bluuebunny/crossref_metadata_2025 huggingface dataset:
INDUSTRIAL PRODUCTS FORMABILITY ANALYSIS USING 3D SHEET METAL FORMING SIMULATION
Authors: AITA S. , HAUG E. , EL KHALDI F. , LEFEBVRE D. , DI PASQUALE E.
Published: February 2008

A sheet metal forming simulation code has been developed, based on the explicit time integration scheme and Mindlin shell theory. It has been used for the analysis of a number of industrial parts. After recalling some modelling issues, this paper describes an industrial methodology based on the experience of those analyses. The aim of the methodology is to provide, at early design stage, information on the product formability with a workload and lead time adapted to the design delays. Concurrently 2D analyses, critical zones studies and coarse mesh global investigations can be used, with a flexible number of iterations, prior to full refined analyses of the forming process. The application of the methodology on several industrial examples is discussed.
INTERORGANIZATIONAL NETWORKS: A MEANING‐BASED PERSPECTIVE
Authors: Das T.K. , Boje David M.
Published: February 2008

The field of interorganizational studies is not currently known for applying qualitative methodologies with the same enthusiasm as statistically‐based survey techniques. A review of recent developments in qualitative methodologies reveals several techniques which can be fruitfully applied to the study of interorganizational (IO) networks. This paper extends the meaning‐based social definitionist perspective to the study of IO networks, by drawing upon the relevant theoretical aspects of social phenomenology, symbolic interactionism, and ethnomethodology. The social definitionist perspective is concerned with theories and methodologies relevant to the social definition and construction of meaning in multiple actor settings. Such a meaning‐based perspective would facilitate the application of qualitative methodologies to IO networks, in parallel with similar developments in organizational behavior. The paper identifies four specific types of qualitative analyses for IO studies: phenomenological typification, domain analysis, componential analysis, and conversational analysis.
SOCIAL DESIRABILITY BIAS IN CROSS‐CULTURAL ETHICS RESEARCH
Authors: Randall Donna M. , Paul Huo Y. , Pawelk Patrice
Published: February 2008

This paper discusses the impact of a social desirability (SD) bias in cross‐cultural ethics research. An SD bias may mask a relationship between key variables, provide a false correlation between them, moderate their relationship, or influence the response rate to the survey instrument. When survey researchers present hypothetical ethical dilemmas to respondents and ask them what they would do, the respondents' answers will not only be influenced by their actual values and desires, but also by what those individuals perceive to be desirable within their society. We argue that key value differences between countries, as noted by Hofstede, will exert an independent influence on responses to self‐report questionnaires. Four propositions are set forth detailing how this SD bias may differentially affect responses to ethics surveys across cultures. A longitudinal research design is proposed to help disentangle the impact of culture values, personal values, and an SD bias. Several measures to prevent and to control the bias in cross‐cultural ethics research are discussed The use of pretests, pilot tests, and SD scales imbedded within research instruments is recommended.
TRANSFERRING MANAGEMENT TECHNIQUES TO EASTERN EUROPE: AN INSTITUTIONAL CRITIQUE
Authors: Spender J.‐C.
Published: February 2008

In this paper we question whether we know enough about organizational theorizing to be able transfer it to the Commonwealth of Independent States (CIS) countries. The researchers in general see that our organizational theorizing is heavily contingent on the social institutions of Western society. While we think of the CIS situation as one of political, economic, and social collapse, it is really more a matter of institutional collapse. Thus, given the contingencies noted above, it is not at all clear why we expect our organizational theories to apply to them. We propose an institutional analysis at three levels: universal, contingent, and developmental. At the universal level, there is no difference between the institutions of the CIS and the West. At the contingent level, the institutional fabric differs in ways that can be accommodated. At the developmental level, the most crucial, the CIS will have to develop their own new social institutions before their economies can gather momentum. We argue that such institutions are built up as organizational teams work on unresolved problems and build up the knowledge that is gradually institutionalized outside the originating organizations.
THE LIMITS OF HIERARCHY: “ENTERPRISE CORPORATIONS” IN CHINA
Authors: Whitcomb Laura L.
Published: February 2008

In shifting from central planning to market allocation of resources, a number of Chinese government organs were converted into “enterprise corporations,” hybrid governance structures which were supposed to attain the best of both market incentives and hierarchical coordination. This paper examines specific cases of enterprise corporations in light of the trade‐offs between markets and hierarchies predicted by transaction cost economics. It analyzes the problems which arose in the attempt to replicate the high‐powered incentives of markets within hierarchies.
INTERNATIONAL STRATEGY IMPLICATIONS OF JAPANESE INDUSTRIAL STRUCTURE
Authors: Ross Douglas N.
Published: February 2008

