bluuebunny/crossref_metadata_2025 huggingface dataset:
Alkinyloverbindungen von Übergangsmetallen, X. Acetylenide von Nickel(II)
Authors: Nast Reinhard , Vester Klaus , Griesshammer Hermann
Published: May 2007

Durch Umsetzung der Komplexe Na2[Ni(CCR)4] (R  H, CH3, C6H5) mit [Ni(NH3)6](SCN)2 in flüssigem Ammoniak unter anaeroben Bedingungen werden die farblosen bis gelben, teilweise pyrophoren Tetraammoniakate der Nickel(II)‐alkinylide Ni(CCR)2. 4 NH3 erhalten, die den Paramagnetismus von Nickel(II)‐Verbindungen zeigen. Durch einen Abbau im Hochvakuum konnten hieraus die schwarzen, pyrophoren Verbindungen Ni(CCCH3)2 und Ni(CCC6H5)2 gewonnen werden. Der Paramagnetismus der letztgenannten Substanz ist mit der mehrkernigen Formulierung [Ni[Ni(C2C6H5)4]]x im Einklang. – Durch Substitution ist aus dem Ni(C2C6H5)2·4 NH3 der gelbe Äthylendiaminkomplex Ni(C2C6H5)2·en·2NH3 zu erhalten, der zum dunkelbraunen, pyrophoren [Ni(en)2][Ni(C2C6H5)4] abgebaut werden kann. Die ionogene Struktur dieser Verbindung konnte durch magnetische und Leitfähigkeitsmessungen bewiesen werden.
Über heterocyclische Siebenringsysteme, VIII. Synthesen Kondensierter 7‐Gliedriger Heterocyclen mit 1 Stickstoff‐ und 1 Schwefelatom
Authors: Ried Walter , Marx Wolfgang
Published: May 2007

Die Umsetzung von o‐Amino‐thiophenol mit α,β‐ungesättigten aromatischen und heterocyclischen Ketonen, β‐Ketosäureestern und mit Diketen wird beschrieben.
Derivate der Zucker‐mercaptale, IX. Darstellung der 3.4.5‐Triacetyl‐2‐Desoxy‐al‐D‐Ribose
Authors: Zinner Helmut , Nimz Horst , Venner Harry
Published: May 2007

Mercaptale der 2‐Desoxy‐D‐ribose werden dargestellt und in 3.4.5‐Triacetyl‐2‐desoxy‐D‐ribose‐mercaptale übergeführt. Daraus wird durch Abspalten von Mercaptan mit Quecksilber(II)‐chlorid die 3.4.5‐Triacetyl‐2‐desoxy‐al‐D‐ribose gewonnen.
Über organische Katalysatoren, XLVIII. Chelatkatalysen VI
Authors: Langenbeck Wolfgang , Mix Hermann , Tittelbach‐Helmrich Werner
Published: May 2007

L‐Histidin‐anhydrid beschleunigt die Zersetzung von Wasserstoffperoxyd bei Gegenwart von Kupferionen. Die Kinetik ist dabei eine andere als bei der Katalyse mit freiem Histidin.
Die Konstitution der Amidoquecksilbersulfonsäure
Authors: Brodersen Klaus
Published: May 2007

Die Amidoquecksilbersulfonsäure, N2NHgSO3H, liegt nach infrarotspektroskopischen Untersuchungen im festen Zustand als inneres Salz vor: ⊕H3NHgSO3⊕. – Die Darstellung der Monoammoniakate der Methyl‐quecksilber(II)‐halogenide, deren Infrarotspektren aufgenommen wurden, wird beschrieben. Die IR‐Spektren der Kalium‐ und Natriumsalze der Quecksilber(II)‐disulfonsäure werden mitgeteilt.
Notiz Über Heterocyclisch Substituierte Pyrazoline
Authors: Ried Walter , Dankert Gerhard
Published: May 2007

Durch Umsetzung von heterocyclisch substituierten α,β‐ungesättigten Ketonen mit Phenylhydrazin werden heterocyclisch substituierte Pyrazoline erhalten.
Zur Chemie von Polyheterohalocyclohexanen, XLV. 1‐Jod‐2.3.4.5.6‐Pentachlor‐ und 1‐Jod‐2.4.5‐Tri(Hetero)Halo‐Cyclohexane
Authors: Riemschneider Randolph , Mau Günter
Published: May 2007

Die Konfiguration von zwei Stereoisomeren des 1‐Jod‐2.3.4.5.6‐pentachlor‐cyclohexans (I) wird ermittelt. Einige jodhaltige Tetraheterohalo‐cyclohexane der 1.2.4.5‐Reihe werden beschrieben.
Reaktionen des Trimethylbors
Authors: Ulmschneider Dieter , Goubeau Josef
Published: May 2007

