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This article argues that organizational decline is often caused by a divergence between an organization and its environment; to remain viable, the organization must evolve with its environment. Based on this precept, two lessons on the management of decline in public sector organizations are drawn from the experiences of the automotive industry during the 1970s. First organizations must understand the nature of changes taking place within their environment and translate these perceptions into plans for future action. Second, organizations must develop and implement strategies that are consistent with the underlying nature of decline occurring.

This paper examines the relationship between organization science and managerial practice. Science and practice are viewed as interdependent, yet semiautonomous, domains which engage in their own specialized forms of discourse or "language games." The paper examines both the internal dynamics of these language games and the relationship between them. The analysis suggests a reinterpretation of the role played by organizational scientists in relation to practitioners. Organizational scientists should be viewed not as engineers offering technical advice to managers but as providers of conceptual and symbolic language for use in organizational discourse. This view's implications for enhancing the relationship between organization science and managerial practice is discussed.

This article addresses (in)congruence across different kinds of organizational respondents or "organizational groups"—such as managers versus non-managers or women versus men—and the effects of congruence on organizational outcomes. We introduce a novel multilevel latent polynomial regression model (MLPM) that treats standings of organizational groups as latent "random intercepts" at the organization level while subjecting these to latent interactions that enable response surface modeling to test congruence hypotheses. We focus on the case of organizational culture research, which usually samples managers and excludes non-managers. Reanalyzing data from 67 hospitals with 6,731 managers and non-managers, we find that non-managers perceive their organizations' cultures as less humanistic and innovative and more controlling than managers, and we find that less congruence between managers and non-managers in these perceptions is associated with lower levels of quality improvement in organizations. Our results call into question the validity of findings from organizational culture and other research that tends to sample one organizational group to the exclusion of others. We discuss our findings and the MLPM, which can be extended to estimate latent interactions for tests of multilevel moderation/interactions.