This article explores a complex aspect of Japanese industrial organization—the Japanese Corporate Grouping (JCG) commonly known as keiretsu or kigyo shudan. They are a blend of political‐financial, strategically‐coordinated, bank‐related, industrially‐linked, intermarket relationships which provide member companies with the support to vigorously pursue international market opportunities. The article draws on these relational dimensions to develop a framework for exploring the critical implications of the JCG for organization theory and international business strategy. To remain competitive, international managers must meet many strategic challenges posed by Group‐Form organizations.
POLITICAL AND APOLITICAL ACTION: TOWARD A RECONCILIATION OF CONTRADICTORY MODELS OF ORGANIZATIONAL BEHAVIOR
Authors: Ashforth Blake E.
Published: February 2008

Two models of organizational behavior are reviewed. The apolitical model describes a relatively stable and centralized monolith, while the political model describes a potentially unstable federation of self‐interested parties. It is argued that the apolitical model is largely predicated on social and generalized exchange and forces for stability, while the political model is largely predicated on economic and dyadic exchange and forces for instability. It is further argued that the contradictions inherent in these forces help fuel evolutionary change (where the apolitical model becomes most salient), punctuated by revolutionary change (where the political model becomes most salient). Thus, the two models apply simultaneously to organizational action, suggesting that the organization can be seen as both a stable monolith and an unstable coalition.
A COMPARISON OF THE UNITED STATES AND CHINESE MANAGERIAL CULTURES IN A TRANSITIONAL PERIOD: IMPLICATIONS FOR LABOR RELATIONS AND JOINT VENTURES
Authors: Wilhelm Paul G. , Xia Ang
Published: February 2008

Chinese and U.S. human resource management systems differ on a number of cultural dimensions. The most important of these are described with respect to fundamental organization and work‐related assumptions about people and performance, rewards, training and development, and educational background of human resource practitioners. An appreciation of and respect for these differences is a prime requirement for effecting a successful Sino‐American venture. This is especially important given that China is the world's largest market, and because U.S. companies are recently finding that joint ventures with China are paying off. This paper helps business people and academics understand the world's fastest growing economy and the growing influence of Confucian Dynamism that affects HRM practice in Chinese ventures. The individualism‐collectivism dimension and the psychological contract also helps managers understand cultural differences and apply appropriate management techniques.
THERE ARE LESSONS TO BE LEARNED AS ALBANIA UNDERGOES A PARADIGM SHIFT
Authors: Luthans Fred , Lee Sang M.
Published: February 2008

The concept of a paradigm and the dimensions of a paradigm shift are used to analyze the transition that is currently taking place in Central and Eastern Europe (CEE). Detailed attention is given to the case of Albania This relatively unknown country has overcome the paradigm effect problem and has gone back to zero. We describe the past and present situation in Albania and offer some specific recommendations for its future. The study of this country as it undergoes a paradigm shift can provide some important lessons for its bigger CEE neighbors that are making a slower transition to a market economy.
UTILIZING PERFORMANCE MANAGEMENT TO IMPROVE OFFSHORE OILFIELD DIVING SAFETY
Authors: Reber Robert A. , Wallin Jerry A.
Published: February 2008

Performance management involves using behavior modification techniques to improve organizational performance. The application of performance management to the area of occupational safety is especially well matched, since most workplace injuries can be attributed to behavioral problems (i.e., unsafe acts). This investigation further extends the growing body of literature on safety performance management to yet another industry—offshore oilfield diving. It further bridges the gap between behavior modification theory and practice by heavily incorporating in‐house personnel to implement the performance management interventions.
BASES OF LEADER POWER, SUBORDINATE COMPLIANCE, AND SATISFACTION WITH SUPERVISION: A CROSS‐CULTURAL STUDY OF MANAGERS IN THE U.S. AND S. KOREA
Authors: Afzalur Rahim M. , Hyeon Kim Nam , Sung Kim Jay
Published: February 2008

This study compared the dimensionality and possession of the bases of supervisory power and their relationships to compliance and satisfaction with supervision between the U.S. (n = 459) and S. Korean (n = 625) managers. Results indicate that the factor structure of the power bases in the S. Korean sample was remarkably similar to those found in the U.S. sample; but whereas the U.S. managers reported relatively more position than personal power base, S. Korean managers reported relatively more personal than position power base. Similarities in the relationships of coercive, legitimate, and referent power bases to compliance, satisfaction, and dissimilarities in the relationships of expert and reward power bases to the criterion variables in the two samples are noted.
PORTER'S GENERIC STRATEGIES, DYNAMIC ENVIRONMENTS, AND PERFORMANCE: A PROFILE DEVIATION FIT PERSPECTIVE
Authors: Marlin Dan , Hoffman James J. , Lamont Bruce T.
Published: February 2008

