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Three papers on managerial discretion.

Caza, Arran J.

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Three papers on managerial discretion.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Three papers on managerial discretion./
作者:	Caza, Arran J.
面頁冊數:	108 p.
附註:	Advisers: Jane E. Dutton; Richard D. Gonzalez.
Contained By:	Dissertation Abstracts International68-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3276106
ISBN:	9780549174523

Three papers on managerial discretion.
Caza, Arran J.

Three papers on managerial discretion. - 108 p.

Advisers: Jane E. Dutton; Richard D. Gonzalez.

Thesis (Ph.D.)--University of Michigan, 2007.

This dissertation is composed of three papers about managerial discretion, which is defined as a manager's freedom of action at work. Their joint aim was to contribute to the development of a general theory of discretion in organizations by clarifying the nature of managerial discretion. The first paper tested the competing predictions of ecology theory, agency theory, and strategic choice theory about the effect of managerial discretion on unit performance. This analysis used structural equation models of archival survey data from 718 R&D units in six European countries. The results showed contingent support for ecology theory and strategic choice theory: larger units had better performance, as did units where experienced managers had more discretion. The second paper reported two analyses of 800 R&D units from the same archival survey data. An exploratory factor analysis found that managers perceive their discretion as multidimensional; R&D managers distinguished between their discretion over resources and their discretion over work processes. The second analysis used regression to test 13 hypotheses about the structural, interpersonal, and individual antecedents of each dimension of managerial discretion. The antecedents were different for each dimension. Resource discretion was positively related to unit size and resource availability, and negatively related to external influences on the unit. Process discretion was positively related to goal alignment and manager experience, and negatively related to unit size and manager age. Process discretion also showed a mixed relationship with the unit's functional uniqueness and with external influences on the unit. The final paper defined the multidimensional structure of discretion, using a combination of literature review, meta-synthesis, and template analysis. This paper integrated the findings of research on job control, executive discretion, and organizational citizenship to derive a four-level hierarchical structure with twelve distinct dimensions of discretion. This dissertation contributes to a general theory of discretion in organizations by explicating the nature of managerial discretion and by providing an integrated, empirically-based taxonomy for use in future research.

ISBN: 9780549174523Subjects--Topical Terms:

626628
Business Administration, Management.

Three papers on managerial discretion.
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502 $a Thesis (Ph.D.)--University of Michigan, 2007.
520 $a This dissertation is composed of three papers about managerial discretion, which is defined as a manager's freedom of action at work. Their joint aim was to contribute to the development of a general theory of discretion in organizations by clarifying the nature of managerial discretion. The first paper tested the competing predictions of ecology theory, agency theory, and strategic choice theory about the effect of managerial discretion on unit performance. This analysis used structural equation models of archival survey data from 718 R&D units in six European countries. The results showed contingent support for ecology theory and strategic choice theory: larger units had better performance, as did units where experienced managers had more discretion. The second paper reported two analyses of 800 R&D units from the same archival survey data. An exploratory factor analysis found that managers perceive their discretion as multidimensional; R&D managers distinguished between their discretion over resources and their discretion over work processes. The second analysis used regression to test 13 hypotheses about the structural, interpersonal, and individual antecedents of each dimension of managerial discretion. The antecedents were different for each dimension. Resource discretion was positively related to unit size and resource availability, and negatively related to external influences on the unit. Process discretion was positively related to goal alignment and manager experience, and negatively related to unit size and manager age. Process discretion also showed a mixed relationship with the unit's functional uniqueness and with external influences on the unit. The final paper defined the multidimensional structure of discretion, using a combination of literature review, meta-synthesis, and template analysis. This paper integrated the findings of research on job control, executive discretion, and organizational citizenship to derive a four-level hierarchical structure with twelve distinct dimensions of discretion. This dissertation contributes to a general theory of discretion in organizations by explicating the nature of managerial discretion and by providing an integrated, empirically-based taxonomy for use in future research.
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