Durch Erhitzen von Trimethylbor mit Wasser, Schwefelwasserstoff. Äthylen‐glykol, Pinakon, o‐Phenylendiamin, o‐Aminophenol und Brenzcatechin konnte unter Abspaltung von Methan Dimethylborsäure, Trimethylboroxol, Dimethylborsäure‐anhydrid, Monomethylborsäure, deren Glykol‐, Pinakon‐ und Brenzcatechinester, sowie o‐C6H4(NH)2BCH3 dargestellt werden. Die Abhängigkeit des Reaktionsablaufes von der Protonen‐beweglichkeit wird diskutiert.
Über Crotylbromid, II. Die Crotylierung von Aminoverbindungen
Authors: Berthold Rüdiger
Published: May 2007

Das Reaktionsvermögen von Crotylbromid mit verschiedenen Aminoverbin‐dungen und eine Darstellungsmethode für Crotylamin aus Crotyl‐harnstoff werden beschrieben.
Über 2.5‐Disubstituierte Hydrochinone, Hydroxyhydrochinone und Benzochinone
Authors: Buchta Emil , Egger Hermann
Published: May 2007

2.5‐Dibenzyl‐hydrochinone entstehen in guter Ausbeute aus 2.5‐Dibenzoyl‐hydrochinon‐bishydrazonen durch Ätzkali‐Schmelze bei 240°. Mit nitrosen Gasen erfolgt Dehydrierung zu den 2.5‐Dibenzyl‐chinonen. Weiterhin wird die Darstellung des 2.5‐Di‐p‐anisoyl‐hydrochinons sowie seine Entmethylierung und seine Dehydrierung zum Chinon beschrieben; letztere Verbindung wird nach Thiele in das 2.5‐Di‐p‐anisoyl‐3‐hydroxy‐hydrochinon übergeführt. Aus 2.5‐Dimethoxy‐terephthalaldehyd und Grignard‐Verbindungen werden ver‐schiedene weitere 2.5‐disubstituierte Hydrochinone erhalten. Von acht im Tierversuch geprüften Substanzen zeigt keine eine östrogene Wirkung.
Polycyclische Verbindungen, IV. 2.9‐Dimethyl‐7.14‐Dioxo‐5.12‐Dihydro‐Pentacen‐Chinon‐(6.13) und 5.12‐Dihydro‐Tetracen
Authors: Buchta Emil , Egger Hermann
Published: May 2007

Unter den Bedingungen einer Elbs‐Reaktion erleidet das 2.5‐Bis‐[2.5‐dimethyl‐benzoyl]‐hydrochinon vollständige Pyrolyse. Beim Erhitzen von 2.5‐Bis‐[2.5‐dimethyl‐benzoyl]‐chinon auf 380° bildet sich unter Cyclodehydrierung in geringer Ausbeute 2.9‐Dimethyl‐7.14‐dioxo‐5.12‐dihydro‐pentacenchinon‐(6.13). Aus gehend vom 1.2.3.4‐Tetrahydro‐naphthalin‐tetracarbonsäure‐(2.2.3.3)‐äthylester wird über einige Zwischenstufen das 5.12‐Dihydro‐tetracen synthetisiert.
Über Hopfenbitterstoffe, XII. Zur Kenntnis des 4‐Desoxy‐Humulons
Authors: Riedl Wolfgang , Hübner Herbert
Published: May 2007

Die Darstellung des bislang hypothet. 3.5‐diprenyl‐phlorisovalerophenons („4‐Desoxy‐humulons”︁) gelingt durch Umsetzung von Phlorisovalerophenon mit Kaliumhydroxyd und prenylbromid im Mol.‐Verhältnis 1: 1.5: 1.5. Es werden Isolierung und Eigenschaften, auch des Acetyl‐Analogons, beschrieben.
Die Darstellung Einiger Dehydrasemodelle auf Chinon‐ und Isatin‐Basis
Authors: Cassebraum Heinz
Published: May 2007

Die Darstellung einiger Aryl‐naphthochinone‐(1.2) und lsatine wird beschrieben und der Anwendungsbereich der Chinonsynthese von Teuber Zur Gewinnung von Naphthochinonen‐(1.2) überprüft. Gut reproduzierbare synthesen von Naphthochinon‐(1.2)‐carbonsäure‐(4) und 4‐[Carbäthoxymethylamino]‐naphthochinon‐(1.2) werden angegeben.
Zur Konstitution des Dimeren Trichloräthylens und Seiner Dehydrochlorierungsprodukte
Authors: Roedig Alfred , Kloss Rudolf
Published: May 2007

Die Dimerisation von Trichloräthylen in Gegenwart von Radikalbildnern und nach technischen Druckverfahren führt entgegen den in der Literatur verbreiteten Ansichten zu ein und demselben Hexachlor‐buten. Für dieses wird die 1.3.‐Stellung der H‐Atome durch Reduktion zu Vinyl‐acetylen bewiesen. – Die Reaktionen des Hexachlor‐butens weisen auf ein Gleichgewicht von drei Allylisomeren hin.
Eine neue Peptid‐Synthese
Authors: Micheel Fritz , Thomas Siegfried
Published: May 2007

