Robert Kazanjian - Academia.edu (original) (raw)
Papers by Robert Kazanjian
Proceedings - Academy of Management, Aug 1, 1984
Organization Studies, 1999
The role of the organization's resources and capabilities in its competitive advantage, and, ... more The role of the organization's resources and capabilities in its competitive advantage, and, by extension, its performance, has become a topic of renewed interest. Although the importance of capabilities is the basis of much of this research, there is little work which investigates how capabilities are actually created. This paper empirically assesses the role of management in the creation of capability within organizations over time. Of five hypotheses, two were fully supported, and partial support was found for a third. We find that managerial advocacy in the form of specialized directors of sub-units, and the number of executives on the top management team, influence capability creation as does the existence of formalized rules related to resource allocation. CEO background was found to have no effect. The results present the initial outlines of how competencies might be created and suggest avenues for further inquiry.
Academy of Management Review, Apr 1, 1987
Research across various disciplines has ad-vanced our knowledge of diversified firms. A range of ... more Research across various disciplines has ad-vanced our knowledge of diversified firms. A range of diversification strategies has been de-fined and the performance of firms adopting them has been explored (Montgomery, 1979; Rumelt, 1974; Wrigley, 1970). Also, organizing and ...
West Pub. Co. eBooks, 1986
Publikationsansicht. 9200796. Strategy implementation : structure, systems, and process / Jay R. ... more Publikationsansicht. 9200796. Strategy implementation : structure, systems, and process / Jay R. Galbraith, Robert K. Kazanjian (1986). ...
Journal of Business Venturing, 1989
Many neM' \benture.sfuil as a result oftheir inahilin to navigate .succe.ssfLd!\ EXECUTIVE throug... more Many neM' \benture.sfuil as a result oftheir inahilin to navigate .succe.ssfLd!\ EXECUTIVE through the developmenttrl challenges posed bx rapid gro\lxth. These is5ue.s SUMMARY are particular& salient for founder-0bvner.s \vho often have dij$culty, in authorizing a more formal struc'ture than the,filce-to-face. personal mode of operating that led to the organization's initial .succe.s.se.s. This article focuses on the der~elopmental transition qf decisionmaking processes when pre\iou.s strengths. such as infbrmalit!, ma! become weaknesses. As the taenture becomes more complex, problems are more divergent and less able to be resolved by a single indiL,idual or team, The sheer rate qf grocclth can stress the capabilities of the e.Csting structure. The key dilemma for an organization is ho,%, to get the necessar? claric and accountabilic u?thout the rigidi and loss qf creativity and motivation that often attends a restructuring. The authors argue that the process and structure of responsibility charting can be a usqfLr1 tool both to diagnose and to intervene during critical transitions. Through tlvo case e.uamples, the authors assert that the process and results qf responsibilic charting allow groups to set the rules bvithin rz3hic.h they and others will reach the substantivtp decisions. One of the most powecfu:ful aspects of the process is that it allows a group to discuss the dtficult issues oj'power and authority. Responsibilic charting ties discussions about participation and iqjluence to task-related reason.s und assures that discussions about who should be involved hinge on the value that their participation bvould add to the decision, Some caveuts to using the process are presented.
