By Kirschkamp A.
Businesses have to establish dangers and probabilities of environmental adjustments so as to adapt to or potentially even to persuade them. Early caution which contains scaning and interpretation performs an immense function during this approach. while the conventional contingency procedure considers early caution as part of the organizational constitution, the prolonged contigency conception assumes the extra effect of an individual's character on early caution.
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Additional info for A Contigency-Based View of Chief Executive Officer's Early Warning Behavior: An Emirical Analysis of German Medium-Sized Companies
141 The following step is to prioritize issues. First, the organization’s strengths and weaknesses are assessed. Based on this assessment the impact of the formerly identified issues can be estimated. Also, their urgency is valued. The resulting matrix, which shows impact 134 135 136 137 138 139 140 141 See Maitlis (2005), p. 21. See Axelrod (1976), p. 23ff. Dutton, Fahey and Narayanam (1983), p. 313. , p. 315. See Weick, Sutcliffe and Obstfeld (2005). Dutton, Fahey and Narayanam (1983), p. 307f.
244. They use qualitative data and soft facts synonymously. See Gomez (1983), p. 16. See Krystek (1990), p. 69, Zimmermann (1992), p. 74 and Krystek and Müller-Stewens (1993), p. 79. For a general introduction see also Hahn and Krystek (1979), p. 76ff. and Rieser (1978), p. 51ff. For an early warning system based on indicators see Hahn (1983), p. 9. See Hahn and Klausmann (1979), p. 67. See Krystek and Müller-Stewens (1993), p. 60. In this context it is possible to differentiate between fully identical indicators, partially different indicators and non-partially identical indicators.
175. See Gerdin and Greve (2004), p. 304ff. , p. 304. See Burns and Stalker (1961). See also Lawrence and Lorsch (1967), Bourgeois, McAllister and Mitchel (1978) and Argote (1982). 30 Contingency Theory as an Approach to Explain Early Warning Behavior Part C aligned with organizational size. 203 3) WOODWARD finds that the degree of task routine has a positive influence on the degree of bureaucracy and hierarchy. Customdesign technologies and batch-technologies are found in organizations with low hierarchies and little staff, whereas mass production is found in organizations with high hierarchies.