N‐p‐Tosyl‐α‐aminosäuren bilden mit Formaldehyd über eine intermediäre N‐Hydroxymethyl‐Verbindung (II) Oxazolidon‐Derivate (III) Diese setzen sich mit Aminen und Aminosäureestern unter Abspaltung von Formaldehyd in fast quantitativer Ausbeute zu Peptidderivaten um. Bei der Aufarbeitung werden die Estergruppen verseift. Nach Abspaltung der p‐Tosylreste erhält man peptide bzw. andere Aminosäure‐amid‐Derivate.
Synthese des Poly‐Methylen‐Tyrosins
Authors: Micheel Fritz , Thomas Siegfried
Published: May 2007

N‐p‐Tosyl‐l‐tyrosin (I) wird in seine 3.5‐Dimethylol‐Verbindung (II) übergeführt. Letztere wird mit N‐p‐Tosyl‐l‐tyrosin (1:1) zum Poly‐methylen‐N‐p‐tosyl‐tyrosin (III) kondensiert. Dies ist entsprechend seiner Natur als Poly‐C‐Verbindung gegen Hydrolyse stabil.
Pentazole, I. Die Lösung Eines Klassischen Problems der Organischen Stickstoffchemie
Authors: Huisgen Rolf , Ugi Ivar
Published: May 2007

Die Reaktion des Benzoldiazonium‐chlorids mit Lithiumazid in Methanol liefert letztlich Phenylazid + N2. Der molekulare Stickstoff wird dabei in zwei Anteilen – jeweils Reaktionen erster Ordnung, bei −40° bzw. 0° meßbar – freigesetzt. Die Kombination der kinetischen Befunde mit 15N‐Markierungsversuchen stellt an die Zwischenstufe X, deren Zerfall in der „sekundären”︁ Stickstoffentwicklung gemessen wird, Symmetrieforderungen, die nur das Phenylpentazol erfüllt. Versuche mit phenyl‐pentazol werden beschrieben. Die Chemismen der Bildung und des Zerfalls dieses nur aus Stickstoffatomen bestehenden aromatischen Systems werden diskutiert.
Eine neue Methode zur Darstellung langkettiger Carbonsäuren, (XIII). Herstellung β‐Verzweigter Carbonsäuren
Authors: Stetter Hermann , Meisel Hans
Published: May 2007

Es wird eine Reihe von β‐verzweigten Mono‐ und Dicarbonsäuren, ausgehend von l‐Methyl‐cyclohexandion‐(3.5), l‐Phenyl‐cyclohexandion‐(3.5) und Cyclohexandion‐(3.5)‐carbonsäure‐(1), nach der früher beschriebenen Methode hergestellt.
Über 2.7‐Naphthyridin‐Derivate
Authors: Birkofer Leonhard , Kaiser Christelmargot
Published: May 2007

Bei der Reaktion von N‐Methyl‐3‐aminoformyl‐pyridinium‐chlorid (I) mit Aceton entsteht kein 1.6‐Naphthyridin‐Derivat, wie früher angenommen wurde, sondern 3.7‐Dimethyl‐1‐oxo‐1.7‐dihydro‐27 naphthyridin‐hydrochlorid (III). Durch thermische Zersetzung geht III unter Methylchlorid‐Abspaltung in 3‐Methyl‐1‐oxo‐1.2‐dihydro‐2.7‐naphthyridin (IV) über; der oxydative Abbau zu Pyridin‐dicarbonsäure‐(3.4) ist beweisend für diese Konstitution. Mittels Phosphoroxychlorids wird aus IV l‐Chlor‐3‐methyl‐2.7‐naphthyridin (VII) gebildet, das mit Natriummethylat l‐Methoxy‐3‐methyl‐2.7‐naphthyridin (VI) gibt. Die reduktive Enthalogenierung von VII führt zu 3‐Methyl‐2.7‐naphthyridin (IX).
Darstellung von N,N′‐Äthylen‐Bis‐Aminosäurederivaten
Authors: Baganz Horst , Peissker Horst
Published: May 2007

Durch Umsetzung von Äthylendiamin‐dihydrochlorid mit KCN und Formaldehyd bzw. β‐Methylmercapto‐propionaldehyd wurden N,N′‐Äthylen‐bis‐glycin bzw.‐ methionin erhalten, die mit Arylsulfochloriden in die entsprechenden Bis‐sulfonamide übergeführt wurden. Die Ammonolyse der daraus dargestellten Ester mit wäßrigem Diäthylamin bzw. Hydrazinhydrat führte nicht zu den erwarteten Derivaten. Es entstanden vielmehr unter Verdrängungsreaktionen p‐Nitrobenzolsulfonsäure‐diäthylamid bzw. 1.2‐Bis‐[p‐nitro‐benzolsulfonyl]‐hydrazin.
Antibody against poly(ethylene glycol) adversely affects PEG‐asparaginase therapy in acute lymphoblastic leukemia patients
Authors: Armstrong Jonathan K. , Hempel Georg , Koling Susanne , Chan Linda S. , Fisher Timothy , Meiselman Herbert J. , Garratty George
Published: May 2007

BACKGROUND.

