I am curious about the effect of rule mass and complextiy on performance through cognition. Finding balance to maximize compliance and strategic performance is my goal. Moreover, we exist in a primarily rational world. Nevertheless, we are both rational and intuitive beings. I explore the role of intuition and rationality in decision making and bureaucracy. Enhancing organizational structures to embrace our intuitive nature as well, may optimize performance and motivation in organizations. Address: Unveilrules.com
Le MT Lab est le premier incubateur en Amérique du Nord ayant pour mission de propulser l'entrepr... more Le MT Lab est le premier incubateur en Amérique du Nord ayant pour mission de propulser l'entrepreneuriat et innovation dans les secteurs du tourisme, de la culture et du divertissement. Cette organisation biface dessert ces secteurs dans leurs besoins évolutifs et soutient les organisations incubées qui pourront éventuellement répondre aux besoins de ces secteurs. Or, cette structure peut créer des tensions identitaires provenant de ses nombreuses parties prenantes. Cette étude de cas explore les tensions et le rôle paradoxal des parties prenantes dans le développement stratégique de l'organisation établie à Montréal. À l'issue de cette étude de cas comportant une décomposition temporelle de trois périodes, des paradoxes émergent : l'identité organisationnelle est à la fois un construit structurant et évolutif et, en mobilisant l'ambiguïté stratégique pour transiger avec les sources d'ambiguïté identitaire, les acteurs organisationnels peuvent également ralentir leur développement.
Equality, equity, and diversity are important values that universities like many other types of o... more Equality, equity, and diversity are important values that universities like many other types of organizations are developing as part of their organizational capital strategies. Consequently, the contents of rules and regulations proliferate to adapt to evolving social, political, and organizational contexts. Nevertheless, organizational actors do not always realize the full effects of rule proliferation on organizational inequities. A longitudinal study conducted in a university studying how rules proliferate using an embedded case study revealed thought-provoking contradictions of university administration that could nourish future research on academia, paradoxes, and injustices. In this paper, a paradox refers to a situation, action, behavior, or person that possesses contradictory qualities or characteristics. The paradoxes identified include the following contradictions: (1) knowledge, in which universities are knowledge-based organizations whose primary mission is the advancement and transmission of knowledge and in which significant knowledge asymmetry is experienced among the stakeholders who govern and operate the institution; (2) inclusiveness, considering that diffuse power and committee decision making are essential characteristics of universities to democratize decisions and foster equity, we found that individuals in all groups interviewed perceived and felt injustice in the system. This paper explores how these paradoxes exist and evolve within a university setting and the role they play in the process of organizational rule. First, we explore the literature on rule proliferation and understand the main constructs influencing organizational injustices. Second, we examine the methodology used for this study. Third, we discuss the results and data. Fourth, we conclude with reflections on university administration.
Recent years have made populations in the world resilient to the addition and change of rules and... more Recent years have made populations in the world resilient to the addition and change of rules and regulations. The recent pandemic has required governments at different levels to adjust practices and implement stricter regulations. Some rules were changed, some were added, and some were complexified. Ambiguity in the application of some of these rules was at times caused by their modification, removal, or the addition of new ones. This phenomenon of rule content complexification, rule changes, and rule additions, is defined as rule proliferation. In the context of a longitudinal case study following the life of one rule and conducted during doctoral work in a pluralistic organization; we observed the emergence of four areas of ambiguities generating further rule proliferation. For this study, we opted for a longitudinal case study. The case study selected is the life of one bureaucratic rule in a university, namely, the clause-reserve rule indicating how teaching load reserves are to be distributed between visiting professors and graduate students before they are allocated to lecturers. It presents findings and contributions pertaining to the role of emergent areas of ambiguities in the process of rule proliferation. The enduring nature of these areas of ambiguity cultivates the process of proliferation. We conclude that organizational rule proliferation is a process in which the autonomous and control regulations interplay by fostering areas of ambiguities that require resolving.
Les universités fournissent une grande connectivité et légitimité pour les entreprises en démarra... more Les universités fournissent une grande connectivité et légitimité pour les entreprises en démarrage (start-ups) résidentes. Pourtant, le taux de diplomation des start-ups résidentes demeure inférieur à d’autres incubateurs. Quatre éléments de plus-value sont constatés : le réseautage, le mentorat, la connectivité et l’amélioration de la marque. Nous suggérons donc qu’il est nécessaire pour les incubateurs universitaires de développer un modèle de connectivité structurelle. Après l’examen de quatre incubateurs canadiens, nous proposons un modèle de connectivité structurelle dans lequel des incubateurs ont développé des modèles d’affaires où les parties prenantes au financement sont impliquées dans d’autres volets critiques du processus d’incubation. Dans d’autres cas, les incubateurs s’appuient sur l’expérience de la direction pour incarner cette connexion entre les composantes du processus d’incubation. Les incubateurs au plus haut classement démontrent une connectivité structurell...
Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision... more Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision. Bien que ce phénomène soit connu, peu de chercheurs ont étudié la prolifération des règles et son impact sur la prise de décision. Ainsi, bien des décisions managériales sur les règles sont basées sur des connaissances communes plutôt que sur des connaissances scientifiques. Le modèle illustre la complexité de la prise de décision en examinant les coûts de recherche, les coûts de calcul et les coûts de complexité à différents niveaux de complexité de prolifération des règles. Il conduit à une série de propositions pouvant être testée empiriquement. Le modèle permet aux dirigeants de comprendre comment la prolifération des règles interagit avec la prise
de décision et intensifie la complexité.
Accroissement de la complexité des décisions dans un contexte de prolifération des règles Résumé ... more Accroissement de la complexité des décisions dans un contexte de prolifération des règles Résumé Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision. Bien que ce phénomène soit connu, peu de chercheurs ont étudié la prolifération des règles et son impact sur la prise de décision. Ainsi, bien des décisions managériales sur les règles sont basées sur des connaissances communes plutôt que sur des connaissances scientifiques. Le modèle illustre la complexité de la prise de décision en examinant les coûts de recherche, les coûts de calcul et les coûts de complexité à différents niveaux de complexité de prolifération des règles. Il conduit à une série de propositions pouvant être testée empiriquement. Le modèle permet aux dirigeants de comprendre comment la prolifération des règles interagit avec la prise de décision et intensifie la complexité.
Formal rules hold a significant strategic importance; they prevent deviation from the main strate... more Formal rules hold a significant strategic importance; they prevent deviation from the main strategic direction of the organization. At which point do rules become the deviation or distraction from the strategic direction? Given Simon’s procedural rationality theory (Barros, 2010), does the internal rule mass influence the strategic performance of the organization? The following conceptual analysis demonstrates how excessive rule mass can lead the organization on a declining performance curve over time. Rules are designed to reduce the search process for solutions, but in high number they increase complexity in the decision-making process. On the path to complexity, they leave a trail of consequences where managers and employees can lose track of the real purpose of the job, lack organizational citizenship or simply not comply. On an organizational level, it reduces teamwork effectiveness, organizational learning, propensity to innovate and can hinder optimal cost structures. Excessive rule escalation can ...
Thoughts without content are empty, intuitions without concepts are blind... The understanding ca... more Thoughts without content are empty, intuitions without concepts are blind... The understanding can intuit nothing, the senses can think nothing. Only through their union can knowledge arise. - Immanuel Kant This conceptual paper suggests that intuition and rationality is not only a continuum but a cyclical system. Our preliminary framework, the Balanced Cognitive View was developed by exploring the traditional dichotomy of dual system theory and its evolution into various continuums as well as by observing many interactions across the distinctive systems. It explores an important overlap in cognition and decision making that lies between neurocognitive sciences and psychology, and management studies. Whereas past research has illustrated intuition and rationality as a continuum or a dual- system, we propose to increment current research with a comprehensive decision making model. Our model of balanced decision making integrates intuition, metacognitive awareness, bounded rationality as well as tacit knowl...
"Thoughts without content are empty, intuitions without concepts are blind... The understanding c... more "Thoughts without content are empty, intuitions without concepts are blind... The understanding can intuit nothing, the senses can think nothing. Only through their union can knowledge arise." - Immanuel Kant This conceptual paper suggests that intuition and rationality is not only a continuum but a cyclical system. Our preliminary framework, the Balanced Cognitive View was developed by exploring the traditional dichotomy of dual system theory and its evolution into various continuums as well as by observing many interactions across the distinctive systems. It explores an important overlap in cognition and decision making that lies between neurocognitive sciences and psychology, and management studies. Whereas past research has illustrated intuition and rationality as a continuum or a dual-system, we propose to increment current research with a comprehensive decision making model. Our model of balanced decision making integrates intuition, metacognitive awareness, bounded rationality as well as tacit knowledge, while drawing from environmental stimuli and being moderated by emotions. We hope that by joining ideas from neurocognition and management studies, we will achieve a framework that is encompassing and comprehensive. Keywords: intuition, rationality, decision making, neurocognition, dual system