This study reports an examination of the relationships between Porter's (1980) generic strategies, dynamic environments, and performance. In me study, profile deviation is used to test strategy—environment fit. A sample of 173 acute care hospitals was used to test the proposed relationship. Results from the study indicate that adherence to an externally specified ideal strategy profile has a positive effect on firm performance. From a methodological standpoint, results suggest that empirical and theoretical profiles have equal predictive validity, and both have a higher predictive validity, than a random profile. Results also suggest that profiles can not be assumed to be robust to differences in performance measures used.
PREDICTORS OF EXPATRIATE ADJUSTMENT
Authors: Stroh Linda K. , Dennis Leslie E. , Cramer Tim C.
Published: February 2008

This study used a sample of 190 expatriates who worked for five multi‐national corporations to test part of a model of adjustment developed by Black, Mendenhall, and Oddou. The model is based on the theory that high levels of uncertainty lead to lower levels of adjustment. The study found that several variables—premove attitudes toward an international move, job satisfaction, role novelty, management's views on the effect of an international assignment on one's career, assurance of a job upon return, the cultural toughness of the host country, and the spouses' adjustment—were significant predictors of the expatriates' general adjustment, showing support for Black, Mendenhall, and Oddou's model. Findings from the study suggest that organizations could have a positive impact on assignment completion and expatriates' adjustment by assessing their organizations' positions and policies related to these variables.
THE RISK‐RETURN CONNECTION: AN EXAMINATION OF PERCEPTUAL AND OBJECTIVE MEASURES OF RISK AMONG CATALOG AND MAIL‐ORDER HOUSES
Authors: Parnell John A. , Everett Linda , Wright Peter
Published: February 2008

In a study of catalog and mail‐order houses, both perceptual and objective measures of risk supported the U‐shaped risk‐return association proposed by Fiegenbaum and Thomas. Results also supported prospect theorists contention that there is a steeper slope for firms below the target performance. Unlike the prediction by prospect theory that steeper slopes exist around the referent point, steeper slopes were found in the outermost tertiles.
ORGANIZATION DEVELOPMENT AND CHANGE AS PRISMATIC
Authors: Golembiewski Robert T.
Published: February 2008

This symposium seeks to contribute to an expanding core for Organization Development and Change (ODC) in the global arena. ODC is developing “prismatic” features, and these at once signal robust activity even as they threaten spin‐offs. The five contributions below deal with generic measurement issues; the introduction of a Hawaiian design for conflict management; the central roles of interlevel designs and dynamics in ODC; gender proportions and their organizational covariants; and an updating of the evaluative literature on ODC applications in national settings having moderate‐to‐low GNP per capita.
MEASUREMENT ISSUES IN USING PAPER AND PENCIL INSTRUMENTS: CONTRASTING THE VIEWS OF ACADEMIC RESEARCHERS, TEACHERS, AND OD CONSULTANTS
Authors: Manning Michael R. , Jackson Conrad N. , Pathi Valaya
Published: February 2008

This paper examines the validity standards applied to paper and pencil questionnaires by four social science roles: academic researchers, expert consultants, teachers, and organization development (OD) process consultants. These roles, influenced by their key stakeholders (e.g., clients, reviewers, students), employ different validity standards and socialize firm beliefs about these standards. The resulting divergence of attitudes toward measurement inhibits learning from other roles and slows social science advancement. This paper examines the assumption that each role must apply the same validity standards.
ORGANIZATION DEVELOPMENT THROUGH INTERLEVEL DYNAMICS
Authors: Coghlan David
Published: February 2008

This article presents a nucleus of organizational levels which attempts to articulate an OD framework which acknowledges how large system change is a systemic interlevel process. This framework describes four levels in terms of a task at each level—bonding at the individual level, creating working, functioning team at the team level, coordination at the interdepartmental group level and adaptation at the organizational level—and attempts to articulate the dynamic interrelationship between the individual's bonding to the organization, the team's functioning, the interdepartmental group's coordination and the organization's adaptation, particularly in a change situation. This focus on interlevel dynamics is not common in the OD literature, yet is at the heart of many consulting experiences. The article describes this framework, positions it in relation to other OD levels approaches, and argues for the notion of organizational levels to be understood in dynamic systemic terms and that interlevel dynamics be constructed into OD theory and practice.
OD APPLICATIONS IN DEVELOPMENTAL SETTINGS: AN ADDENDUM ABOUT SUCCESS RATES
Authors: Golembiewski Robert T. , Luo Huaping
Published: February 2008

Evaluative studies of OD applications 1950–86 generated an earlier panel of 100 applications with a substantial success rate, and this article reports that extending the period of observation in economically‐developing countries does not require substantive modification of that estimate. Additional cases were sought during the 1987–1993 interval, to augment the 30‐plus year period underlaying the original panel. The augmented panel has been enlarged by approximately 20 percent—from 100 to 121 cases of applications.
EDUCATING TOMORROW'S MANAGERS: THE ROLE OF CRITICAL THINKING
Authors: Das T.K.
Published: February 2008