Rapid clearance of poly(ethylene glycol)‐asparaginase (PEG‐ASNase) has been reported for up to one‐third of patients treated for acute lymphoblastic leukemia (ALL), potentially rendering their treatment ineffective. A 25% occurrence of an antibody against PEG (anti‐PEG) was previously reported in healthy blood donors. The objective of the study was to determine whether anti‐PEG was associated with rapid clearance PEG‐ASNase.

METHODS.

The investigation reanalyzed stored sera from pediatric patients enrolled in the ALL Berlin‐Frankfurt‐Muenster 2000 studies. Twenty‐eight samples were selected to include 15 subjects with undetectable ASNase activity after receiving PEG‐ASNase. Sixteen subjects treated with unmodified ASNase were also included, 8 with low ASNase activity. Sera were tested for anti‐PEG using 2 techniques: 1) serology, by agglutination of PEG‐coated red blood cells; 2) flow cytometry, by analysis of 10 μm PEG beads stained for bound immunoglobulins.

RESULTS.

Of the 15 sera from PEG‐ASNase‐treated patients with undetectable ASNase activity, anti‐PEG was detected in 9 by serology and in 12 by flow cytometry. Anti‐PEG was detected in 1 PEG‐ASNase‐treated patient with lower ASNase activity (123 U/L). No relation was observed between anti‐PEG and serum ASNase activity for patients treated with unmodified ASNase.

CONCLUSIONS.

The presence of anti‐PEG was very closely associated with rapid clearance of PEG‐ASNase. Further comprehensive studies are warranted to fully elucidate the effect of anti‐PEG on PEG‐conjugated agents. Screening and monitoring for anti‐PEG may allow identification of patients for whom a modified dosing strategy or use of a non‐PEGylated drug would be appropriate. Cancer 2007. © 2007 American Cancer Society.
A new approach to managerial selection
Authors: Odiorne George. S. , Miller Edwin L.
Published: May 2007

There are two keys to picking the right man for a job: knowing the results the man has achieved on past jobs (not only the names of those jobs) and knowing the objectives of the job to be filled. If he has in the past achieved the results the present job is aiming for—he's the right man.
The productivity crisis
Authors: Jehring J. J.
Published: May 2007

Productivity shouldn't be taken for granted, even in a country like the United States. To prevent the kind of serious mistakes that have been made in England, all levels of industry, capital, management, and labor, must be motivated toward productivity.
The co‐worldly executive
Authors: Jennings Eugene Emerson
Published: May 2007

The traditional American executive lived in the world of the company; the world of his family life was expected to reflect company priorities. But men are less willing now to pay high personal costs for corporate success, or to limit their private lives (or even their career potentials) to the demands of a single company. This new ethic of co‐worldliness will require companies to learn to deal with new kinds of values and loyalties.
The true cost of labor turnover
Authors: Zimmerer Thomas
Published: May 2007

Managers can analyze the true cost of their labor turnover with the help of these six formulas, and thereby rationally compute trade‐off solutions between programs designed to reduce labor turnover and the true cost of labor turnover.
The professional manager of the future
Authors: Crotty Philip T.
Published: May 2007

It's just possible that a businessman's role in the year 2000 will erode seriously due to little involvement in the growing “leisure values” of an affluent culture and failure to contribute directly to the needs of what will be a strongly post‐industrial society. But if we want to train managers who are able to meet the needs and interests of the wider community, how do we prepare them for something as conceptual as “social responsibility”? Is it enough to superimpose on the business curriculum some courses in the social, political or technical‐environmental forces affecting the individual and his firm, i.e. make the student study more and longer before he becomes an operative “professional”?
The care and feeding of MBA's
Authors: Gruber William H. , Niles John S.
Published: May 2007

Hiring MBA's represents an investment at a significant risk level, and data on the firm's historical experience with MBA investments should be maintained and evaluated. The characteristics of the MBA which count toward performance should be discovered. The authors suggest several: maturity measures, quantitative orientation, educational specialty, attitude toward work.
Leadership: The effective use of power
Authors: Boyatzis Richard E.
Published: May 2007

Feeling powerless is a major cause of tension in organizations. This paper looks at five techniques that facilitate the effective use of power — in both managers and subordinates.
Forty common goal‐setting errors
Authors: Kleber Thomas P.
Published: May 2007

This is a helpful list, whether the goal setting process is new in your organization or has been working reasonably well for some time.
Cross function transfers: Rates and patterns
Authors: Robertson David E.
Published: May 2007

This nationwide survey of managerial transfer practices in 250 large manufacturing firms studies the patterns of transfer, the departments most commonly providing personnel for subsequent assignment to other functional areas, various organizational variables which affect the frequency and pattern of managerial transfers, and the implications for career planning.
Employee turnover measurement and human resources accounting
Authors: Bassett Glenn A.
Published: May 2007

