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Prevailing perspectives on time and change often emphasize the forward movement of time and the relative stability of attributes, an emphasis that fosters theories of organizational evolution as a linear progression of a past that moves to the present that moves to the future. While useful in many respects, this perspective obscures the uncertainty of emerging organizational phenomena, and it offers little insight into the rare and unpredictable events that change the course of history. To address these concerns, we draw on quantum mechanics and quantum probability theories to present a quantum approach to time and change as a framework for understanding organizational complexity and the common decision-making errors that lead to organizational failures within uncertain environments. This perspective also explains how organizations (or societies) can experience unforeseen potentialities that radically change their development by conceptualizing the future as existing in a state of potentiality that collapses to form the present based on the dynamics of system constraints. Our theory has broad implications for organizational theory and research, as well as management practice. [ABSTRACT FROM AUTHOR]

A general taxonomic system of alternative information-processing models (rational, limited capacity, expert, and cybernetic) found in the management and psychological literatures is developed. These models are evaluated on four criteria: theoretical utility, descriptive accuracy, prescriptive value, and potential to suggest interventions consistent with typical information processing. No model is superior according to all criteria, yet each model provides a different explanation of information processing in typical work situations. Each model provides a different explanation of processing in several theoretical domains (attribution theory, decision making, performance appraisal), and each model has different methodological implications. Thus, researchers or practitioners should carefully evaluate the applicability of each model for their particular purpose. (Reprinted by permission of the publisher.)

This paper focuses on the role cognitive scripts, a unique type of knowledge schema, play in generating purposive behaviors in organizations. Three separate but complementary areas of research (Scheme Theory, Control Theory, and Goal Setting Theory) clarify the processes that link script-type structures to purposeful behavior. Finally, implications and extensions of this comprehensive frame- work based on previously identified content structure, and process issues are considered. [ABSTRACT FROM AUTHOR]

Attributional theories used to explain organizational behavior are overly restrictive. Attributional processes may vary with the type of attributional question addressed and with the level of information processing consistent with situational or motivational factors. Several attributional principles are organized into a typology involving type of attributional question and level of information processing. Boundary conditions affecting the use of particular principles are identified and the importance of differences among attributional processes are discussed. [ABSTRACT FROM AUTHOR]