Cambridge University Press eBooks, Dec 24, 2009
Journal of Business Venturing, May 1, 1990
Stage of growth developmental models have traditionally been used to Aance our understanding of t... more Stage of growth developmental models have traditionally been used to Aance our understanding of the organizational creation and growth SUMMARY process. Until recently, most of this literature has been primarily conceptual and descriptive. This paper presents a stage of growth model theorized to hold for technology based new ventures. The model consists of four stages (Conception and Development, Commercialization, Growth, and Stability) and views each stage of growth as a reflection of the dominant problems faced over the course of growth by the venture. The model predicts that the organization of a venture will be a function of the dominant problems that define a stage of growth. More specifically, it is argued that a technology based venture's rate of growth depends, in part, on the consistency or "'fit" between its stage of growth and certain structural features of its organization, including decision-making centralization and formalization, and functional specialization in the areas of marketing and sales, manufacturing, and engineeringltechnology. Data were collected from 105 technology based ventures in the electronics, computer, and peripherals industries to test the model. The results were generally consistent with the theory and showed that centralization of decision-making decreased as the firms moved to higher stages, while formalization of decision making increased in higher stages. Specialization of roles in the functional areas of manufacturing and marketing also increased by stage: however, specialization in the engineering and technology functions remained high across all stages. The contingency hypothesis was also supported, indicating that technology based ventures growth is partially attributable to the fit between a venture's stage of growth and aspects of its structure. These findings indicate that dtrerent patterns of decision-making and functional specialization are required at each stage tf growth is to be achieved. As such, this research validates a long standing but untested belief in the venture management field that performance of new ventures depends upon,
Academy of Management Journal, Jun 1, 1988
Two studies investigating the growth patterns of new ventures are presented. In the first study, ... more Two studies investigating the growth patterns of new ventures are presented. In the first study, a stage-of-growth model theorized to apply specifically to tecbnology-based new ventures was developed from two cases. Stages are described as a configuration of organizational design variables representing a firm's response to Ibe sets of dominant problems i(faces at sequential times. The second study explored relationships between stages of growtb and a theorized pattern of dominant problems using a data base of 105 firms. Partial support emerged for the link between dominant problems and stages of growth. Academy o/Management /ournal June
Proceedings - Academy of Management, Aug 1, 1987
This paper introduces a categorical data analysis technique called Hildebrand's del. The adva... more This paper introduces a categorical data analysis technique called Hildebrand's del. The advantages of del are; it allows for the testing of customized prediction rules, it provides a strength of a...
John Wiley & Sons, Ltd eBooks, Apr 16, 2008
Elsevier eBooks, 2012
Publisher Summary Individual characteristics such as personality, cognitive abilities, and intell... more Publisher Summary Individual characteristics such as personality, cognitive abilities, and intelligence have all been linked to creativity. Creativity at the individual level has been related to constructs as varied as: team cohesiveness, diversity, tenure and degree of cooperation among group members, job design, supervisory style, and the provision of performance feedback. Theories of creativity typically emphasize the role of individuals or small groups, with little or no recognition that creative tasks might well be embedded in larger organizational efforts entailing task interdependencies between units or across complex organizational systems. There are several opportunities for additional theoretical development related to knowledge management, creativity, and organizational learning. A deeper understanding of the organizational and psychological barriers to organizational learning would certainly comprise a worthy extension to existing research related to creativity.
Human Resource Management, 1986
The implementation of manufacturing process innovations is explored through a case study that foc... more The implementation of manufacturing process innovations is explored through a case study that focuses on the steps taken to develop and implement a successful proprietary, computer-based parts planning process by a firm in the aerospace industry. The issues of the case are analyzed using a conceptualfiamaoork that considers successful irnplementation to be a function Df the nature of the innovation, the appropriafe configuration of organizational sfructute, and the existence of a constellation of critical staffing roles. lmplications for human resource management are discussed as well. * We would like to thank the Career and Strategy Centers of the Columbia University Graduate School of Business Administration for support of this research.
Palgrave Macmillan eBooks, Oct 8, 2013
Academy of Management Journal, Dec 1, 1993
This article introduces to the organizational sciences a relatively new cross-classification anal... more This article introduces to the organizational sciences a relatively new cross-classification analysis technique based on a statistic called Hildebrand's del. Del is shown to be superior to the other means available for analyzing cross-classification data for several reasons. Its most notable features are that it allows a researcher to develop and test explicit a priori predictions where other procedures do not, provides a strengthof-association measure, and is independent of sample size. The del procedure is compared to traditional approaches to analyzing crossclassification data by testing a theory of chief executive succession and top management team development in tecbnology-based new ventures.
University Microfilms International eBooks, 1983
Cambridge University Press eBooks, Dec 24, 2009
Academy of Management Review, Oct 1, 1993
Diversified firms can obtain benefits from information asymmetries and economies of scope. Each s... more Diversified firms can obtain benefits from information asymmetries and economies of scope. Each source of benefits is based on different underlying mechanisms. Attaining benefits relies on the adoption of appropriate organization structures and processes, which should ...