This paper argues for adopting the development of critical thinking as a key component of management education. It discusses various deficiencies in the traditional instructional process, noting that the most insidious problem is that many educators suffer from the misguided belief that they routinely emphasize critical thinking in their instructional tasks. The paper then presents a detailed prospectus, based on insights from practice, for a new orientation to the traditional instructional process. Comments are also offered on changing over to the suggested instructional orientation.
LABOR FORCE EXTERNALIZATION IN GROWING FIRMS
Authors: Barry Bruce , Crant J. Michael
Published: February 2008

Organizational staffing strategies are turning increasingly to workers removed from the core workforce, a practice known as externalization. Our survey of 153 growing firms examined environmental and organizational predictors of three forms of externalization: part‐time workers, temporary workers, and work‐at‐home arrangements. The results indicated that firms externalize in response to labor market conditions, although the predictive role of labor market forces varied across externalization forms. Various employee‐centered human resource management policies were associated with externalization practices, and there was evidence that internal labor market policies are negatively associated with externalization. Findings are discussed in terms of externalization strategies and implications for future research.
BURNOUT AMONG CANADIAN POLICE MANAGERS
Authors: Loo Robert
Published: February 2008

The occupational stress of policing is receiving greater attention from police forces and researchers. The present study assessed burnout, as measured by the Maslach Burnout Inventory (MBI), in a heterogeneous sample of 135 Canadian police managers. Results show that few of these police managers could be classified as burned out because only 3.7% of the sample fell into phase VIII of Golembiewski and Munzen‐rider's phase model of burnout. Comparisons of these results to the MBI norms and other police samples also show that this sample is relatively healthy with respect to burnout. Findings from this study and others in the police stress field lead to four major recommendations for future action. First, there is a need to evaluate the effects of stress interventions by organizations on the stress reactions and experienced burnout of police officers. Secondly, there is also a need for longitudinal research to examine changes in burnout phases with changes in type of duty, rank, and years of service. Thirdly, as more women and minorities enter policing, there is a need to examine group differences in burnout Finally, the phase model of burnout deserves greater attention in the police field in order to better describe and explain the nature of police stress.
EXPECTATIONS AND ADAPTATIONS IN CROSS‐CULTURAL EDUCATION: AN AMERICAN‐STYLE MBA PROGRAM IN SPAIN
Authors: Aram John D.
Published: February 2008

This study analyses interviews with Spanish students and American and British faculty in an MBA program in Spain. Predictions about cultural differences were derived from Hofstede's (1980a) study of cultural values. Cultural differences were expected primarily on dimensions of uncertainty avoidance and masculinity‐femininity. Different processes of acculturation were expected for students and for faculty, and the language of instruction (English) was expected to place an additional burden on students. Interviews showed the utility of Hofstede's concepts for understanding classroom interaction, especially pertaining to aspects of the masculinity‐femininity dimension and to the role of language. Relatively few differences were associated with the dimension of uncertainly avoidance. Also, acculturation appeared to proceed only through the early stages of cultural adaptation for students and for faculty. The discussion leads to recommendations for both longitudinal and comparative studies for understanding the role of culture in education.
ORGANIZATIONAL LEARNING AND CONTINUOUS IMPROVEMENT
Authors: Locke Edwin A. , Jain Vinod K.
Published: February 2008

Spurred by the globalization of competition, organizational learning and continuous improvement have attracted a great deal of research and managerial interest in recent years. Notwithstanding the growing literature on these topics, there is still considerable conceptual ambiguity about organizational learning and continuous improvement among researchers. The paper clarifies the underlying processes through which organizations “learn,” highlights the role of learning in continuous improvement programs, and shows how an organization may go about building a continuous improvement culture. Specific tools and techniques of organizational learning which may be used in continuous improvement programs are also discussed.
ROLE OF DIFFUSION IN COLLECTIVE LEARNING
Authors: Tompkins Ten C.
Published: February 2008

The critical nature of diffusion in understanding the link between individual competency and collective competency is often underconceptualized. Organizational learning involves diffusion of knowledge and/or skill from the individual to members of the collective, and expansion of the collective's capacity to take effective action. Three types of individual and collective competency are identified, ranging on a continuum from explicit‐and‐quickly‐diffused to tacit‐and‐slowly‐diffused Patterns of diffusion can occur in stages: by critical mass, in cycles, or in a synthesis of styles. A model illustrating these dynamics is presented. Criteria for evaluating successful collective learning are introduced.
RETHINKING ORGANIZATION DEVELOPMENT FOR THE LEARNING ORGANIZATION
Authors: Watkins Karen E. , Golembiewski Robert T.
Published: February 2008

This article offers a conception of the learning organization. From this model, we discuss ways in which organizational development can now be used to create learning organizations and ways in which organizational development theory and practice might change to create learning organizations. We consider three ways OD may contribute to the learning organization: supportive systems of interaction, guiding values, and a sense of structural alternatives. We look at contributions learning organizations make to OD, in terms of changing conceptions of dialogue, system diagnosis focused on learning, intervention focused on long term empowerment, and measurement at the macro system level.
EFFECTIVE HOSPITAL ADMINISTRATION: LINKING STRATEGIES WITH WORK REDESIGN
Authors: Crabtree Tonges Mary , Das T.K.
Published: February 2008

