TITLE

Marginality - A Neglected Dimension in the Design of Work

AUTHOR(S)
Cotton, Chester C.
PUB. DATE
January 1977
SOURCE
Academy of Management Review;Jan1977, Vol. 2 Issue 1, p133
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
In this article the author examines the relationship between marginality and work design. He discusses the definition of marginality in a social context and examines how individuals who fit this definition have been shown to be valuable to organizations. The aim of his paper is to determine if certain jobs are more marginal than others, if certain personalities are more oriented towards marginality than others and if people with these personalities excel in marginal job roles. He notes that if this is true organizations should try to match marginal people with marginal job positions.
ACCESSION #
4409189

 

Related Articles

  • LEGITIMACY VACUUM, STRUCTURAL IMPRINTING, AND THE FIRST MOVER DISADVANTAGE. DOBREV, STANISLAV D.; GOTSOPOULOS, ALEKSIOS // Academy of Management Journal;Oct2010, Vol. 53 Issue 5, p1153 

    Unfavorable conditions at founding may result in consistently lower survival chances for new firms. We focus on the effect of market entry in the early years of an industry, when clarity about the form and function of a new category of firms is lacking. This population-level legitimacy vacuum...

  • An Introduction to Organizational Design. McCaskey, Michael B. // California Management Review;Winter74, Vol. 17 Issue 2, p13 

    In this synthesis of key concepts and findings from research on the design of organizations, the complex trade-offs involved in designing the structures and processes of an organization are examined from the contingency approach viewpoint. Empirical research provides guidelines for fitting...

  • DEFINING VOLUNTARY GROUPS AND AGENCIES WITHIN ORGANIZATION SCIENCE. Wilderom, Celeste P. M.; Miner, John B. // Organization Science;Nov91, Vol. 2 Issue 4, p366 

    To regard voluntary organizations as unique manifestations of organizational behavior requires an accurate account of the nature of such work systems. This paper appraises existing definitions of the voluntary agency in the context of organization science and presents evidence for replacing the...

  • Relationships of Personality to Perceptual and Behavioral Responses in Stimulating and Nonstimulating Tasks. Kim, Jay S. // Academy of Management Journal;Jun80, Vol. 23 Issue 2, p307 

    This study tested the interaction effects of task stimulation and extroversion on worker satisfaction and performance. In addition, the role of extroversion and neuroticism dimensions of personality on expectancy and task perceptions of workers was investigated. Among other findings, the...

  • CONFLICTING USES OF METAPHORS: RECONCEPTUALIZING THEIR USE IN THE FIELD OF ORGANIZATIONAL CHANGE. Palmer, Ian; Dunford, Richard // Academy of Management Review;Jul96, Vol. 21 Issue 3, p691 

    Diverse and often unacknowledged assumptions underlie the use of metaphors in the organizational change literature. This diversity is symptomatic of broader ontological and epistemological conflicts within organization theory. To gain a critical awareness of the assumptions underlying their use...

  • Explaining Group Poor Performance: An Attributional Analysis. Brown, Karen A. // Academy of Management Review;Jan1984, Vol. 9 Issue 1, p54 

    Group poor performance is a problem for organizations and has promise as an area for future research on supervisor attributions. The actor-observer error described by Heider (1958) and the concept of consensus information from Kelley's (1967) cube model provide the foundation for a discussion of...

  • The Development of Differentiation In Organized Work. Udy Jr., Stanley H. // Academy of Management Proceedings (00650668);1968, p101 

    The article addresses differentiation and integration in organizations. The author explains why organizations tend to differentiate themselves into three similar divisions--sales, production, and research and development--and outlines the challenges of integration. The article examines...

  • Influence of Organization Structure on Role Conflict and Ambiguity for Three Occupational Groupings. Morris, James H.; Steers, Richard M.; Koch, James L. // Academy of Management Journal;Mar1979, Vol. 22 Issue 1, p58 

    The impact of organization structure on perceptions of role conflict and ambiguity was examined within a multivariate framework and found to explain substantial portions of variation in both role perceptions. These structural influences were generally supported across three occupational...

  • The Effect of High-Impact Writing on Decision Making Within a Public Sector Bureaucracy. Suchan, Jim // Journal of Business Communication;Jul98, Vol. 35 Issue 3, p299 

    This study, conducted in a medium-size federal government agency, assesses whether readers evaluating reports written in a high-impact style make better decisions than readers evaluating the same reports written in a bureaucratic style that is the organization's norm. Results indicate that...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics