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journal article
The Concept of "Coalition" in Organization Theory and ResearchThe Academy of Management Review
Vol. 10, No. 2 (Apr., 1985)
, pp. 256-268 (13 pages)
Published By: Academy of Management
//doi.org/10.2307/257967
//www.jstor.org/stable/257967
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Abstract
This paper provides an historical review of coalitions in organizations and presents key issues that must be confronted if research on coalitions is to contribute to an understanding of intraorganizational dynamics. Included are: an explicit definition of a coalition within an organization, consideration of how the organizational context differs from the contexts of previous coalition research, a specification of the process that leads to coalitions, and a discussion of the impact of coalitions.
Journal Information
The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000.
Publisher Information
The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.
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The Academy of Management Review © 1985 Academy of
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Test Bank for Information Technology Project Management 7th
Edition by Kathy Schwalbe
Link full download: //testbankservice.com/download/test-bank-for-information-
technology-project-management-7th-edition-by-kathy-schwalbe/
Chapter 2: The Project Management and Information Technology Context
TRUE/FALSE
1.Project managers should lead projects in isolation in order to truly serve the needs of the organization.
ANS: F
Even though projects are temporary and intended to provide a unique product or service, you cannot
run projects in isolation. If project managers lead projects in isolation, it is unlikely that they will ever
truly serve the needs of the organization.
PTS: 1 DIF: Difficulty: Easy REF: p.45
OBJ: LO: 2-1 NAT: BUSPROG: Analytic
TOP: A Systems View of Project Management KEY: Bloom's: Comprehension
2.Using a systems approach is critical to successful project management.
ANS: T PTS: 1 DIF: Difficulty: Easy
REF: p. 45 OBJ: LO: 2-1 NAT: BUSPROG: Analytic
TOP: A Systems View of Project Management KEY: Bloom's: Comprehension
3.Systems analysis addresses the business, technological, and organizational issues associated with
creating, maintaining, and modifying a system.
ANS: F
Systems management addresses the business, technological, and organizational issues associated with
creating, maintaining,and modifying a system.
PTS: 1 DIF: Difficulty: Moderate REF: p. 45
OBJ: LO: 2-1 NAT: BUSPROG: Analytic
TOP: A Systems View of Project Management KEY: Bloom's: Knowledge
4.Project managers and their teams must keep in mind the effects of any project on the interests and needs
of the entire system or organization instead of focusing on the immediate concerns of the project.
ANS: T
Although it is easier to focus on the immediate and sometimes narrow concerns of a particular project,
project managers and other staff must keep in mind the effects of any project on the interests and needs
of the entire system or organization.
PTS: 1 DIF: Difficulty: Moderate REF: p.46
OBJ: LO: 2-1 NAT: BUSPROG: Analytic