Kimberly Boal
Texas Tech University, Management, Faculty Member
- Ph.D university of Wisconsin (1980). Past member Board of Govenors, AOM. Past President Western Academy of Management. Past Co-Editor-in-Chief Journal of Management Inquiry.edit
Page 1. ORGANIZATIONS AND THE STATE: AN INTERACTIVE VIEW by DAVIDCAVAZOS, BA, MPA A DISSERTATION IN BUSINESS ADMINISTRATION - MANAGEMENT Submitted to the Graduate Faculty of Texas Tech University ...
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London,... more
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
Research Interests:
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London,... more
McKenna, Bernard, Rooney, David, Liesch, Peter and Boal, Kim (2008). Snapshot: Knowledge in the absence of wisdom. In Barry, D. and Hansen, H. (Ed.), The Sage Handbook of New Approaches in Management and Organization (pp. 344-345) London, UK: Sage Publications. ... Note: This is a small article (Snapshot) included in chapter 1.1. There are 40 main chapters and one or two snapshots included in each chapter.
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The relationship of strategy to organizational performance has been of great interest to strategic management scholars. However, the relative contribution to organizational performance of the content of strategic decisions as opposed to... more
The relationship of strategy to organizational performance has been of great interest to strategic management scholars. However, the relative contribution to organizational performance of the content of strategic decisions as opposed to the implementation of strategic decisions is not agreed upon in the literature. If it is primarily what strategy you select that leads to higher performance, then strategic change is good. On the other hand, if it is primarily how well you implement any given strategy that leads to higher performance, then strategic persistence is good. This study considers the relative contribution of strategic change versus strategic persistence as they relate to organizational performance in the banking industry.
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Drawing upon stakeholder and stepfamily literature, this article identifies critical factors that determine physician group acquisition retention or divestiture. Based on the stepfamily literature propositions are developed regarding why... more
Drawing upon stakeholder and stepfamily literature, this article identifies critical factors that determine physician group acquisition retention or divestiture. Based on the stepfamily literature propositions are developed regarding why many physician group acquisitions do not work.
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Research Interests:
Change, disruption, and growth have their origins both outside and inside the firm. How management interprets and responds to cues in the environment often determines whether the outcome will be positive or negative for the firm.... more
Change, disruption, and growth have their origins both outside and inside the firm. How management interprets and responds to cues in the environment often determines whether the outcome will be positive or negative for the firm. Iatrogenesis refers to inadvertent outcomes, usually worse than the initial problem(s), resulting from treatment, decisions or advice. This paper describes seven categories of management decision error and demonstrates how each may lead to iatrogenic outcomes in organizations. We propose the term " organizational iatrogenesis " to capture the unintentional genesis of significant organizational problems due to unwise intervention strategies. Three error types have already been well documented. Type I or " Alpha " errors, Type II or " Beta " errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III or " Errors of the Third Kind, " a meta error of focusing upon or solving the " wrong " problem(s). Here we add strategy errors (Type IV), two action errors (Type V and Type VI), and the compound cascading Error of the 7th kind (Type VII) as dangerous sources of organizational iatrogenesis. These decision errors often result from a mixture of volatility, uncertainty, complexity and ambiguity in the environment.
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Research Interests:
Research Interests: Organizational Behavior, Leadership, Change Leadership, Spiritual Leadership, Wisdom, and 10 moreServant Leadership, Transformational Leadership, Corporate Leadership, Organizational Leadership, Leadership Development, Wisdom (Psychology), Business and Management, Organizational wisdom, Knowledge Based View, and Leadership Quarterly
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ABSTRACT Various ways to represent planning processes to test and draw policy implications from them are presented. We argue that three kinds of variables should be included: context, process and outcome. Four different models which... more
ABSTRACT Various ways to represent planning processes to test and draw policy implications from them are presented. We argue that three kinds of variables should be included: context, process and outcome. Four different models which incorporate these three variables are proposed, and data from a large public sector planning study are fitted to these four models. The findings suggest that the process-outcome link is the key to understanding the effectiveness of planning processes.
Research Interests:
Research Interests:
Change, disruption, and growth have their origins both outside and inside the firm. How management interprets and responds to cues in the environment often determines whether the outcome will be positive or negative for the firm.... more
Change, disruption, and growth have their origins both outside and inside the firm. How management interprets and responds to cues in the environment often determines whether the outcome will be positive or negative for the firm. Iatrogenesis refers to inadvertent outcomes, usually worse than the initial problem(s), resulting from treatment, decisions or advice. This paper describes seven categories of management decision error and demonstrates how each may lead to iatrogenic outcomes in organizations. We propose the term " organizational iatrogenesis " to capture the unintentional genesis of significant organizational problems due to unwise intervention strategies. Three error types have already been well documented. Type I or " Alpha " errors, Type II or " Beta " errors form the foundation of interpreting data in statistics. Mitroff and Betz (1972) introduced Type III or " Errors of the Third Kind, " a meta error of focusing upon or solving the " wrong " problem(s). Here we add strategy errors (Type IV), two action errors (Type V and Type VI), and the compound cascading Error of the 7th kind (Type VII) as dangerous sources of organizational iatrogenesis. These decision errors often result from a mixture of volatility, uncertainty, complexity and ambiguity in the environment.