The surest way of making full practical sense out of both human resource accounting and turnover measurement/costing is to integrate the two into one system.
Tracking corporate tigers in the seventies
Authors: Walker James
Published: May 2007

Fast track programs frequently follow “no track” programs and are started when management suddenly realizes that it cannot fill its need for promotable talent. This is not the best motive for such a program, but because there is often inadequate or ineffective planning in normal manpower development, career guidance, and manpower planning, a fast track program can serve as a step towards broader‐based, more inclusive manpower planning and development activities.
A behavioral ethic for organizations
Authors: Tucker W. T.
Published: May 2007

To develop the institutions and social processes through which many can attain the self‐actualization that only a few have up to now been able to seize, must be regarded as enormously difficult under the necessary constraint that we continue the adequate production of steel and houses and potatoes. Any moral evaluation of an organization in terms of its contribution to personal self‐actualization becomes footless if the only means of increasing that contribution involves an increase in hunger or a decrease in personal security, for these are preconditions to self‐actualization.
High tech, basic industry, and the future of the american economy
Authors: Etzioni Amitai , Jargowsky Paul
Published: May 2007

A growing number of economists, public policy analysts, and government officials have heralded a transformation said to be occurring in the American economy. The American‐in‐transformation thesis holds that new high‐tech information‐oriented industries are replacing basic industries as the primary source of America's economic stability and growth. This thesis, the authors point out, overstates the extent of the changes which are taking place. According to the best available projections, basic industries will continue to be an important sector of the American economy. Further, basic industries will serve as markets for high‐tech products and services as they modernize their operations. Both sectors of the economy will be needed to sustain an integrated, two‐track economy.
Integrating human resource management and corporate strategy: A preview of the 3M story
Authors: Angle Harold L. , Manz Charles C. , van de Ven Andrew H.
Published: May 2007

This article describes the initial stages of an endeavor to bring about an integration of strategic management and human resource management in a major manufacturing organization—3M. The focus is on the agenda of the organization's Vice President of Human Resources for bringing about the innovation through a systematic program of cultural analysis, professional development of line managers and human resource specialists, restructuring of the human resource management organization, and creation of a new partnership between line and human resource managers.
Project work as an antidote to career plateauing in a declining engineering organization
Authors: Hall Douglas T.
Published: May 2007

This is a study of the effects of becoming plateaued on the careers of professionals in a declining organization. An unusual “triple ladder” was studied, one with paths in administration and technical specialization (the two typical components of a dual ladder system), as well as project management (a general practice, technical generalist role). In contrast to earlier studies of plateauing, it was found that occupational characteristics mitigate the effects of plateauing. The plateaued technical specialists experienced the expected declines in job attitudes; however, in project management, and to a lesser extent in administration, it was the plateaued group whose career outlook was most positive. Interview data suggested that the critical factor operating here was not plateauing per se, but the extent to which learning is required and experience and acquired skills are utilized and recognized in the work role. Structural career opportunities, intrinsic job rewards, and recognition were all critical factors in mitigating the effects of the career plateau.
Human resource management in action. Changing culture through ceremony: An example from GM
Authors: Solberg Sydney L.
Published: May 2007

This paper examines the impact of a joint GM/UAW ceremony on changes in the traditional labor‐management culture. Ceremonies can help change corporate culture when the actual event is transformed into an organizational story. Stories help motivate change because they provide purpose and clues to new behavior patterns.
Formulating and implementing human resource strategy: A model of how to do it, two examples of how it's done
Authors: Mirvis Philip H.
Published: May 2007

Business strategy is based upon a knowledge of markets and needs, an understanding of the strengths and weaknesses of an organization, and an awareness of the political, social, and cultural factors that shape strategy implementation.

Miles, et al., 1978; Porter, 1980; Tichy, 1983.

As managers adopt a strategic perspective toward human resources, they need to be sensitive to their labor market and employee's attitudes and needs, to the profile of jobs in their companies and jobholder's training and skills, and to key factors that will affect strategic management in their own firms. This paper identifies the factors companies need to consider when formulating human resource strategy and describes the implementation and monitoring of such strategies in two U. S. corporations: Caterpillar and Graphic Controls.
The design and use of effective employee participation groups: Implications for human resource management
Authors: Mohrman Susan Albers , Ledford Gerald E.
Published: May 2007

The use of employee participation groups is an increasingly widespread response to unrelenting environmental demands for higher levels of organizational performance. Guidelines for the design of participation groups are suggested, based on a study of participation group programs in nine organizational units of a major corporation. In order to be most effective, participation groups should include or have access to adequate skills and knowledge for systematic problem solving, should use formalized procedures, should be integrated horizontally and vertically with the rest of the organization, and should be a regular part of the organization rather than special entities. The appropriateness of using participation groups as a part of a larger human resource strategy is explored.
Matching managers to strategies: Point and counterpoint
Authors: Gupta Anil K.
Published: May 2007