Formal rules hold a significant strategic importance; they prevent deviation from the main strate... more Formal rules hold a significant strategic importance; they prevent deviation from the main strategic direction of the organization. At which point do rules become the deviation or distraction from the strategic direction? Given Simon’s procedural rationality theory (Barros, 2010), does the internal rule mass influence the strategic performance of the organization? The following conceptual analysis demonstrates how excessive rule mass can lead the organization on a declining performance curve over time. Rules are designed to reduce the search process for solutions, but in high number they increase complexity in the decision-making process. On the path to complexity, they leave a trail of consequences where managers and employees can lose track of the real purpose of the job, lack organizational citizenship or simply not comply. On an organizational level, it reduces teamwork effectiveness, organizational learning, propensity to innovate and can hinder optimal cost structures. Excessive rule escalation can therefore hinder strategic performance. Keywords: rule escalation, strategic performance, decision-making, procedural rationality, bounded rationality
“Hell, there are no rules here - we're trying to accomplish something” Thomas A. Edison
De la gouvernance de l'innovation à l'innovation en matière de gouvernance, 2021
La performance organisationnelle fait l’objet de nombreux désaccords. Il y a encore de cela quelq... more La performance organisationnelle fait l’objet de nombreux désaccords. Il y a encore de cela quelques années, la capacité de l’organisation à s’adapter à son environnement était le premier facteur de performance reconnu. De nos jours, dû aux transformations technologiques accrues, l’innovation et la gestion de la complexité sont essentielles à la performance organisationnelle. Nous suggérons qu'une intensification importante des niveaux de complexité ainsi que les processus décisionnels complexes qui en découlent ont un impact considérable sur l'innovation. Par conséquent, un ensemble de règles régissant l'équilibre organisationnel et une gouvernance saine sont essentiels pour assurer la performance stratégique. Nous passons en revue les quatre perspectives de la performance stratégique (Kaplan et Norton, 1992) mettant en lumière les effets de l’accroissement de la complexité sur celle-ci. Les retombées de l’accroissement de la complexité sont nombreuses. Gestionnaires et employés peuvent perdre de vue leur mission ou omettre de se conformer aux règles organisationnelles, faisant émerger des enjeux de gouvernance sérieux. Cet accroissement peut réduire l'efficacité du travail d'équipe, l'apprentissage organisationnel, la propension à innover et peut entraver les structures de coûts. Ainsi, un ensemble de règles de gouvernance équilibré peut servir l’organisation dans la gestion de la performance et de l’innovation. Cet ensemble de règles de gestion doit être conçu de manière à réduire la complexité.
Les entreprises sont plus que jamais ancrées dans leurs connexions sociales (Granovetter, 1985). ... more Les entreprises sont plus que jamais ancrées dans leurs connexions sociales (Granovetter, 1985). Les relations sociales ainsi que le réseau de l’entreprise sont perçus comme une ressource (Barney, 1991) cruciale pour atteindre un avantage concurrentiel durable (Gulati, Nohria & Zaheer, 2000). Or, l’encastrement de l’entreprise dans son tissu social a fait naitre en gouvernance plusieurs champs de recherche. Par exemple, la primauté des directeurs au-delà de celle des actionnaires anime un débat important (Lan & Heracleous, 2010). De plus, la théorie des parties prenantes aborde l’influence de différents groupes (politiques, environnementaux, communautaires, etc.) sur l’organisation (Agle & Mitchell, 1999). Ces débats s’unissent par un thème récurrent : le pouvoir. Quel est l’impact du pouvoir des parties prenantes sur la performance organisationnelle? Dans un contexte où les parties prenantes possèdent de plus en plus de pouvoir, il y a moins d’espace discrétionnaire (Augier & Teece, 2008; Hambrick & Quigley, 2014) et donc moins de place pour la notion d’agence (Jensen & Meckling, 1976). Nous contribuons au débat en explorant l’importance allouée aux différentes parties en fonction de leur pouvoir et légitimité (Agle & Mitchell, 1999). Nous suggérons que la théorie de l’agence se doit d’être renouvelée en tenant compte des relations sociales, de l’espace discrétionnaire ainsi que de la théorie de la décision (Barros, 2010; Frantz, 2003; Miller, 2008; Simon, 1955, 1987). Le sujet humain est égocentrique, dans le sens où il s’autoaffirme en se mettant au centre de son monde. Mais dans son « je », il inclut un « toi », et un « nous », et il est capable d’inclure son « je » dans un « toi » et un « nous ».