Accelerating environmental turbulence in the health care industry has led to a significant interest in strategic management and work redesign. This paper examines different types of generic hospital strategies and alternative approaches to work redesign, and proposes a contingency framework consisting of these two important organizational elements for improved hospital effectiveness.
RELATIONSHIPS OF ENVIRONMENTAL CHARACTERISTICS, FORMALIZED PLANNING, AND ORGANIZATIONAL DESIGN TO PERFORMANCE
Authors: Stanwick Peter A. , Pleshko Larry P.
Published: February 2008

An area that so far has been neglected within organizational theory research is the examination of the relationship of characteristics of the environment, formalized planning, and organizational structure, along with their resultant effects on firm performance. This paper examines these relationships based on three environmental dimensions, four design dimensions, and two dimensions of formalized planning used by decision makers within an organization. The results of an empirical investigation suggest that environmental characteristics and organizational design do have an impact on both performance efficiency and performance effectiveness. In addition, interactions of environmental characteristics and organizational design on performance effectiveness were significant.
WORKING 9 TO 5: THE USE OF FILM/VIDEO ANALYSIS AS AN ADAPTATION OF THE CASE STUDY METHOD IN TEACHING ORGANIZATIONAL BEHAVIOR
Authors: Wilier Lynda R.
Published: February 2008

This paper provides a rationale for the use of case studies in organization‐related/business courses. An argument is developed proposing the value of adapting the traditional written format of case studies into a visual format in which a case study is created from an organizationally‐relevant film or video. Further, the paper delineates a specific project designed to use the case study method to its fullest potential as an instructional strategy in teaching the organization‐related/business courses.
RELATIONSHIP BETWEEN CEO COMPENSATION AND FIRM PERFORMANCE: EMPIRICAL EVIDENCE OF LABOR MARKET NORMS
Authors: Veliyath Rajaram , Bishop James W.
Published: February 2008

The study supports the existence of a relationship between components of CEO compensation and firm performance. On average, the sampled firms can be characterized as having high levels of CEO cash compensation and high ROE, as well as high levels of stock option values and high market returns. These between‐firm effects suggest the existence of labor market norms linking executive compensation with firm performance. CEO cash compensation was also strongly influenced by CEO age and firm size.
DIFFERENCES IN INCIDENCES OF ABSENTEEISM AND DISCIPLINE BETWEEN VIETNAMESE AND NON‐VIETNAMESE EMPLOYEES
Authors: Kuzmits Frank E.
Published: February 2008

The differences in incidences of absenteeism and discipline between Vietnamese and non‐Vietnamese employees in a food processing plant were examined Subjects were 80 non‐Vietnamese and 35 Vietnamese refugees living in a medium‐sized midwestern city. Three forms of motivational absenteeism (single‐day absences, part‐day absences, and no‐calls) and one form of ability to attend absenteeism (multiple‐day absences) were examined Two forms of discipline, warnings and suspensions, were also examined Based on a presumed impact of Confucianism upon Vietnamese work values, it was predicted that Vietnamese employees, compared to non‐Vietnamese employees, would experience less motivational absenteeism, less absence‐related discipline, and no difference in ability to attend absenteeism. All hypothesis were supported Potential impact of the research on cultural stereotypes and on the employment recruiting and selection process are discussed.
A MODEL OF JAPANESE CORPORATE DECISION MAKING
Authors: MacColl Michael D.
Published: February 2008

This paper examines and challenges the embodiment of Japanese decision making in the term ‘ringi.’ A model for attaining decision consensus is developed from existing literature and validated through interviews with Japanese managers. The model incorporates interpersonal process mechanisms into a series of decision stages, from which consensus evolves. The model shows the decision process to be iterative, reverting to previous stages, until issues blocking consensus are resolved. From the behavior patterns identified in the Japanese decision process model, propositions are offered on the implications of western decision theories in Japanese organizations. The adoption of Japanese decision making into western organizations may be limited to the newer team‐based organizations.
THE EFFECTS OF PERSONALITY ORIENTATION AND EXECUTIVE BEHAVIOR ON SUBORDINATE PERCEPTIONS OF WORKGROUP ENABLEMENT
Authors: Church Allan H. , Waclawski Janine
Published: February 2008

Data collected from 319 senior executives and 2477 of their subordinates from a global diversified organization were used to explore the impact of differences in individual personality orientation on the processes by which these individuals enable their workgroups. Personality orientation was defined in terms of self‐ratings on four distinct groupings derived from a k‐means cluster analysis of self‐ratings on the Myers‐Briggs Type Indicator and the Kirton Adaptation Inventory. Perceptions of enablement and ratings of executive behavior were based on questionnaires completed by subordinates. Although no differences were found with respect to the overall degree of enablement experienced by subordinates, personality orientation did affect the specific behaviors employed by executives to enable others and the degree of managerial self‐awareness exhibited (operationalized as congruence in self vs. subordinates' ratings). Implications and suggestions for future research are discussed.
POLITENESS AS A UNIVERSAL VARIABLE IN CROSS‐CULTURAL MANAGERIAL COMMUNICATION
Authors: Morand David A.
Published: February 2008