Academy of Management Journal, Jun 1, 1988
Proceedings - Academy of Management, Aug 1, 1984
Organization Studies, 1999
The role of the organization's resources and capabilities in its competitive advantage, and, ... more The role of the organization's resources and capabilities in its competitive advantage, and, by extension, its performance, has become a topic of renewed interest. Although the importance of capabilities is the basis of much of this research, there is little work which investigates how capabilities are actually created. This paper empirically assesses the role of management in the creation of capability within organizations over time. Of five hypotheses, two were fully supported, and partial support was found for a third. We find that managerial advocacy in the form of specialized directors of sub-units, and the number of executives on the top management team, influence capability creation as does the existence of formalized rules related to resource allocation. CEO background was found to have no effect. The results present the initial outlines of how competencies might be created and suggest avenues for further inquiry.
Academy of Management Review, Apr 1, 1987
Research across various disciplines has ad-vanced our knowledge of diversified firms. A range of ... more Research across various disciplines has ad-vanced our knowledge of diversified firms. A range of diversification strategies has been de-fined and the performance of firms adopting them has been explored (Montgomery, 1979; Rumelt, 1974; Wrigley, 1970). Also, organizing and ...
West Pub. Co. eBooks, 1986
Publikationsansicht. 9200796. Strategy implementation : structure, systems, and process / Jay R. ... more Publikationsansicht. 9200796. Strategy implementation : structure, systems, and process / Jay R. Galbraith, Robert K. Kazanjian (1986). ...
Journal of Business Venturing, 1989
Many neM' \benture.sfuil as a result oftheir inahilin to navigate .succe.ssfLd!\ EXECUTIVE throug... more Many neM' \benture.sfuil as a result oftheir inahilin to navigate .succe.ssfLd!\ EXECUTIVE through the developmenttrl challenges posed bx rapid gro\lxth. These is5ue.s SUMMARY are particular& salient for founder-0bvner.s \vho often have dij$culty, in authorizing a more formal struc'ture than the,filce-to-face. personal mode of operating that led to the organization's initial .succe.s.se.s. This article focuses on the der~elopmental transition qf decisionmaking processes when pre\iou.s strengths. such as infbrmalit!, ma! become weaknesses. As the taenture becomes more complex, problems are more divergent and less able to be resolved by a single indiL,idual or team, The sheer rate qf grocclth can stress the capabilities of the e.Csting structure. The key dilemma for an organization is ho,%, to get the necessar? claric and accountabilic u?thout the rigidi and loss qf creativity and motivation that often attends a restructuring. The authors argue that the process and structure of responsibility charting can be a usqfLr1 tool both to diagnose and to intervene during critical transitions. Through tlvo case e.uamples, the authors assert that the process and results qf responsibilic charting allow groups to set the rules bvithin rz3hic.h they and others will reach the substantivtp decisions. One of the most powecfu:ful aspects of the process is that it allows a group to discuss the dtficult issues oj'power and authority. Responsibilic charting ties discussions about participation and iqjluence to task-related reason.s und assures that discussions about who should be involved hinge on the value that their participation bvould add to the decision, Some caveuts to using the process are presented.