The annual listing of changes and additions to legal rules for the province of Quebec has increas... more The annual listing of changes and additions to legal rules for the province of Quebec has increased from six pages in 2014 to 53 pages in 2018 (Assemblée Nationale Du Québec, 2019). This document lists the changes that were made to the different rules, and it refers to the corresponding articles of the law for review. This phenomenon of rule content complexification, rule changes, and rule additions, was defined by Jennings, Schulz, Patient, Gravel, and Yuan (2005) as rule proliferation. Many scholars have tackled the idea of rule evolution, rule change, and rule addition. Still, because discussions on rules are scattered across different domains, there is no single typology to study rule growth or rule proliferation phenomena. Research has explored rule mass growth, the interconnection of rules and their evolution as well as macroenvironmental influences on rule proliferation. Furthermore, previous studies have used macro units of analysis. Nevertheless, there exists no research at the single rule level of analysis. Mobilizing Reynaud’s (1989) social regulation theory, this research project mobilizes an embedded case study analyzing complex and eclectic qualitative data that past quantitative studies have failed to capture. Past research has not illustrated how the phenomenon of rule proliferation unfolds; that is how the sets of oddly combined rules emerge and accumulate over different periods. As such, our results provide a taxonomy of control rule proliferation as well as an initial typology of autonomous rules.
There are competing theories for studying of accelerators and incubators. The absence of a unifie... more There are competing theories for studying of accelerators and incubators. The absence of a unified understanding hinders start-up progress. Our research clarifies strengths and weaknesses of universitybased incubators to present a framework for improved effectiveness and development. Some research shows structural models connecting investors to other critical incubation mechanisms. Other research shows models relying on the incubator director's experience to embody this connection. In such cases, the incubator's success depends on its manager's ability to establish a viable link between stakeholders. Although the presence of these components for the incubator is essential; ensuring a structural interconnection is vital. Using four cases to establish a list of success factors; our conceptual framework demonstrates these two models and explores their potential.
Divergence levels of engagement, understanding and pro-environmental acting very widely. Several ... more Divergence levels of engagement, understanding and pro-environmental acting very widely. Several streams of research taking interest environmental psychology, studying relations between attitudes and pro-environmental behaviors, have explored different ways to assess intentions to behave. Lack of convergence between the fields of decision theory, organization theory, psychology and sociology hindered advancement that was made over the years. Scholars have demonstrated a mitigated impact of awareness and consequence-based campaigns. Others have successfully demonstrated key differences between individuals such as time perspectives and pro-social orientations. Other scholars have studied differences in behaviors by not only studying individual antecedents and values, but also the social setting in which they evolve. There is no bridge between individual differences literature and models addressing individuals embedded in their social settings. Moreover, current literature has not accounted for decision making research in organization theory and psychology that could inform these specific decision processes. We suggest that perception of control is directly linked to social setting and perceived collective efficacy. Moreover, we argue that access to resources, both intangible and tangible are connected to social context. Bridging streams of research addressing individual differences and individuals in social settings is vital to broadening our understanding of PEB, will allow for a more unified understanding of constructs, and will be useful in informing PEB policy.
Le MT Lab est le premier incubateur en Amérique du Nord ayant pour mission de propulser l'entrepr... more Le MT Lab est le premier incubateur en Amérique du Nord ayant pour mission de propulser l'entrepreneuriat et innovation dans les secteurs du tourisme, de la culture et du divertissement. Cette organisation biface dessert ces secteurs dans leurs besoins évolutifs et soutient les organisations incubées qui pourront éventuellement répondre aux besoins de ces secteurs. Or, cette structure peut créer des tensions identitaires provenant de ses nombreuses parties prenantes. Cette étude de cas explore les tensions et le rôle paradoxal des parties prenantes dans le développement stratégique de l'organisation établie à Montréal. À l'issue de cette étude de cas comportant une décomposition temporelle de trois périodes, des paradoxes émergent : l'identité organisationnelle est à la fois un construit structurant et évolutif et, en mobilisant l'ambiguïté stratégique pour transiger avec les sources d'ambiguïté identitaire, les acteurs organisationnels peuvent également ralentir leur développement.
Equality, equity, and diversity are important values that universities like many other types of o... more Equality, equity, and diversity are important values that universities like many other types of organizations are developing as part of their organizational capital strategies. Consequently, the contents of rules and regulations proliferate to adapt to evolving social, political, and organizational contexts. Nevertheless, organizational actors do not always realize the full effects of rule proliferation on organizational inequities. A longitudinal study conducted in a university studying how rules proliferate using an embedded case study revealed thought-provoking contradictions of university administration that could nourish future research on academia, paradoxes, and injustices. In this paper, a paradox refers to a situation, action, behavior, or person that possesses contradictory qualities or characteristics. The paradoxes identified include the following contradictions: (1) knowledge, in which universities are knowledge-based organizations whose primary mission is the advancement and transmission of knowledge and in which significant knowledge asymmetry is experienced among the stakeholders who govern and operate the institution; (2) inclusiveness, considering that diffuse power and committee decision making are essential characteristics of universities to democratize decisions and foster equity, we found that individuals in all groups interviewed perceived and felt injustice in the system. This paper explores how these paradoxes exist and evolve within a university setting and the role they play in the process of organizational rule. First, we explore the literature on rule proliferation and understand the main constructs influencing organizational injustices. Second, we examine the methodology used for this study. Third, we discuss the results and data. Fourth, we conclude with reflections on university administration.
