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William H. Starbuck
8 quotes
“Labeling a firm as knowledge-intensive implies that knowledge has more importance than other inputs.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“A knowledge-intensive firm may not be information intensive... Knowledge is a stock of expertise, not a flow of information.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“Professionals identify strongly with their professions, more strongly than with their clients or their employers. They not only observe professional standards, they believe that only members of their professions have the competence and ethics to enforce these standards. Similarly, professionals insist that outsiders cannot properly supervise their activities.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“Organization theory,” a term that appeared in the middle of the twentieth century, has multiple meanings. When it first emerged, the term expressed faith in scientific research as a way to gain understanding of human beings and their interactions. Although scientific research had been occurring for several centuries, the idea that scientific research might enhance understanding of human behavior was considerably newer and rather few people appreciated it. Simon (1950, 1952-3, 1952) was a leading proponent for the creation of “organization theory”, which he imagined as including scientific management, industrial engineering, industrial psychology, the psychology of small groups, human-resources management, and strategy. The term “organization theory” also indicated an aspiration to state generalized, abstract propositions about a category of social systems called “organizations,” which was a very new concept. Before and during the 1800s, people had regarded armies, schools, churches, government agencies, and social clubs as belonging to distinct categories, and they had no name for the union of these categories. During the 1920s, some people began to perceive that diverse kinds of medium-sized social systems might share enough similarities to form a single, unified category. They adopted the term “organization” for this unified category.”
William H. Starbuck (born 1934) first seen 2009 wikiquote, CC BY-SA 4.0 source
Recorded in: William H. Starbuck and Philippe Baumard (2009). "The seeds, blossoming, and scant yield of organization theory," in: Jacques Rojot et. al (eds.) Comportement organisationnel - Volume 3 De Boeck Supérieur. p. 15
Also quoted by: Philippe Baumard
“Most of the time, organizations generate actions unreflectively and non-adaptively. To justify their actions, organizations create problems, successes, threats and opportunities. These are ideological molecules that mix values, goals, expectations, perceptions, theories, plans, and symbols. The molecules form while people are result watching, guided by the beliefs that they should judge results good or bad, look for the causes of results, and propose needs for action. Because organizations modify their behavior programs mainly in small increments that make sense to top managers, they change too little and inappropriately, and nearly all organizations disappear within a few years.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“In deciding whether a firm is knowledge-intensive, one ought to weigh its emphasis on esoteric expertise instead of widely shared knowledge. Everybody has knowledge, most of it widely shared, but some idiosyncratic and personal. If one defines knowledge broadly to encompass what everybody knows, every firm can appear knowledge-intensive. One loses the value of focusing on a special category of firms. Similarly, every firm has some unusual expertise. To make the knowledge-intensive firm a useful category, one has to require that exceptional expertise make important contributions. One should not label a firm as knowledge-intensive unless exceptional and valuable expertise dominates commonplace knowledge.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“The history of organization theory contrasts with the history of managerial thought. When people began to compose texts about organized activities, between 2,000 and 3,000 years before the Christian era (BCE), they focused on managerial practices rather than on organizations as such. Several writers proposed general principles for managerial practice before 1000 BCE, so one can say that theories about managing have existed for at least 3000 years. However, these writings often said nothing about the organizational contexts in which managing was to occur. When the writers did make statements about organizations, they did not generalize. They wrote about specific organizations.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source
“Another forerunner of modern organization theorists was Andrew Ure, a professor of chemistry. An enthusiastic proponent of “the factory system,” Ure (1835) took a step beyond Adam Smith. Whereas Smith’s pin factory was solely an example of division of labor, Ure pointed out that a factory poses organizational challenges. He asserted that every factory incorporates “three principles of action, or three organic systems”: (a) a “mechanical” system that integrates production processes, (b) a “moral” system that motivates and satisfies the needs of workers, and (c) a “commercial” system that seeks to sustain the firm through financial management and marketing. Harmonizing these three systems, said Ure, was the responsibility of managers.”
William H. Starbuck (born 1934) wikiquote, CC BY-SA 4.0 source