Managers as agents without principals : an empirical examination of agency and constituency perspectives

Includes bibliographical references (p. 28-30)

Organizational Decision-Making: An Exploration of Binary Choice Situations in Bank Loan Decisions

147 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1975.U of I OnlyRestricted to the U of I community idenfinitely during batch ingest of legacy ETD

Managers as Agents Without Principals: An Empirical Examination of Agency and Constituency Perspectives

This study empirically investigated the propositions generated from agency and constituency perspectives about the nature of the managerial role. The managerial role was conceptualized as an integral part of the existing outcome interdependencies and power relations among a set of constituencies. By using time-series data on 160 companies in 10 manufacturing industries and performing three-stage least squares (3SLS) analyses, it was found that both competitive and symbiotic outcome interdependencies exist among the constituencies of organizations, and that these interdependencies are related to the long-term average outcomes of these constituencies. The implications of thesefindings for the symbolic role of managers is discussed.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/68941/2/10.1177_014920638601200404.pd

How Institutional and Ecological Forces Shape the Career Profiles of Organizational Leaders: An Analysis of US Law School Deans, 1894–2009

How do macro social forces shape the career profiles of organizational leaders? The aim of the article is to answer this question by examining how institutional and ecological forces have influenced the careers of law school deans in the US from the late 19th century to the present. Specifically, we focus on the coexistence of two social forces—professionalization and the diversity of an organizational population. On the one hand, we view professionalization as a converging institutional force that promotes homogeneity among leader career profiles. The diversity of an organizational population, on the other hand, is viewed as a diverging ecological force that increases heterogeneity among leader career profiles. We show how these two opposing forces have left different imprints on leader career profiles with a unique career data of 1396 deans in American law schools from 1894 to 2009. We utilize optimal matching analysis to assess the degree of similarity (or dissimilarity) among deans’ career sequences and test our hypotheses. This study contributes to our understanding of the link between macro social transformations and leader career profiles

The use of scaling and cluster techniques in investigating the social structure of organizations / 212

Includes bibliographical references (p. 38-40)