Relevant bibliographies by topics / Threat-rigidity theory

Academic literature on the topic 'Threat-rigidity theory'

Author: Grafiati
Published: 10 December 2022
Last updated: 11 March 2023

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Journal articles on the topic "Threat-rigidity theory"

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Ketchen, David J., and Timothy B. Palmer. "Strategic Responses to Poor Organizational Performance: A Test of Competing Perspectives." Journal of Management 25, no. 5 (October 1999): 683–706. http://dx.doi.org/10.1177/014920639902500504.

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Two widely cited, yet disparate, theoretical views of the relationship between poor performance and subsequent organizational action appear in organizational research. The behavioral theory of the firm posits that poor performing organizations will make strategic changes in, for example, the products and services they offer. In contrast, the threat-rigidity perspective predicts rather conservative responses; poor performers are expected to rely on previous actions to reverse their poor outcomes. We examined these competing predictions using data from a regional sample of hospitals. The results offer support for the behavioral theory of the firm and no support for threat-rigidity. We derive several implications from these findings in an effort to guide future research.
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Joseph, Damien, Mei Ling Tan, and Soon Ang. "Is Updating Play or Work?" International Journal of Social and Organizational Dynamics in IT 1, no. 4 (October 2011): 37–47. http://dx.doi.org/10.4018/ijsodit.2011100103.

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This study proposes that IT professionals’ behavioral orientation towards IT knowledge and skills updating demands can take on two contrasting forms: updating-as-play or updating-as-work. Drawing on threat-rigidity theory (Staw, Sandelands, & Dutton, 1981), the authors hypothesize that IT professionals who feel threatened by professional obsolescence are more likely to approach updating-as-work more than as play. Results from a sample of IT professionals are consistent with threat-rigidity theory (Staw et al., 1981) in that the threat of professional obsolescence is negatively related to updating-as-play and is positively related to updating-as-work. The authors also find that updating-as-play is negatively related to turnaway intentions and that updating-as-work is positively related to turnover intentions; these findings are consistent with IT theories of job mobility. The authors conclude this study with a discussion of these results and propose future research directions.
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Fernández-Menéndez, José, Óscar Rodríguez-Ruiz, José-Ignacio López-Sánchez, and María Isabel Delgado-Piña. "Innovation in the aftermath of downsizing: evidence from the threat-rigidity perspective." Personnel Review 49, no. 9 (March 20, 2020): 1859–77. http://dx.doi.org/10.1108/pr-02-2019-0082.

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PurposeThe purpose of this paper is to study how job reductions affect product innovation and marketing innovation in a sample of 2,034 Spanish manufacturing firms in the period 2007–2014.Design/methodology/approachPoisson and logistic regression models with random effects were used to analyse the impact of downsizing on some innovation outcomes of firms.FindingsThe results of this research show that the stressful measure of job reductions may have unexpected consequences, stimulating innovation. However downsizing combined with radical organisational changes such as new equipment, techniques or processes seems to have a negative impact on product and marketing innovation.Originality/valueThis research has two original features. First, it explores the unconventional direction of causality from the planned elimination of jobs to innovation outputs. Secondly, the paper looks at the combined effect of downsizing and other restructuring measures on different types of innovation. Following the threat-rigidity theory, we assume that this combination represents a major threat for survivors that leads to lower levels of product and marketing innovation.
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Alessandri, Todd, Daniele Cerrato, and Donatella Depperu. "Organizational slack, experience, and acquisition behavior across varying economic environments." Management Decision 52, no. 5 (June 10, 2014): 967–82. http://dx.doi.org/10.1108/md-11-2013-0608.

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Purpose – The purpose of this paper is to examine the effects of the organizational slack and acquisition experience on acquisition behavior across varying environmental conditions. Drawing from behavioral theory and the threat-rigidity hypothesis, the paper explores firm acquisition behavior, in terms of type of acquisitions, before and during the recent economic downturn. Design/methodology/approach – Using data on 385 acquisitions in Italy in the period 2007-2010, the paper tests hypotheses on how organizational slack and acquisition experience influence the likelihood of cross-border and diversifying acquisitions relative to domestic, non-diversifying acquisitions prior to and during the economic downturn. Findings – Results suggest that the availability of financial resources and acquisition experience both have an important influence on acquisition behavior. Firms with greater slack and acquisition experience were more likely to make diversifying and/or cross-border acquisitions, compared to domestic non-diversifying acquisitions, particularly during an economic downturn, than firms with lower levels of slack and acquisition experience. Originality/value – The paper extends behavioral theory and threat-rigidity hypothesis, highlighting their applicability to acquisition behavior across varying economic conditions. Slack resources and acquisition experience appear to be particularly salient during challenging economic times.
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Shimizu, Katsuhiko. "Prospect Theory, Behavioral Theory, and the Threat-Rigidity Thesis: Combinative Effects on Organizational Decisions to Divest Formerly Acquired Units." Academy of Management Journal 50, no. 6 (December 2007): 1495–514. http://dx.doi.org/10.5465/amj.2007.28226158.