Recent years have made populations in the world resilient to the addition and change of rules and... more Recent years have made populations in the world resilient to the addition and change of rules and regulations. The recent pandemic has required governments at different levels to adjust practices and implement stricter regulations. Some rules were changed, some were added, and some were complexified. Ambiguity in the application of some of these rules was at times caused by their modification, removal, or the addition of new ones. This phenomenon of rule content complexification, rule changes, and rule additions, is defined as rule proliferation. In the context of a longitudinal case study following the life of one rule and conducted during doctoral work in a pluralistic organization; we observed the emergence of four areas of ambiguities generating further rule proliferation. For this study, we opted for a longitudinal case study. The case study selected is the life of one bureaucratic rule in a university, namely, the clause-reserve rule indicating how teaching load reserves are to be distributed between visiting professors and graduate students before they are allocated to lecturers. It presents findings and contributions pertaining to the role of emergent areas of ambiguities in the process of rule proliferation. The enduring nature of these areas of ambiguity cultivates the process of proliferation. We conclude that organizational rule proliferation is a process in which the autonomous and control regulations interplay by fostering areas of ambiguities that require resolving.
Les universités fournissent une grande connectivité et légitimité pour les entreprises en démarra... more Les universités fournissent une grande connectivité et légitimité pour les entreprises en démarrage (start-ups) résidentes. Pourtant, le taux de diplomation des start-ups résidentes demeure inférieur à d’autres incubateurs. Quatre éléments de plus-value sont constatés : le réseautage, le mentorat, la connectivité et l’amélioration de la marque. Nous suggérons donc qu’il est nécessaire pour les incubateurs universitaires de développer un modèle de connectivité structurelle. Après l’examen de quatre incubateurs canadiens, nous proposons un modèle de connectivité structurelle dans lequel des incubateurs ont développé des modèles d’affaires où les parties prenantes au financement sont impliquées dans d’autres volets critiques du processus d’incubation. Dans d’autres cas, les incubateurs s’appuient sur l’expérience de la direction pour incarner cette connexion entre les composantes du processus d’incubation. Les incubateurs au plus haut classement démontrent une connectivité structurell...
Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision... more Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision. Bien que ce phénomène soit connu, peu de chercheurs ont étudié la prolifération des règles et son impact sur la prise de décision. Ainsi, bien des décisions managériales sur les règles sont basées sur des connaissances communes plutôt que sur des connaissances scientifiques. Le modèle illustre la complexité de la prise de décision en examinant les coûts de recherche, les coûts de calcul et les coûts de complexité à différents niveaux de complexité de prolifération des règles. Il conduit à une série de propositions pouvant être testée empiriquement. Le modèle permet aux dirigeants de comprendre comment la prolifération des règles interagit avec la prise
de décision et intensifie la complexité.
Accroissement de la complexité des décisions dans un contexte de prolifération des règles Résumé ... more Accroissement de la complexité des décisions dans un contexte de prolifération des règles Résumé Cet article décrit comment la prolifération des règles impacte la complexité en prise de décision. Bien que ce phénomène soit connu, peu de chercheurs ont étudié la prolifération des règles et son impact sur la prise de décision. Ainsi, bien des décisions managériales sur les règles sont basées sur des connaissances communes plutôt que sur des connaissances scientifiques. Le modèle illustre la complexité de la prise de décision en examinant les coûts de recherche, les coûts de calcul et les coûts de complexité à différents niveaux de complexité de prolifération des règles. Il conduit à une série de propositions pouvant être testée empiriquement. Le modèle permet aux dirigeants de comprendre comment la prolifération des règles interagit avec la prise de décision et intensifie la complexité.
Formal rules hold a significant strategic importance; they prevent deviation from the main strate... more Formal rules hold a significant strategic importance; they prevent deviation from the main strategic direction of the organization. At which point do rules become the deviation or distraction from the strategic direction? Given Simon’s procedural rationality theory (Barros, 2010), does the internal rule mass influence the strategic performance of the organization? The following conceptual analysis demonstrates how excessive rule mass can lead the organization on a declining performance curve over time. Rules are designed to reduce the search process for solutions, but in high number they increase complexity in the decision-making process. On the path to complexity, they leave a trail of consequences where managers and employees can lose track of the real purpose of the job, lack organizational citizenship or simply not comply. On an organizational level, it reduces teamwork effectiveness, organizational learning, propensity to innovate and can hinder optimal cost structures. Excessive rule escalation can ...