Training programs designed to enhance managerial effectiveness at cross‐cultural communication tend to be directed at specific target cultures. This paper argues that an etic approach, one based on universal variables that occur in every culture and that vary across cultures, comprises an important alternative. This paper reviews anthropological/sociolinguistic research on one universal variable, “politeness.” Politeness, or linguistic indirection used to show social consideration, is a crucial element of interpersonal communication in all human cultures, yet it has received little mention in the literature. Implications of politeness for managerial cross‐cultural communication are explored. The implications of a universalistic approach to cross‐cultural communication training are discussed.
ODC SYMPOSIUM II
Authors: Golembiewski Robert T.
Published: February 2008

Whatever else, Organization Development and Change (henceforth, ODC) is preeminently an integrative area of concentration. Thus, ODC encompasses a broad range of arts and sciences; it blends values, as well as empirical research and theory in applications; and those applications in diverse settings include the cross‐national and the cross‐cultural.
BETWEEN‐METHOD TRIANGULATION IN ORGANIZATIONAL DIAGNOSIS
Authors: Paul Jim
Published: February 2008

Organizational consultants employ scientific methodologies to collect data and generate an organizational diagnosis. Between‐method triangulation is a means of leveraging the strengths of several methods while mitigating weaknesses. This article briefly reviews common scientific data collection methodologies and provides an illustration of between‐method triangulation in organizational diagnosis. Interpretations of organizational social reality were based on the triangulation of data from interviews, systematic observation, observer‐as‐participant observation, and archival data. Between‐method triangulation resulted in a more complete assessment of organizational problems than any lone method.
CORPORATE WOMEN'S GROUPS AS VEHICLES FOR CHANGE
Authors: Burke Ronald J. , Black Susan
Published: February 2008

This manuscript examines the use of corporate women's groups to achieve a more level organizational playing field. It first reviews the literature on the use of such groups to bring about change, considering such topics as the origins, purposes, membership, structure, and benefits of such groups to women and to their organizations. Then three ongoing case studies of such groups are summarized Corporate women's groups face some unique challenges in changing organizations as a result of their bottom‐up approach to change.
THOUGHT SELF‐LEADERSHIP: A SELF‐REGULATORY APPROACH TOWARDS OVERCOMING RESISTANCE TO ORGANIZATIONAL CHANGE
Authors: Neck Christopher P.
Published: February 2008

One major stream of organizational change research focuses on the relationship between senior level employees' cognitions and organizations' responses to change. It is argued here that the cognitive component is important towards how all members (not only top executives) of organizations react and respond to change. In this article, I examine the application of a cognitive process recently introduced into the organizational behavior literature, thought self‐leadership, to the organizational change process. Particularly, this application will focus on how thought self‐leadership can enhance employees' perceptions of specific organizational change. Additionally, a training‐based field experiment is discussed to illustrate and provide support for the arguments proposed.
THINKING ABOUT ORGANIZATIONAL CHANGE: TOWARDS TWO KINDS OF PROCESS INTERVENTION
Authors: De Cock Christian , Richards Tudor
Published: February 2008

An approach for thinking about, and intervening in, organizational change processes is developed which tries to achieve a balance between the naiveté of popular linear approaches to change and the complexity of metaphoric models that have been suggested in the recent academic literature. Two concepts, mind‐set and paradox, are advanced with the aim of encouraging reflective thinking among organizational members. An application of the concepts in a specific organizational setting is provided. This paper provides both researchers and managers with a renewed vocabulary, enabling them to better understand the processes that are set in motion by planned organizational change.
CHARACTERISTIC LEVEL OF CHANGE: AN INHERENT CONSTRAINT TO ORGANIZATIONAL ACTION
Authors: Jansen Karen J.
Published: February 2008

This paper proposes that organizations have a characteristic level of change describing the amount and tempo of change an organization typically exhibits. The level of change is held in place by a combination of individual, leadership, and organizational factors. It becomes part of the organizational context and is difficult to modify. The paper explores some key determinants and consequences of a characteristic level of change, including the limitations it creates for taking strategic action.
ORGANIZATIONAL CULTURE AS MATRIX OF CORPORATE ETHICS
Authors: Dion Michel
Published: February 2008