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Latham, Scott F., and Michael Braun. "Managerial Risk, Innovation, and Organizational Decline." Journal of Management 35, no. 2 (February 5, 2008): 258–81. http://dx.doi.org/10.1177/0149206308321549.

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This article introduces managers' personal risk considerations into the relationship between organizational decline and innovation. The agency-based perspective is used to complement threat rigidity theory and prospect theory in examining how managerial ownership and slack resources affect managers' innovation decisions when firms experience poor performance. The findings indicate that more managerial ownership decelerates innovation spending. The availability of slack resources also reduces the rate of innovation investments. Firms with more slack resources and higher levels of managerial ownership jointly reduce innovation under circumstances of decline. Last, poorly performing firms that continue investments in innovation exhibit a lower probability of survival.
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Sirmon, David G., Jean–Luc Arregle, Michael A. Hitt, and Justin W. Webb. "The Role of Family Influence in Firms’ Strategic Responses to Threat of Imitation." Entrepreneurship Theory and Practice 32, no. 6 (November 2008): 979–98. http://dx.doi.org/10.1111/j.1540-6520.2008.00267.x.

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We integrate theory on the resource–based view and threat rigidity with family business research to explain the role family influence plays in responding to threats of imitation. As opposed to family control, we find that family influence affects resource management actions taken in response to threats of imitation. Specifically, results show that R&D investment and internationalization actions mediate the relationship between imitability and performance. However, we find that family–influenced firms are less rigid in their responses to such threats, reducing R&D and internationalization significantly less than firms without family influence.
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Wynen, Jan, Jan Boon, Bjorn Kleizen, and Koen Verhoest. "How Multiple Organizational Changes Shape Managerial Support for Innovative Work Behavior: Evidence From the Australian Public Service." Review of Public Personnel Administration 40, no. 3 (February 10, 2019): 491–515. http://dx.doi.org/10.1177/0734371x18824388.

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Public organizations were once seen as the epitome of stability and implacability. More recently, however, public organizations have been subject to fast-paced environmental change. One common response to the challenges posed by these volatile environments has been the adoption of various organizational changes to make public organizations more adaptable. However, following threat-rigidity theory, this study argues that as employees perceive multiple organizational changes, managerial support for innovative work behavior (IWB) of employees decreases. Analyses on the Australian Public Service (APS) employee census support these assertions. Our results contribute to the literatures on work behavior, organizational innovation, and human resources management, by demonstrating that multiple organizational changes negatively affect managerial support for IWB of individual employees, which may—through their negative impact on individual-level innovations—ultimately affect the very adaptability of organizations that many changes aspire to achieve.
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Zhang, Ark Fangzhou, Danielle Livneh, Ceren Budak, Lionel Robert, and Daniel Romero. "Shocking the Crowd: The Effect of Censorship Shocks on Chinese Wikipedia." Proceedings of the International AAAI Conference on Web and Social Media 11, no. 1 (May 3, 2017): 367–76. http://dx.doi.org/10.1609/icwsm.v11i1.14895.

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Collaborative crowdsourcing has become a popular approach to organizing work across the globe. Being global also means being vulnerable to shocks — unforeseen events that disrupt crowds — that originate from any country. In this study, we examine changes in collaborative behavior of editors of Chinese Wikipedia that arise due to the 2005 government censorship in mainland China. Using the exogenous variation in the fraction of editors blocked across different articles due to the censorship, we examine the impact of reduction in group size, which we denote as the shock level, on three collaborative behavior measures: volume of activity, centralization, and conflict. We find that activity and conflict drop on articles that face a shock, whereas centralization increases. The impact of a shock on activity increases with shock level, whereas the impact on centralization and conflict is higher for moderate shock levels than for very small or very high shock levels. These findings provide support for threat rigidity theory — originally introduced in the organizational theory literature — in the context of large-scale collaborative crowds.
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Uhrin, Ákos, José Moyano-Fuentes, and Sebastián Bruque Cámara. "Firm risk and self-reference on past performance as main drivers of lean production implementation." Journal of Manufacturing Technology Management 31, no. 3 (November 4, 2019): 458–78. http://dx.doi.org/10.1108/jmtm-02-2019-0074.

