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Organizational Analysis, Performance, and Design

Author

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  • Robert J. Graham

    (Management and Behavioral Sciences Center, The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104)

Abstract

Papers on the analysis, performance, and design of organizations should concentrate on the realities of organizational life, especially peoples' responses to newly introduced management science models, management information systems, or management control systems. Instead of generalizations, papers should attempt to explain what the changes really mean to the people involved. Initially, we should not be concerned with scientifically rigorous and generalizable “truths” about organizations. In time, after we have examined many cases, general themes should begin to emerge. Thus the emphasis will be on concrete reality rather than abstract generalizations.

Suggested Citation

  • Robert J. Graham, 1982. "Organizational Analysis, Performance, and Design," Interfaces, INFORMS, vol. 12(5), pages 12-13, October.
    • Handle: RePEc:inm:orinte:v:12:y:1982:i:5:p:12-13
    DOI: 10.1287/inte.12.5.12
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    Keywords

    organizational studies;

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