Cambridge University Press eBooks, Dec 24, 2009
Journal of Business Venturing, May 1, 1990
Stage of growth developmental models have traditionally been used to Aance our understanding of t... more Stage of growth developmental models have traditionally been used to Aance our understanding of the organizational creation and growth SUMMARY process. Until recently, most of this literature has been primarily conceptual and descriptive. This paper presents a stage of growth model theorized to hold for technology based new ventures. The model consists of four stages (Conception and Development, Commercialization, Growth, and Stability) and views each stage of growth as a reflection of the dominant problems faced over the course of growth by the venture. The model predicts that the organization of a venture will be a function of the dominant problems that define a stage of growth. More specifically, it is argued that a technology based venture's rate of growth depends, in part, on the consistency or "'fit" between its stage of growth and certain structural features of its organization, including decision-making centralization and formalization, and functional specialization in the areas of marketing and sales, manufacturing, and engineeringltechnology. Data were collected from 105 technology based ventures in the electronics, computer, and peripherals industries to test the model. The results were generally consistent with the theory and showed that centralization of decision-making decreased as the firms moved to higher stages, while formalization of decision making increased in higher stages. Specialization of roles in the functional areas of manufacturing and marketing also increased by stage: however, specialization in the engineering and technology functions remained high across all stages. The contingency hypothesis was also supported, indicating that technology based ventures growth is partially attributable to the fit between a venture's stage of growth and aspects of its structure. These findings indicate that dtrerent patterns of decision-making and functional specialization are required at each stage tf growth is to be achieved. As such, this research validates a long standing but untested belief in the venture management field that performance of new ventures depends upon,
Academy of Management Journal, Jun 1, 1988
Two studies investigating the growth patterns of new ventures are presented. In the first study, ... more Two studies investigating the growth patterns of new ventures are presented. In the first study, a stage-of-growth model theorized to apply specifically to tecbnology-based new ventures was developed from two cases. Stages are described as a configuration of organizational design variables representing a firm's response to Ibe sets of dominant problems i(faces at sequential times. The second study explored relationships between stages of growtb and a theorized pattern of dominant problems using a data base of 105 firms. Partial support emerged for the link between dominant problems and stages of growth. Academy o/Management /ournal June
Proceedings - Academy of Management, Aug 1, 1987
This paper introduces a categorical data analysis technique called Hildebrand's del. The adva... more This paper introduces a categorical data analysis technique called Hildebrand's del. The advantages of del are; it allows for the testing of customized prediction rules, it provides a strength of a...
John Wiley & Sons, Ltd eBooks, Apr 16, 2008
Elsevier eBooks, 2012
Publisher Summary Individual characteristics such as personality, cognitive abilities, and intell... more Publisher Summary Individual characteristics such as personality, cognitive abilities, and intelligence have all been linked to creativity. Creativity at the individual level has been related to constructs as varied as: team cohesiveness, diversity, tenure and degree of cooperation among group members, job design, supervisory style, and the provision of performance feedback. Theories of creativity typically emphasize the role of individuals or small groups, with little or no recognition that creative tasks might well be embedded in larger organizational efforts entailing task interdependencies between units or across complex organizational systems. There are several opportunities for additional theoretical development related to knowledge management, creativity, and organizational learning. A deeper understanding of the organizational and psychological barriers to organizational learning would certainly comprise a worthy extension to existing research related to creativity.
Human Resource Management, 1986
The implementation of manufacturing process innovations is explored through a case study that foc... more The implementation of manufacturing process innovations is explored through a case study that focuses on the steps taken to develop and implement a successful proprietary, computer-based parts planning process by a firm in the aerospace industry. The issues of the case are analyzed using a conceptualfiamaoork that considers successful irnplementation to be a function Df the nature of the innovation, the appropriafe configuration of organizational sfructute, and the existence of a constellation of critical staffing roles. lmplications for human resource management are discussed as well. * We would like to thank the Career and Strategy Centers of the Columbia University Graduate School of Business Administration for support of this research.
Palgrave Macmillan eBooks, Oct 8, 2013
Academy of Management Journal, Dec 1, 1993
This article introduces to the organizational sciences a relatively new cross-classification anal... more This article introduces to the organizational sciences a relatively new cross-classification analysis technique based on a statistic called Hildebrand's del. Del is shown to be superior to the other means available for analyzing cross-classification data for several reasons. Its most notable features are that it allows a researcher to develop and test explicit a priori predictions where other procedures do not, provides a strengthof-association measure, and is independent of sample size. The del procedure is compared to traditional approaches to analyzing crossclassification data by testing a theory of chief executive succession and top management team development in tecbnology-based new ventures.
University Microfilms International eBooks, 1983
Cambridge University Press eBooks, Dec 24, 2009
Academy of Management Review, Oct 1, 1993
Diversified firms can obtain benefits from information asymmetries and economies of scope. Each s... more Diversified firms can obtain benefits from information asymmetries and economies of scope. Each source of benefits is based on different underlying mechanisms. Attaining benefits relies on the adoption of appropriate organization structures and processes, which should ...
Academy of Management Journal, Jun 1, 1988