In recent years, an emerging and increasingly popular theme in the strategic management literature has been that the selection of general managers should be tied directly to the strategies of business units they will oversee. Because different strategies imply different priorities and the need for different skills, such a proposition has obvious intuitive appeal. Beyond intuitive appeal and supporting conceptual arguments, recent empirical research on whether matching general managers to strategies “pays off” in terms of more effective strategy implementation has also yielded positive results. Despite this evidence, several arguments exist for why it may not always be feasible, necessary, or desirable to match general managers to strategies. Thus, there is need for a point‐counterpoint “debate” on the subject of matching general managers to strategies. Based on a review of the relvant literature, logical reasoning, as well as some case evidence, this paper is intended to be such a debate undertaken by the author with himself. It is hoped that such a dialectical analysis will open up new avenues for productive research and also enable corporate executives to make better “managerial selection” decisions.
Concerns of the ceo
Authors: Bowman Edward H.
Published: May 2007

Interviews with 26 CEOs across a wide variety of industries reveals their concerns as well as agenda and behavior. The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns. These executives frequently ponder institutional and corporate strategy but very seldom business strategy and competitive markets. The plurality of the concerns deal with issues of management development and human resource management. Where the question is one of changing or redirecting the strategy of the firm, it is often put in the context of looking inside the firm at top managers and organization culture.
The dynamic organizational contexts of executive succession: Considerations and challenges
Authors: Lundberg Craig
Published: May 2007

Given the increasing changefulness of organizational circumstances, the change and transition role of executives takes on increasing prominence. This essay describes the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation. Executive roles that provide guidance for executive assessment and development, and especially for selection, are explicated.
Reinforcing organizational defensive routines: An unintended human resources activity
Authors: Argyris Chris
Published: May 2007

Although human resources professionals are against the proliferation of defensive routines, they often design programs that reinforce them. This paper examines one organization in depth in order to illustrate how its human resources professionals acted in ways that unintentionally reinforced the very defensive routines that they were trying to reduce. Organizational defensive routines organized into self‐reinforcing loops can result in lack of effective line leadership and increasing difficulty for management development, organizational development, education, organizational diagnosis, and compensation to achieve their objectives.
Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource management practices
Authors: Schuler Randall S.
Published: May 2007

Two particularly important factors involved in successful corporate entrepreneurship are organization structure and human resource management practices. By selecting and implementing the appropriate structure and practices, human resource professionals can systematically foster and facilitate innovation and entrepreneurship within their organizations. The more that new and different entrepreneurial activities are needed, the more that complete structural arrangements as well as policy and procedure flexibility are needed. In this article, structural practices appropriate for different degrees of entrepreneurial activity are described. But because appropriate structural practices alone are not sufficient for effectiveness, necessary human resource management practices are also described in detail. Throughout, implications for structural and human resource management practices in advancing entrepreneurship are considered.
Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions
Authors: Bastien David T.
Published: May 2007

This study of common patterns of communication and behavior in mergers and acquisitions relied on a survey of twenty‐one managers and professionals in acquired organizations in three separate mergers or acquisitions (M/A). The survey used focused interviews to construct three cases. Common patterns are identified and a syndrome is specified connecting communication variables with rumor mills, employee turnover, and employee commitment to the new organization.
Defining the Activities and Effectiveness of the Human Resource Department: A Multiple Constituency Approach
Authors: Tsui Anne S.
Published: May 2007

Human resource strategy research has focused primarily on the effects of business objectives and other organizational contingencies on organizational‐wide human resource systems and policies. Relatively little attention has been paid to the human resource function at the business implementation level. The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level. A research project involving three separate studies found support on the validity of the multiple constituency approach. Constituency perspectives differed in both the activities desired of the human resource department and criteria meaningful for evaluating its effectiveness. The largest discrepancy was between constituencies with a strategic focus and constituencies with an operational orientation. Implications of the research findings and of the multiple constituency approach for strategic human resource management research and practice are discussed.
Pacific Basin Managers: A Gaijin, Not a Woman
Authors: Adler Nancy J.
Published: May 2007

Pacific Rim business is the fastest growing in the world. To remain competitive, no major North American firm dare ignore Asia. Traditionally, very few women have held managerial and executive positions in Asia, Can North American firms successfully send female expatriate managers to Asia or must they limit international management positions to men? To answer this question, fifty‐two women were interviewed, each of whom had held at least one management position in Asia. They were overwhelmingly successful. The study describes who the women are, how they were chosen, and their professional experience as female expatriate managers in Asia.
Sex Differences in Responsiveness to Organizational Career Management
Authors: Pazy Asya
Published: May 2007

This is a study of differences between women and men in their responsiveness to formal organizational career management. Questionnaire data from 272 men and 101 women were analyzed. It was found that women's individual career variables were mostly similar to men's, but their responsiveness to organizational career management was higher than men's. Women's career effectiveness (performance, attitudes, identity, and adaptability) and career planning increased when the level of perceived organizational career management was high. The sex difference remained even when the effects of two other responsiveness‐reducing factors, managerial position and tenure, were controlled. The results are interpreted in terms of women's cognitive construction of organizational reality. It is suggested that human resource managers have to distinguish between two different objectives: enhancing women's effectiveness vs. enhancing their career progress. To attain the first objective, formal career management systems should be developed. To attain the second, it is argued that women need to relate differently to the informal organizational system.
Management Women in the Corporate Workplace: Possibilities for the Year 2000
Authors: Raynolds Eleanor H.
Published: May 2007