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Purpose The purpose of this paper is to investigate the role of external and internal sources of variability on the degree of lean production implementation. For this, this paper analyzes the effects of environmental risk and the company’s past operational performance on the level of lean production implementation. Design/methodology/approach Utilizing the reasoning of prospect theory and the threat-rigidity hypothesis, three hypotheses have been developed as to the impact of internal and external sources of variability on the degree of lean production implementation. A questionnaire has been developed to test the hypotheses of the paper on a sample of first-tier suppliers in the Spanish automotive industry. The methodology comprises a combination of hierarchical regression analysis and mediation analysis. Findings In line with the propositions of prospect theory, the results obtained show support for the influence of firm risk and past operational performance variability in terms of undertaking decisions that favor further progress in lean production implementation. Originality/value This paper contributes to the explanation of the circumstances that ultimately lead to the implementation of lean production. Consequently, the impact of the external and internal environment influences a company’s commitment to increasing its level of lean production implementation and fosters managers’ strategic decision making. Furthermore, its implementation could help guarantee firm survival.
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Dissertations / Theses on the topic "Threat-rigidity theory"

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Lucero, Tamu. "The Relationship between the Degree of Threat-Rigidity Principals Perceive in their School Environment and Principals’ Belief in a Just World." Ohio University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1344309593.

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Persson, Elin, and Pauline Frelet. " How changes in banks in Västerbotten are linked to the current financial crisis, but are still normal organizational development : "Yes, but..."." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-25621.

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Title: Yes, but… - How changes in banks in Västerbotten are linked to the current financial crisis, but are still normal organizational development Background: In the beginning of the 90’s, there was a financial crisis in Sweden which hit Swedish banks hard. The Swedish bank Gota banken went bankrupt and Nordbanken was taken over by the government, in large part because of their apathetic reactions to the situation they were so surprised to find themselves in. Today, almost 20 years later, the banks of Sweden find themselves in a new crisis. Because of the important position banks have in society, it is extremely important that they remain stable and have the capacity to ride out a crisis situation comfortably. As the banks did not show any crisis management strategy or skills in the 1992 crisis, it is relevant to explore if the previous experience has given Swedish banks the ability to handle a crisis situation in an efficient way. Purpose: The purpose of this study is to apply organizational development theory, crisis management theory and adversity reaction theory to the primary data collected from the interviews with the banks and through that analyze if Swedish banks are acting to prevent the financial crisis from affecting them badly. Method: The study has a hermeneutical approach and was carried out by interviewing managers from the five major banks in Västerbotten. The primary data collected has been analyzed to get an understanding of the current development in the banks and its possible link to the financial crisis. Conclusion: We found that banks are constantly changing in order to keep up with their competitors, changes in technology, society and the increasing demands from customers. The current events and changes in the banks are undoubtedly linked to the financial crisis, it has accelerated change, it has slowed down ongoing processes and it has facilitated harder decisions and less popular changes. But the crisis has not caused drastic changes in the organizations or their way of doing business. In fact, it can be said that the changes due to the financial crisis is normal organizational development, as the banks have responded to it in much the same fashion as they do to all changes in the external environment. Key words: crisis management, organizational development, threat rigidity, prospect theory, financial crisis
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Book chapters on the topic "Threat-rigidity theory"

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Joseph, Damien, Mei Ling Tan, and Soon Ang. "Is Updating Play or Work?" In Integrations of Technology Utilization and Social Dynamics in Organizations, 20–30. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-1948-7.ch002.

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This study proposes that IT professionals’ behavioral orientation towards IT knowledge and skills updating demands can take on two contrasting forms: updating-as-play or updating-as-work. Drawing on threat-rigidity theory (Staw, Sandelands, & Dutton, 1981), the authors hypothesize that IT professionals who feel threatened by professional obsolescence are more likely to approach updating-as-work more than as play. Results from a sample of IT professionals are consistent with threat-rigidity theory (Staw et al., 1981) in that the threat of professional obsolescence is negatively related to updating-as-play and is positively related to updating-as-work. The authors also find that updating-as-play is negatively related to turnaway intentions and that updating-as-work is positively related to turnover intentions; these findings are consistent with IT theories of job mobility. The authors conclude this study with a discussion of these results and propose future research directions.
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