Multiculturalism is now one of the greatest challenges in the Western society. It supposes a deeper awareness of the various cultures involved in a given society. Of course, the well‐known cultural and ethnic groups must basically be involved in such a social change. But, since the arising and growth of business ethics as a field of research, the business world as a social institution has revealed itself as a complex network of subcultures. So, the “organizational culture” has become an “a priori concept” in business ethics. Although many researches deal with corporate culture, very few authors emphasize its structural elements. A systemic view of the organizational culture expresses how we cannot develop a corporate ethics without at least a “fore‐understanding” or, at best, a critical judgment on the organizational culture of a given corporation. I will describe the four subsystems of the organizational culture and their ethical implications.
GOVERNMENT OBJECTIVES AND ORGANIZATIONAL CHARACTERISTICS: A STAKEHOLDER VIEW OF PRIVATIZATION EFFECTIVENESS
Authors: De Castro Julio O. , Dale Meyer G. , Strong Kelly C. , Uhlenbruck Nikolaus
Published: February 2008

The privatization of State Owned Enterprises (SOE) has significant implications for SOE stakeholders. However, the effects on stakeholders will vary depending on characteristics of the privatization process and the structure of the SOE. This paper identifies privatization process characteristics of wealth creation and wealth distribution, and describes SOE structures on a continuum between government corporation and government agency. The privatization effectiveness for stakeholders is discussed and examples provided for each classification of privatization.
MANAGING ORGANIZATIONAL LEARNING
Authors: Afzalur Rahim M.
Published: February 2008

The four papers in this special issue on organizational learning discuss and synthesize the diverse literature on the reframing managers' control orientations to organizational learning framework, organizational communication systems and processes as the foundations for generating and deploying knowledge, relationships between organizational learning styles and strategy formulation, and relationships of different learning to different types of corporate venture and venture effectiveness.
ORGANIZATIONAL LEARNING STYLES: CATEGORIZING STRATEGIC PREDISPOSITIONS FROM LEARNING
Authors: Ribbens Barbara A.
Published: February 2008

This paper describes a framework for investigating organizational learning style. The theory of learning styles developed for individual applications is extended to an organizational application. Learning styles of organizations may be best categorized by the preferences of both formal and informal systems of information handling. The link between organizational learning and strategy formulation is examined based on a learning style framework containing two dimensions: Abstract—Concrete and Random—Sequential. Different types of organizations will tend to exhibit different learning styles. Predispositions toward general patterns of strategy process and content are associated with each learning style.
BUSINESS AND SOCIETY: WHAT'S IN A NAME
Authors: Buchholz Rogene A. , Rosenthal Sandra B.
Published: February 2008

While there has been an explosion of theoretical work in the field of Business and Society over the past several years, much of this work still reflects a key philosophical assumption about the way business and society should be viewed that has been operative in the field since its beginnings. This assumption undergirds the title for the field and has infused itself into stakeholder theory, normative theory, and social contract theory, which are the main theoretical approaches that have emerged in the field. This basic assumption is critically analyzed and questioned in this article, and another philosophical framework, one based on American Pragmatism and not based on this assumption, is offered as an alternative way to view the corporation and its relationship to society. The implications of this alternative for the Business and Society field are then explored.
FROM METAPHOR TO METHOD: NONLINEAR SCIENCE AND PRACTICAL MANAGEMENT
Authors: Daneke Gregory A.
Published: February 2008

For several decades, scholars have called for “open” or “living systems” approaches to the study of complex organizations. These approaches were especially characterized by the presence of various nonlinear dynamics. Unfortunately, the formal mathematics required to capture these dynamics did not become widely available until the recent mass computing revolution. Meanwhile, these realms of mathematics, known variously as “catastrophes,” “chaos,” and more recently as “complexity,” have caught hold in the physical, biological, and cognitive sciences. This article contends that it is now time for these recent advances in the sciences of nonlinearity to emerge full scale in the social realm as well. However, thus far, this movement is much more metaphorical than it is methodological. Thus, a review of some policy and management applications is undertaken. Of particular interest are those where the uses of phase plane analysis and genetic algorithms portend significant practical import.
IMPACT OF TOTAL QUALITY MANAGEMENT TRAINING AND WORK CONTEXT ON ATTITUDES TOWARD SUPERVISOR
Authors: Osland Asbjorn
Published: February 2008

This case study, set in Central America, showed that total quality management training improved attitudes toward supervisors. It further demonstrated that working together within a production unit with a focus on data based problem solving lead to better attitudes held by subordinates of supervisors than if the relationship were purely hierarchical. Middle managers who related to their superiors in a primarily hierarchical manner had less favorable views of their superiors.
A FRAMEWORK FOR MANAGING RISKY SITUATIONS
Authors: Mackenzie Kenneth D.
Published: February 2008

This paper presents a framework consisting of seven logically linked considerations yielding nine strategies for managing risky situations. The framework provides a comprehensive method any entity can use to determine its strategy for managing a risky situation. The framework goes beyond the issue of calculating risk to asking how it might be managed The framework is applied in an example involving a human resources manager making a series of three related choices. It is also applied to the choices of strategies for a chief financial officer facing currency rate fluctuations and excessive taxes on profit.
WAVING HELLO OR WAVING GOOD‐BYE? ORGANIZATIONAL CHANGE IN THE INFORMATION AGE
Authors: Schwarz Gavin M. , Brock David M.
Published: February 2008