Thoughts without content are empty, intuitions without concepts are blind... The understanding ca... more Thoughts without content are empty, intuitions without concepts are blind... The understanding can intuit nothing, the senses can think nothing. Only through their union can knowledge arise. - Immanuel Kant This conceptual paper suggests that intuition and rationality is not only a continuum but a cyclical system. Our preliminary framework, the Balanced Cognitive View was developed by exploring the traditional dichotomy of dual system theory and its evolution into various continuums as well as by observing many interactions across the distinctive systems. It explores an important overlap in cognition and decision making that lies between neurocognitive sciences and psychology, and management studies. Whereas past research has illustrated intuition and rationality as a continuum or a dual- system, we propose to increment current research with a comprehensive decision making model. Our model of balanced decision making integrates intuition, metacognitive awareness, bounded rationality as well as tacit knowl...
"Thoughts without content are empty, intuitions without concepts are blind... The understanding c... more "Thoughts without content are empty, intuitions without concepts are blind... The understanding can intuit nothing, the senses can think nothing. Only through their union can knowledge arise." - Immanuel Kant This conceptual paper suggests that intuition and rationality is not only a continuum but a cyclical system. Our preliminary framework, the Balanced Cognitive View was developed by exploring the traditional dichotomy of dual system theory and its evolution into various continuums as well as by observing many interactions across the distinctive systems. It explores an important overlap in cognition and decision making that lies between neurocognitive sciences and psychology, and management studies. Whereas past research has illustrated intuition and rationality as a continuum or a dual-system, we propose to increment current research with a comprehensive decision making model. Our model of balanced decision making integrates intuition, metacognitive awareness, bounded rationality as well as tacit knowledge, while drawing from environmental stimuli and being moderated by emotions. We hope that by joining ideas from neurocognition and management studies, we will achieve a framework that is encompassing and comprehensive. Keywords: intuition, rationality, decision making, neurocognition, dual system
Formal rules hold a significant strategic importance; they prevent deviation from the main strate... more Formal rules hold a significant strategic importance; they prevent deviation from the main strategic direction of the organization. At which point do rules become the deviation or distraction from the strategic direction? Given Simon’s procedural rationality theory (Barros, 2010), does the internal rule mass influence the strategic performance of the organization? The following conceptual analysis demonstrates how excessive rule mass can lead the organization on a declining performance curve over time. Rules are designed to reduce the search process for solutions, but in high number they increase complexity in the decision-making process. On the path to complexity, they leave a trail of consequences where managers and employees can lose track of the real purpose of the job, lack organizational citizenship or simply not comply. On an organizational level, it reduces teamwork effectiveness, organizational learning, propensity to innovate and can hinder optimal cost structures. Excessive rule escalation can therefore hinder strategic performance. Keywords: rule escalation, strategic performance, decision-making, procedural rationality, bounded rationality
“Hell, there are no rules here - we're trying to accomplish something” Thomas A. Edison
De la gouvernance de l'innovation à l'innovation en matière de gouvernance, 2021
La performance organisationnelle fait l’objet de nombreux désaccords. Il y a encore de cela quelq... more La performance organisationnelle fait l’objet de nombreux désaccords. Il y a encore de cela quelques années, la capacité de l’organisation à s’adapter à son environnement était le premier facteur de performance reconnu. De nos jours, dû aux transformations technologiques accrues, l’innovation et la gestion de la complexité sont essentielles à la performance organisationnelle. Nous suggérons qu'une intensification importante des niveaux de complexité ainsi que les processus décisionnels complexes qui en découlent ont un impact considérable sur l'innovation. Par conséquent, un ensemble de règles régissant l'équilibre organisationnel et une gouvernance saine sont essentiels pour assurer la performance stratégique. Nous passons en revue les quatre perspectives de la performance stratégique (Kaplan et Norton, 1992) mettant en lumière les effets de l’accroissement de la complexité sur celle-ci. Les retombées de l’accroissement de la complexité sont nombreuses. Gestionnaires et employés peuvent perdre de vue leur mission ou omettre de se conformer aux règles organisationnelles, faisant émerger des enjeux de gouvernance sérieux. Cet accroissement peut réduire l'efficacité du travail d'équipe, l'apprentissage organisationnel, la propension à innover et peut entraver les structures de coûts. Ainsi, un ensemble de règles de gouvernance équilibré peut servir l’organisation dans la gestion de la performance et de l’innovation. Cet ensemble de règles de gestion doit être conçu de manière à réduire la complexité.
