Operationalizing the Concepts of Goals and Goal Incompatibilities in Organizational Behavior Research

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Abstract
This paper demonstrates the theoretical relevance and validity of using utility models and scaling techniques as an approach to operationalizing the concepts of goals and goal incompatibilities. The approach was used, with empirical data from municipal government officials in 380 cities, to test the propositions that (1) structural differentiation in organizations is associated with goal incompatibilities, and (2) goal incompatibilities are correlated with conflict in organizations. Both propositions were supported. On the basis of a literature review, it was concluded that (1) the concepts of goals and goal incompatibilities play important, but controversial, roles in organization behavior, and (2) there has been very little empirical research directed toward operationalizing these concepts. On the basis of the empirical research, it was suggested that the approach generates valid operationalizations of goals and goal incompatibilities. Goals which were shared across units tend to be of moderate importance to organizational decision makers within these units, while disagreements regarding goals were found to focus upon unit power preservation and procedures.

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