東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Mission goes corporate: Employee beh...

Harvard University.

Linked to FindBook

Google Book

Amazon

博客來

Mission goes corporate: Employee behavior in a mission-driven business.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Mission goes corporate: Employee behavior in a mission-driven business./
Author:	Besharov, Marya Lisl.
Description:	153 p.
Notes:	Adviser: Peter V. Marsden.
Contained By:	Dissertation Abstracts International69-04A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3312293
ISBN:	9780549614500

Mission goes corporate: Employee behavior in a mission-driven business.
Besharov, Marya Lisl.

Mission goes corporate: Employee behavior in a mission-driven business. - 153 p.

Adviser: Peter V. Marsden.

Thesis (Ph.D.)--Harvard University, 2008.

Mission-driven businesses represent a hybrid organizational form that combines two types of motivation and control systems: one based on purposive incentives and attachment to the mission, typically found in non-profit and voluntary organizations, the other based on elements of bureaucratic control common in conventional for-profit businesses, such as standardization and formal rules and routines. In this dissertation, I use a multi-site field study of a mission-driven business, Whole Foods Market, to examine how one such firm resolves a central challenge facing all organizations, that of generating effort and cooperation from organizational members. With data from interviews, observations, and surveys, I examine the importance of mission to employees (mission valence) and the consequences for behavior and attachment to the firm. I find that there is variation in mission valence, and that this variation is associated with differences in how employees behave, both when they have discretion over their work and when faced with formal rules and routines.

ISBN: 9780549614500Subjects--Topical Terms:

626628
Business Administration, Management.

Mission goes corporate: Employee behavior in a mission-driven business.
LDR:03441nmm 2200301 a 45 001 885717
005 20101005
008 101005s2008 eng d
020 $a 9780549614500
035 $a (UMI)AAI3312293
035 $a AAI3312293
040 $a UMI $c UMI
100 1 $a Besharov, Marya Lisl. $3 1057362
245 1 0 $a Mission goes corporate: Employee behavior in a mission-driven business.
300 $a 153 p.
500 $a Adviser: Peter V. Marsden.
500 $a Source: Dissertation Abstracts International, Volume: 69-04, Section: A, page: 1561.
502 $a Thesis (Ph.D.)--Harvard University, 2008.
520 $a Mission-driven businesses represent a hybrid organizational form that combines two types of motivation and control systems: one based on purposive incentives and attachment to the mission, typically found in non-profit and voluntary organizations, the other based on elements of bureaucratic control common in conventional for-profit businesses, such as standardization and formal rules and routines. In this dissertation, I use a multi-site field study of a mission-driven business, Whole Foods Market, to examine how one such firm resolves a central challenge facing all organizations, that of generating effort and cooperation from organizational members. With data from interviews, observations, and surveys, I examine the importance of mission to employees (mission valence) and the consequences for behavior and attachment to the firm. I find that there is variation in mission valence, and that this variation is associated with differences in how employees behave, both when they have discretion over their work and when faced with formal rules and routines.
520 $a The findings suggest that a hybrid control system that combines mission-based and bureaucratic forms of control yields behaviors that both reinforce and interfere with organizational goals and performance. Reinforcement occurs through discretionary mission-related behavior of high mission valence employees and adherence to formal rules and routines among employees of lower mission valence levels. Interference occurs when high mission valence employees perceive inconsistencies between espoused mission and actual work practices, resulting in disillusionment and resistance to formal controls, as well as when relational tensions arise between employees of different mission valence levels. The data show that the negative effects of perceived inconsistencies and relational tensions on organizational commitment can outweigh the positive effect of mission valence.
520 $a The dissertation contributes to the literature on control systems by examining mission-based control in a for-profit setting, documenting the operation of a hybrid control system that combines mission-based with bureaucratic control, and identifying the specific mechanisms by which the elements of such a system reinforce and interfere with organizational goals and performance. The findings from the dissertation also have implications for managers in mission-driven businesses and related types of firms, concerning the ways in which the behavioral costs of a hybrid control system can be managed.
590 $a School code: 0084.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0703
710 2 0 $a Harvard University. $3 528741
773 0 $t Dissertation Abstracts International $g 69-04A.
790 $a 0084
790 1 0 $a Marsden, Peter V., $e advisor
791 $a Ph.D.
792 $a 2008
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3312293