Les entreprises sont plus que jamais ancrées dans leurs connexions sociales (Granovetter, 1985). ... more Les entreprises sont plus que jamais ancrées dans leurs connexions sociales (Granovetter, 1985). Les relations sociales ainsi que le réseau de l’entreprise sont perçus comme une ressource (Barney, 1991) cruciale pour atteindre un avantage concurrentiel durable (Gulati, Nohria & Zaheer, 2000). Or, l’encastrement de l’entreprise dans son tissu social a fait naitre en gouvernance plusieurs champs de recherche. Par exemple, la primauté des directeurs au-delà de celle des actionnaires anime un débat important (Lan & Heracleous, 2010). De plus, la théorie des parties prenantes aborde l’influence de différents groupes (politiques, environnementaux, communautaires, etc.) sur l’organisation (Agle & Mitchell, 1999). Ces débats s’unissent par un thème récurrent : le pouvoir. Quel est l’impact du pouvoir des parties prenantes sur la performance organisationnelle? Dans un contexte où les parties prenantes possèdent de plus en plus de pouvoir, il y a moins d’espace discrétionnaire (Augier & Teece, 2008; Hambrick & Quigley, 2014) et donc moins de place pour la notion d’agence (Jensen & Meckling, 1976). Nous contribuons au débat en explorant l’importance allouée aux différentes parties en fonction de leur pouvoir et légitimité (Agle & Mitchell, 1999). Nous suggérons que la théorie de l’agence se doit d’être renouvelée en tenant compte des relations sociales, de l’espace discrétionnaire ainsi que de la théorie de la décision (Barros, 2010; Frantz, 2003; Miller, 2008; Simon, 1955, 1987). Le sujet humain est égocentrique, dans le sens où il s’autoaffirme en se mettant au centre de son monde. Mais dans son « je », il inclut un « toi », et un « nous », et il est capable d’inclure son « je » dans un « toi » et un « nous ».
The annual listing of changes and additions to legal rules for the province of Quebec has increas... more The annual listing of changes and additions to legal rules for the province of Quebec has increased from six pages in 2014 to 53 pages in 2018 (Assemblée Nationale Du Québec, 2019). This document lists the changes that were made to the different rules, and it refers to the corresponding articles of the law for review. This phenomenon of rule content complexification, rule changes, and rule additions, was defined by Jennings, Schulz, Patient, Gravel, and Yuan (2005) as rule proliferation. Many scholars have tackled the idea of rule evolution, rule change, and rule addition. Still, because discussions on rules are scattered across different domains, there is no single typology to study rule growth or rule proliferation phenomena. Research has explored rule mass growth, the interconnection of rules and their evolution as well as macroenvironmental influences on rule proliferation. Furthermore, previous studies have used macro units of analysis. Nevertheless, there exists no research at the single rule level of analysis. Mobilizing Reynaud’s (1989) social regulation theory, this research project mobilizes an embedded case study analyzing complex and eclectic qualitative data that past quantitative studies have failed to capture. Past research has not illustrated how the phenomenon of rule proliferation unfolds; that is how the sets of oddly combined rules emerge and accumulate over different periods. As such, our results provide a taxonomy of control rule proliferation as well as an initial typology of autonomous rules.
There are competing theories for studying of accelerators and incubators. The absence of a unifie... more There are competing theories for studying of accelerators and incubators. The absence of a unified understanding hinders start-up progress. Our research clarifies strengths and weaknesses of universitybased incubators to present a framework for improved effectiveness and development. Some research shows structural models connecting investors to other critical incubation mechanisms. Other research shows models relying on the incubator director's experience to embody this connection. In such cases, the incubator's success depends on its manager's ability to establish a viable link between stakeholders. Although the presence of these components for the incubator is essential; ensuring a structural interconnection is vital. Using four cases to establish a list of success factors; our conceptual framework demonstrates these two models and explores their potential.
Divergence levels of engagement, understanding and pro-environmental acting very widely. Several ... more Divergence levels of engagement, understanding and pro-environmental acting very widely. Several streams of research taking interest environmental psychology, studying relations between attitudes and pro-environmental behaviors, have explored different ways to assess intentions to behave. Lack of convergence between the fields of decision theory, organization theory, psychology and sociology hindered advancement that was made over the years. Scholars have demonstrated a mitigated impact of awareness and consequence-based campaigns. Others have successfully demonstrated key differences between individuals such as time perspectives and pro-social orientations. Other scholars have studied differences in behaviors by not only studying individual antecedents and values, but also the social setting in which they evolve. There is no bridge between individual differences literature and models addressing individuals embedded in their social settings. Moreover, current literature has not accounted for decision making research in organization theory and psychology that could inform these specific decision processes. We suggest that perception of control is directly linked to social setting and perceived collective efficacy. Moreover, we argue that access to resources, both intangible and tangible are connected to social context. Bridging streams of research addressing individual differences and individuals in social settings is vital to broadening our understanding of PEB, will allow for a more unified understanding of constructs, and will be useful in informing PEB policy.