This article considers what corporations' attitudes toward women will be in the year 2000, and what women's attitudes toward corporations will be at that time. Women's current position in the workforce is characterized. Consideration is given to the direction today's workplace is taking as it transitions to the start of a new century. Based on current observations and trends, the article explores the needs and desires of the twenty‐first century woman. Four major tools available to U.S. corporations preparing to enter the next century are discussed, including family issues, a commitment to innovation, training, and women's contributions to the management of transition.
Expatriate Selection, Training and Career‐Pathing: A Review and Critique
Authors: Mendenhall Mark E. , Dunbar Edward , Oddou Gary R.
Published: May 2007

In order to delineate the current state of the art of overseas relocation programs in U.S. multinational corporations, the extant literature was reviewed in the areas of expatriate personnel selection, training and career‐pathing. The implications of the study's findings for U.S. MNCs are discussed and recommendations for policy change are offered.
Perspectives on the Implementation of Participative Approaches
Authors: Margulies Newton , Black Stewart
Published: May 2007

Participative management, both in terms of specific techniques and as a broad value, has become more utilized in recent years. Unfortunately, often participative management approaches have been inappropriately and consequently unsuccessfully implemented. From a review of the literature, influential conditions for the successful implementation of participative management have been identified. These conditions are discussed and then illustrated via a recent case study.
New Business Development: A Challenge for Transformational Leadership
Authors: MacMillan Ian C.
Published: May 2007

This article analyzes how the behavior of CEOs of major divisions of corporations who are successful at new business development differ in behavior from those who attempted new business development programs and failed. Successful top managers affected organization transformation via three major differences in leadership behavior. Successful CEOs inspired pervasive commitment throughout their division. They built confidence in their subordinates' ability to develop new business. Finally, they found ways of applying appropriate disciplines to the process, particularly in the ara of management of failure. Challenges for the HRM function in terms of orchestrating these CEO behaviors are discussed.
Changes in Perception and Behavior in Mixed Gender Teams
Authors: Webber Ross A.
Published: May 2007

Leadership and conflict on male and female task teams of varying compositions are compared for groups constituted in the late 1960s/early 1970s and the mid‐1980s. The data indicates substantial increase in the leadership activities of women in mixed sex situations, striking decrease in conflict on predominantly female teams, and impressive improvement in the ability of young men to work with women on analytical tasks.
Strategic alliances, organizational learning, and competitive advantage: The HRM agenda
Authors: Pucik Vladimir
Published: May 2007

In the context of strategic alliances that involve competitive collaboration, the competitive advantage of a firm can be protected only through its capability to accumulate invisible assets by a carefully planned and executed process of organizational learning. As this process is embedded in people, many of the necessary capabilities are closely linked to HRM strategies and practice. The article advocates that the transformation of the HR system to support the process of organizational learning is the key strategic task facing the HR function in firms engaged in international cooperative ventures.
Employment security at DEC: Sustaining values amid environmental change
Authors: Kochan Thomas A. , MacDuffie John Paul , Osterman Paul
Published: May 2007

This article, based on a case study of Digital Equipment Corporation, examines issues raised by efforts to stabilize employment. The specific case is a large program which restructured and reduced employment without resorting to layoffs. The article describes the DEC process, the key choices which underly the procedures, and provides data on the consequences for individuals and the firm. It then explores the implications of the DEC experience for the broad human resource principles and actions which must underlie any effort to stabilize employment.
The experience of burnout and work/non‐work success in male and female engineers: A matched‐pairs comparison
Authors: Etzion Dalia
Published: May 2007

This paper explores the experience of burnout and success in the professional and private lives of people in technical careers. Participants in the study were 51 male and 51 female engineers, who were matched as pairs on a variety of personal and job‐related variables. An analysis of the data shows that the sampling design worked: the two groups are very similar in their organizational positions, share a similar outlook on their jobs, and have similar orientations towards their careers and lives. However, gender differences were revealed in the interrelationship between work and private life and its effect on measures of well‐being such as feelings of burnout, satisfaction, enjoyment, and perceived success. Results indicate that male engineers are better able to integrate work success with private life than their female counterparts. For men, work and non‐work success are compatible, while for women they seem to conflict. The results are discussed in the light of a theoretical proposition to view burnout in a person/environment‐fit framework. Implications are drawn for career consultants and human resource managers in organizations that rely on technical expertise.
Key to the future: The strategic impact of union presidential elections
Authors: Spector Bert
Published: May 2007

Fundamental changes in the conduct of U.S. Labor relations have led unions to reconsider their future strategies. While scholars have focused attention on the content of their strategic choices, far less attention has been paid to the process of managing a change process within unions. This article analyzes a recent presidential election held within the United Steelworkers to suggest a framework for understanding how elections can impact on charges in the strategic direction of unions.
Strategic determinants of managerial labor markets: A career systems view
Authors: Sonnenfeld Jeffrey A. , Peiperl Maury A. , Kotter John P.
Published: May 2007

This paper proposes a four‐cell typology of career systems, which describes the way different corporate strategies reflect the nature of executive labor markets. The two critical dimensions of the model, “supply flow” and “assignment flow,” reflect the external and internal movement of executives. We use recent examples from industry to demonstrate the way in which business and career system strategies align. We then examine individual background and personality variables, drawn from a ten‐year study tracking 125 MBA graduates, to show how executives sort themselves into the career system best suited to their needs.

