dynamic Capabilities: A Review of Past Research and an Agenda
for the Future. Journal of Management, 36(1), 256-280.
Peteraf, M., Di Stefano, G., and Verona, G. (2013). The Elephant in the Room of
Dynamic Capabilities: Bringing Two Diverging Conversations Together. Strategic
Management Journal, early view.
Vogel, R., and Gttel, W.H. (2012). The Dynamic Capability View in Strategic
Management: A Bibliometric Review. International Journal of Management Reviews,
early view.
Application Papers:
Shamsie, J., Martin, X., Miller, D. (2009). In with the Old, In with the New:
Capabilities, Strategies, and Performance among the Hollywood Studies. Strategic
Management Journal, 30(12), 14401452.
Capron, L., and Mitchell, W. (2009). Selection Capability: How Capability Gaps and
Internal Social Frictions Affect Internal and External Strategic Renewal. Organization
Science, 20(2), 294312.
6

4.11
4.12

5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8

5.9
5.10
5.11
5.12

6.1
6.2
6.3
6.4

Kor, Y.Y., and Mesko, A. (2013). Dynamic Managerial Capabilities: Configuration

and Orchestration of Top Executives Capabilities and The Firms Dominant Logic.
Strategic Management Journal, 34(2), 233244.
Martin, J.A. (2011). Dynamic Managerial Capabilities and the Multibusiness Team:
The Role of Episodic Teams in Executive Leadership Groups. Organization Science,
22(1), 118140.
V. Organizational Learning
March, J.G. (1991). Exploration and Exploitation in Organizational Learning.
Organization Science, 2(1), 71-87.
Gupta, A.K., Smith, K.G., and Shalley, C.E. (2006). The Interplay between
Exploration and Exploitation. Academy of Management Journal, 49(4), 693706.
Crossan, M., Lane, H., and White, R. (1999). An Organizational Learning Framework:
From Intuition to Institution. Academy of Management Review, 24(2), 522537.
Crossan, M., Maurer, C.C., and White, R.E. (2011). Reflections on the 2009 AMR
Decade Award: Do We Have A Theory of Organizational Learning? Academy of
Management Review, 36(3), 446460.
Cohen, M. W., and Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective
on Learning and Innovation. Administrative Science Quarterly, 35, 128152.
Zahra, S. A., & George, G. 2002. Absorptive Capacity: A Review,
Reconceptualization, and Extension. Academy of Management Review, 27(1), 185
203.
Lane, P.J., and Koka, B.R. (2006). The Reification of Absorptive Capacity: A Critical
Review and Rejuvenation of the Construct. Academy of Management Review, 31(4),
833863.
Sun, P.Y.T., and Anderson, M.H. (2010). An Examination of the Relationship Between
Absorptive Capacity and Organizational Learning, and a Proposed Integration.
International Journal of Management Reviews, 12(2), 130-150.
Application Papers:
Crossan, M.M., and Berdrow, I. (2003). Organizational Learning and Strategic
Renewal. Strategic Management Journal, 24(9), 10871105.
Lavie, D., and Rosenkopf, L. (2006). Balancing Exploration and Exploitation in
Alliance Formation. Academy of Management Journal, 49(4), 797818.
Lichtenthaler, U. (2009). Absorptive Capacity, Environmental Turbulence, and the
Complementarity of Organizational Learning Processes. Academy of Management
Journal, 52(4), 822846.
Vasudeva, G., and Anand, J. (2011). Unpacking Absorptive Capacity: A Study of
Knowledge Utilization from Alliance Portfolios. Academy of Management Journal,
54(3), 611623.
VI. Institutional Theory
DiMaggio, P. J., and Powell, W. W. 1983. The Iron Cage Revisited: Institutional
Isomorphism and Collective Rationality in Organizational Fields. American
Sociological Review, 48(2), 147-160.
Scott, R. W. (1987). The Adolescence of Institutional Theory. Administrative Science
Quarterly, 32(4), 493-511
Selznick, P. 1996. Institutionalism "Old" and "New." Administrative Science
Quarterly, 41(2), 270-277.
Greenwood, R., and Hinings, C.R. (1996). Understanding Radical Organizational
7