EGOS Sub-theme 60: Organization and Decision: The Theoretical Challenge of a Changing World , 2019
The image of iron cage has often been used to illustrate the inescapability of bureaucracy. The i... more The image of iron cage has often been used to illustrate the inescapability of bureaucracy. The idea of rules breeding new rules resulting in endless proliferation of bureaucratic complexity is a timeless concern. Tackling this issue becomes increasingly important when expectations for organizational agility rise as a result of new organizational structures and business models. Yet, while past research has shown has demonstrated quantitatively that rule proliferation appears to exist, the construct has not been studied quantitatively in order to describe the process in rich details. To advance our understanding of the process by which rules proliferate in organizations, we study the journey of a bureaucratic rule over the course of its organizational life. We discover a close path-dependent link between macroenvironment events and human-driven influences with rule proliferation. Further, we learn that macroenvironment events influence on rule proliferation are higher if they are driven by saliency, power and dependency. We also demonstrate that rule-making, although mostly problem-driven, is not always a solution, but sometimes a collateral outcome of the problem resolution process.
The image of iron cage has often been used to illustrate the inescapability of bureaucracy. The i... more The image of iron cage has often been used to illustrate the inescapability of bureaucracy. The idea of rules breeding new rules resulting in endless proliferation of bureaucratic complexity is a timeless concern. Tackling this issue becomes increasingly important when expectations for organizational agility rise as a result of new organizational structures and business models. This paper describes the journey of a bureaucratic rule over the course of its organizational life. Previous bureaucracy and rule proliferation research has shown to be related to organizational complexity, organizational learning, rationality and path dependency. Emerging through our research is an important influence of political decision making and pluralism explaining rule proliferation. Furthermore, new constructs arose in the form of hyper-rationalization and camouflage of organizational learning. Our findings bring new insight into a complex organizational process that was left unexplored by previous literature.
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Papers by Julie Ricard
In the context of a longitudinal case study following the life of one rule and conducted during doctoral work in a pluralistic organization; we observed the emergence of four areas of ambiguities generating further rule proliferation. For this study, we opted for a longitudinal case study. The case study selected is the life of one bureaucratic rule in a university, namely, the clause-reserve rule indicating how teaching load reserves are to be distributed between visiting professors and graduate students before they are allocated to lecturers. It presents findings and contributions pertaining to the role of emergent areas of ambiguities in the process of rule proliferation. The enduring nature of these areas of ambiguity cultivates the process of proliferation. We conclude that organizational rule proliferation is a process in which the autonomous and control regulations interplay by fostering areas of ambiguities that require resolving.
de décision et intensifie la complexité.
“Hell, there are no rules here - we're trying to accomplish something” Thomas A. Edison
Books by Julie Ricard
Les retombées de l’accroissement de la complexité sont nombreuses. Gestionnaires et employés peuvent perdre de vue leur mission ou omettre de se conformer aux règles organisationnelles, faisant émerger des enjeux de gouvernance sérieux. Cet accroissement peut réduire l'efficacité du travail d'équipe, l'apprentissage organisationnel, la propension à innover et peut entraver les structures de coûts.
Ainsi, un ensemble de règles de gouvernance équilibré peut servir l’organisation dans la gestion de la performance et de l’innovation. Cet ensemble de règles de gestion doit être conçu de manière à réduire la complexité.
Conference Presentations by Julie Ricard
In the context of a longitudinal case study following the life of one rule and conducted during doctoral work in a pluralistic organization; we observed the emergence of four areas of ambiguities generating further rule proliferation. For this study, we opted for a longitudinal case study. The case study selected is the life of one bureaucratic rule in a university, namely, the clause-reserve rule indicating how teaching load reserves are to be distributed between visiting professors and graduate students before they are allocated to lecturers. It presents findings and contributions pertaining to the role of emergent areas of ambiguities in the process of rule proliferation. The enduring nature of these areas of ambiguity cultivates the process of proliferation. We conclude that organizational rule proliferation is a process in which the autonomous and control regulations interplay by fostering areas of ambiguities that require resolving.
de décision et intensifie la complexité.
“Hell, there are no rules here - we're trying to accomplish something” Thomas A. Edison
Les retombées de l’accroissement de la complexité sont nombreuses. Gestionnaires et employés peuvent perdre de vue leur mission ou omettre de se conformer aux règles organisationnelles, faisant émerger des enjeux de gouvernance sérieux. Cet accroissement peut réduire l'efficacité du travail d'équipe, l'apprentissage organisationnel, la propension à innover et peut entraver les structures de coûts.
Ainsi, un ensemble de règles de gouvernance équilibré peut servir l’organisation dans la gestion de la performance et de l’innovation. Cet ensemble de règles de gestion doit être conçu de manière à réduire la complexité.