Organizational change in an evolving technological age is reconsidered here. Extant organization theory focuses largely on technologically‐induced transformation. This paper argues that this focus is inappropriate. With the proliferation of information technology in the workplace, change literature propounds a particular view of the organization: a lean, flat and networked organization. Reevaluating future change and future shock literature prediction, we establish a more realistic account of technology and the organization and question the accuracy of the “altered organization” expectation. In developing a conceptualization of a “limited reality of change,” we imply that predicted changes are not as clear cut as certain proponents would have us believe. Though there is a willingness throughout technology change literature to slip into the language of organizational transformation, this paper indicates that the reality of change is far more restrictive than has largely been previously acknowledged We conclude by proposing the coexistent organization as an alternative—arguing that hierarchical organizational forms can coexist with a networked organization—and discuss implications for organization change theory.
VARIETY AND THE REQUISITE OF SELF‐ORGANIZATION
Authors: Molleman Eric
Published: February 2008

From a contingency perspective and by using the principles of self‐organization described by Morgan (1986), this essay relates the amount of variety in transactions and transformations to the requisite of self‐organization. Self‐organization is defined in terms of the local autonomy to make decisions on both the transactions to be realized and the way transformation processes are organized to achieve these transactions. Appropriate Human resource management (HRM) systems and policies can help to achieve the level of self‐organization aimed at. When the amount of variety in transactions is relatively low, an organization can easily standardize and control work processes. In this case, there is no need to develop self‐organization. The focus of HRM will be on standardization, behavioral control systems and the social needs of workers. In the case of a moderate level of variety in transactions, management may obtain responsiveness by creating self‐organizing teams which have the local autonomy to deal with variety in customer demand. HRM instruments can help these teams by supporting integrated management, the multifunctionality of workers, team development, and the introduction of a skill‐based assessment and reward system. When the amount of variety becomes high, it is more effective to assign responsibilities to individuals and to apply HRM practices aimed at the problemsolving capacity of workers and the commitment of workers to the organization.
VALIDATING THE COMPETING VALUES MODEL AS A REPRESENTATION OF ORGANIZATIONAL CULTURES
Authors: Howard Larry W.
Published: February 2008

The competing values model (CVM) describes organizational culture in terms of what appear to be mutually exclusive value dimensions: structural control vs. flexibility, focus on internal vs. external stakeholders, and means vs. ends. The apparent paradox in simultaneously expressing competing values has implications for a variety of organizational phenomena, including leadership, decision making, and strategic management. The CVM thus offers promise for providing a common metric for multi‐level, trans‐organizational, and cross‐cultural analyses. To date, however, underlying assumptions regarding the competing values framework as a characterization of culture have not been fully validated. This research provides a test of the competing values model with methodology that is conceptually consonant with the paradoxical nature of the theory. Using a sample drawn from 10 U.S. organizations, a Qsort and multidimensional scaling analysis produce qualified support for a structure of organizational cultural values consistent with the CVM. Further, this study elaborates the CVM by suggesting a mechanism whereby the apparent paradox of competing values might be more effectively managed.
EMPLOYMENT PRACTICES AND ORGANIZATIONAL COMMITMENT: DIFFERENTIAL EFFECTS FOR MEN AND WOMEN?
Authors: Ngo Hang‐Yue , Wing‐Ngar Tsang Anita
Published: February 2008

This study evaluated the effects of two employment practices, namely work flexibility and firm internal labor markets on affective and continuance organizational commitment. In addition, it examined whether such effects were gender‐specific. Survey data were obtained from a sample of 772 business executives in Hong Kong. Hierarchical regression analyses revealed that, although the two employment practices had significant and positive effects on both affective and continuance organizational commitment, they are not affected by gender.
SOME FACTORS AFFECTING THE RELATIONSHIP BETWEEN JOB CHARACTERISTICS AND JOB WORTH: A JOB‐ROLE INTERPRETATION
Authors: Marchese Marc C.
Published: February 2008

This study examined the relationship among perceived job characteristics, job evaluation factors, and salary in twenty jobs from two job families. The Job Diagnostic Survey (JDS) and the Job Characteristics Inventory (JCI) were used to assess job characteristics. The results revealed high agreement across the 445 individuals who described their jobs, but substantial divergence between pairs of common dimensions across instruments in their relationship with job worth. While the major findings are consistent with previous research on the relationship between job characteristics and job worth, it is proposed that job‐level explanations for the motivating properties of jobs are conceptually limited The concept of job‐role differentiation (Ilgen & Hollenbeck, 1991) was offered as a potentially useful explanatory mechanism for understanding the structure of work, particularly those concepts pertaining to motivation and satisfaction.