Suchergebnisse

The paper examines the search behavior of 380 movers who were interviewed within four months of moving to a new location. An indices of search behavior are established consisting of measurements of intensity of search, a search cluster and an index on the concentration of the search. A feature of the study is that data on all houses searched are included; as well as the actual house selected. The results indicate that the residential search behavior is a minimizing process. Only two to four houses were examined and the search time was less than a month. The search cluster data indicate that there was limited search in a spatial sense with inner city searchers which include the poor and some ethnic groups, as having the smallest search. From a locational point of view the inner areas portrayed intensive and clustered behavioral patterns while the suburban searchers were more casual and dispersed in their investigations.

This paper originally appeared in "Organization Science" / Vol 9, No.5. September-October 1998, and is reprinted with permission. ; At the dawn of the twenty-first century, we are in the midst of a revolution that has been called variously the post-industrial society (Bell 1973), the third wave (Tofler 1980), the information revolution (Naisbitt 1983), and the post-capitalist society (Drucker 1993). We do not yet perceive the entire scope of the transformation occurring, but we know that it is global, that it is based on unprecedented access to information. and that since more people have access to information than ever before, that it is potentially a democratic revolution. Perhaps the management of knowledge development and knowledge creation is becoming the most important responsibility for managers as we enter the twenty-first century. Indeed, ideas generated by various streams and movements including socio-technical design, total quality management, re-engineering, remind us that the fundamental shift we are experiencing involves empowering people at all levels to initiate innovative solutions in an effort to improve processes.

After discussing the nature of improvisation and the unique challenges and dangers implicit in the learning task that jazz improvisers create for themselves, the author broadly outlines seven characteristics that allow jazz bands to improvise coherently and maximize social innovation in a coordinated fashion. He also draws on his own experience as a jazz pianist. Finally, implications for organizational design and managing for learning are suggested.

This article examines the construction of hegemonic masculinity within the US Navy. Based on life history interviews with 27 male officers, this study explores alternative discourses and identities of officers from three different communities in the Navy: aviation, surface warfare, and the supply corps. Definitions of masculinity are relationally constructed through associations of difference: aviators tend to draw upon themes of autonomy and risk taking; surface warfare officers draw upon themes of perseverance and endurance; and supply officers draw upon themes of technical rationality. Further,these masculinities depend upon various contrasting definitions of femininity. Finally,this article explores a series of contradictions that threaten the secure construction of masculinity within this military culture.

The DoD is a large, bureaucratic, rule-intensive organization that may no longer be best suited for its new environment. Building upon prior, multidisciplinary research, we draw upon the best knowledge and practice in change management, and analyze transformation from the classic Hierarchy to the Edge-like Holonistic organization, which offers excellent potential for performance improvement. Such analysis focuses on the processes of change from one organizational form to another and leads to the generation of transformational plans, which can be used by acquisition leaders, practitioners and policy makers to outline steps--and leaps--required to affect fundamental organizational change. We also build upon prior work on computational modeling and experimentation to develop models of the transformation process, and we explore such models to emulate the behavior of the alternate transformational plans noted above. By modeling and experimenting with processes of change, as opposed to processes of ongoing organizational routines, we begin to extend the state-of--the-art in computational modeling and experimentation. Practically, answers to our research questions have direct and immediate application to acquisition leaders and policy makers. Theoretically, we generalize to broad classes of organizational transformations and prescribe a novel set of organizational redesign guides.--p. i. ; Approved for public release; distribution is unlimited.

The following article is taken as an excerpt from the proceedings of the annual Acquisition Research Program. This annual event showcases the research projects funded through the Acquisition Research Program at the Graduate School of Business and Public Policy at the Naval Postgraduate School. Featuring keynote speakers, plenary panels, multiple panel sessions, a student research poster show and social events, the Annual Acquisition Research Symposium offers a candid environment where high-ranking Department of Defense (DoD) officials, industry officials, accomplished faculty and military students are encouraged to collaborate on finding applicable solutions to the challenges facing acquisition policies and processes within the DoD today. By jointly and publicly questioning the norms of industry and academia, the resulting research benefits from myriad perspectives and collaborations which can identify better solutions and practices in acquisition, contract, financial, logistics and program management. For further information regarding the Acquisition Research Program, electronic copies of additional research, or to learn more about becoming a sponsor, please visit our program website at: www.acquisitionresearch.org. For further information on or to register for the next Acquisition Research Symposium during the third week of May, please visit our conference website at: www.researchsymposium.org.;The DoD is a large, bureaucratic, rule-intensive organization that may no longer be best suited for its new environment. Building upon prior, multidisciplinary research, we draw upon the best knowledge and practice in change management, and analyze transformation from the classic Hierarchy to the Edge-like Holonistic organization, which offers excellent potential for performance improvement. Such analysis focuses on the processes of change from one organizational form to another and leads to the generation of transformational plans, which can be used by acquisition leaders, practitioners and policy makers to outline steps--and leaps--required to affect fundamental organizational change. We also build upon prior work on computational modeling and experimentation to develop models of the transformation process, and we explore such models to emulate the behavior of the alternate transformational plans noted above. By modeling and experimenting with processes of change, as opposed to processes of ongoing organizational routines, we begin to extend the state-of-the-art in computational modeling and experimentation. Practically, answers to our research questions have direct and immediate application to acquisition leaders and policy makers. Theoretically, we generalize to broad classes of organizational transformations and prescribe a novel set of organizational redesign guides. ; Third Annual Acquisition Research Symposium ; Approved for public release; distribution is unlimited.