6.5
6.6
6.7
6.8

6.9
6.10
6.11
6.12

7.1
7.2
7.3
7.4
7.5

7.6
7.7

8.1

Change: Bringing together the Old and the New Institutionalism. Academy of
Management Review, 21(4), 1022-1054.
Mizruchi, M.S., and Fein, L.C. (1999). The Social Construction of Organizational
Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism.
Administrative Science Quarterly, 44(4), 653-683.
Suddaby, R., and Greenwood, R. (2005). Rhetorical strategies of legitimacy.
Administrative Science Quarterly, 50(1), 35-67.
Paraoutis, S., and Heracleous, L. (2013). Discourse Revisited: Dimensions and
Employment of First-Order Strategy Discourse during Institutional Adoption.
Strategic Management Journal, 34(8), 935956.
Kostova, T., Roth, K., and Dacin, M.T. (2008). Institutional Theory in the Study of
Multinational Corporations: A Critique and New Directions. Academy of Management
Review, 33(4), 9941006.
Application Papers:
Lok, J., and De Rond, M. (2013). On the Plasticity of Institutions: Containing and
Restoring Practice Breakdowns at the Cambridge University Boat Club. Academy of
Management Journal, 56(1), 185-207.
Kennedy, M.T., and Fiss, P.C. (2009). Institutionalization, Framing, and Diffusion:
The Logic of TQM Adoption and Implementation Decisions among US Hospitals.
Academy of Management Journal, 52(5), 897918.
Helms, W.S., Oliver, C., Webb, K. (2012). Antecedents of Settlement on a New
Institutional Practice: Negotiation of the ISO 26000 Standard on Social
Responsibility. Academy of Management Journal, 55(5), 1120-1145.
Benner, M.J., and Ranganathan, R. (2012). Offsetting Illegitimacy? How Pressures
from Securities Analysts Influence Incumbents in the Face of New Technologies.
Academy of Management Journal, 55(1), 213233.
VII. Industrial Economics
McGee, J., and Thomas, H. (1986). Strategic Groups: Theory, Research and
Taxonomy. Strategic Management Journal, 7(2), 141160.
DeSarbo, W.S., and Grewal, R. (2008). Hybrid Strategic Groups. Strategic
Management Journal, 29(3), 293-317.
DeSarbo, W.S., Grewal, R., and Wang, R. (2009). Dynamic Strategic Groups:
Deriving Spatial Evolutionary Paths. Strategic Management Journal, 30(13), 1420
1439.
Kabanoff, B., and Brown, S. (2008). Knowledge Structures of Prospectors, Analyzers,
and Defenders: Content, Structure, Stability, and Performance. Strategic Management
Journal, 29(2), 149171.
Short, J.C., Payne, G.T., and Ketchen, D.J. (2008). Research on Organizational
Configurations: Past Accomplishments And Future Challenges. Journal of
Management, 34(6), 1053-1079.
Application Papers:
McNamara, G., Deephouse, D.L., and Luce, R.A. (2003). Competitive Positioning
within and across A Strategic Group Structure: The Performance of Core, Secondary
and Solitary Firms. Strategic Management Journal, 24(2), 161181.
Mas-Ruiz, F., and Ruiz-Moreno, F. (2011). Rivalry within Strategic Groups and
Consequences for Performance. Strategic Management Journal, 32(11), 12861308.
VIII. Competitive Dynamics
Chen, M.-J. 1996. Competitor analysis and inter-firm rivalry: Towards a theoretical
integration. Academy of Management Review, 21, 100134.
8

8.2
8.3
8.4
8.5
8.6
8.7

8.8
8.9

8.10
8.11

Kilduff, G.J., Elfenbein, H.A., and Staw, B.M. (2010). The Psychology of Rivalry: A
Relationally Dependent Analysis of Competition. Academy of Management Journal,
53(5), 943969.
Chen, M-J., and Miller, D. (2012). Competitive Dynamics: Themes, Trends, and a
Prospective Research Platform. Academy of Management Annals, 6(1), 135-210.
Hutzschenreuter, T., and Israel, S. (2009). A Review of Empirical Research on
Dynamic Competitive Strategy. International Journal of Management Reviews, 11(4),
421461.
Ketchen, D.J., Snow, C.S., and Hoover, V.L. (2004). Research on Competitive
Dynamics: Recent Accomplishments and Future Challenges. Journal of Management,
30(6), 779804.
Chen, M.-J., Su, K.-H., and Tsai, W. (2007). Competitive Tension: The AwarenessMotivation-Capability Perspective. Academy of Management Journal, 50(1), 101
118.
Capron, L., and Chatain, O. (2008). Competitors Resource-Oriented Strategies:
Acting on Competitors Resources through Interventions in Factor Markets and
Political Markets. Academy of Management Review, 33(1), 97121.
Application Papers:
Upson, J.W., Ketchen, D.J., Connelly, B.L., and Ranft, A.L. (2012). Competitor
Analysis and Foothold Moves. Academy of Management Journal, 55(1), 93110.
Haleblian, J., McNamara, G., Kolev, K., and Dykes, B.J. (2012). Exploring Firm
Characteristics that Differentiate Leaders from Followers in Industry Merger Waves:
A Competitive Dynamics Perspective. Strategic Management Journal, 33(9), 1037
1052.
Chen, M-J, Lin, H-C, and Michel, J. G. (2010). Navigating in a Hypercompetitive
Environment: The Roles of Action Aggressiveness and TMT Integration. Strategic
Management Journal, 31(13), 1410-1430.
Marcel, J.J., Barr, P.S., and Duhaime, I.M. (2010). The Influence of Executive
Cognition on Competitive Dynamics. Strategic Management Journal, 32(1), 115138.