The broader purpose of this research is to begin to tie together a general theory of career systems that focuses on the level of the firm in its changing strategic and industry context.
Strategic job analysis
Authors: Schneider Benjamin , Konz Andrea Marcus
Published: May 2007

The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future. Given a rapidly changing internal and external world it is likely that many jobs will change in the future. This article reviews some new techniques that, when added to traditional job analysis procedures, may facilitate strategic planning for the development of personnel procedures such as selection and training. Examples of the new technique are presented, followed by a discussion of some topics requiring future thought and research.
Adapting human resource planning in a changing business environment
Authors: Greer Charles R. , Jackson Dana L. , Fiorito Jack
Published: May 2007

Contemporary human resource planning (HRP) practice is described on the basis of a survey of 137 companies. Results indicate widespread use of simple forecasting techniques and increased acceptance of HRP during the turbulent 1980s, supporting the notion that HRP adapts to the business environment and has increasingly become a line management process. The forecasting component of HRP was found to serve several functions, the most frequent being developmental. HRP problems have evolved into concerns about the strategic planning role of HRP in the 1990s as opposed to the more technical issues of the past.
Beyond belief: A benchmark for human resources
Authors: Ulrich Dave , Brockbank Wayne , Yeung Arthur
Published: May 2007

Many Human Resource (HR) professionals feel and believe that they have made progress during the 1980s. Unfortunately, without data to benchmark progress, assessments must depend on perception rather than evidence. To move beyond belief towards a national HR database, this article reports research on over 10,000 individuals in 1200 businesses in 91 firms. It establishes a benchmark for HR practices and HR professionals. It also highlights areas where HR professionals may focus attention to become more successful as business partners.
Multiple pay contingencies: Strategic design of compensation
Authors: Mahoney Thomas A.
Published: May 2007

Employment compensation has been a frequent target of change efforts in recent years, resulting in an abundance of proposals for so called non‐traditional pay plans. This article reviews traditional and non‐traditional plans, recognizing that they offer opportunities to complement and reinforce changes in organizations' strategic orientations and management practices.
Positive discipline
Authors: Yg. Chimezie A. B. Osigweh , Hutchison William R.
Published: May 2007

Traditional corporate disciplinary systems often fail to encourage responsible employee behavior. This article presents “positive discipline” as a management tool for responding to individual employees' unacceptable behavior, while supporting the good performance of the majority. Positive discipline has been implemented at Union Carbide with successful results: constructive interaction with individual employee problems encourages employee self‐discipline and recommitment to the organization's goals.
What do we really know about EAPs?
Authors: Luthans Fred , Waldersee Robert
Published: May 2007

The time has come to make a comprehensive, critical assessment of the increasingly popular EAPs. To date, with very few exceptions, only glowing reports in the literature are available. This EAP literature is reinterpreted and methodological flaws are identified in analyzing usage patterns, legal issues, success rates, and cost‐benefit calculations. The real and potential weaknesses and limitations need to be recognized in order to make EAPs more effective for the 1990s.
Using human resource management to enhance competitiveness: Lessons from four excellent companies
Authors: Kydd Christine T. , Oppenheim Lynn
Published: May 2007

Recent research has emphasized the strategic focus that human resource management must have in order for an organization to fully utilize its human resources in a competitive market. However, few empirical studies have been done to date regarding how human resource planning should be linked to strategy. An extensive in‐depth study of four large, complex, and very successful companies supports the widespread belief that human resource management can be a powerful tool to enhance competitiveness when policies and practices are logically driven by a firm's strategy and by the key environmental factors it faces. This article describes that study and looks at how the areas of selection, appraisal, reward, and development are handled by these firms. Based on both the specific policies and the actual practices as perceived by middle managers (those that implement the policies), the article presents a contingency framework which offers guidelines as to how certain HRM practices should be implemented to gain competitive advantage.
Avoiding the loss of a gain: Retaining top managers in an acquisition
Authors: Siehl Caren , Smith Dayle
Published: May 2007

The turnover of management following a merger or acquisition is a significant, yet understudied, human resource issue. We propose that the relevant HR question is not merely how to retain top managers, but of equal importance, whether or not top management retention should be an objective. We present a model that integrates the retention process with the overall integration strategy being pursued by the acquiring firm. The model prompts a discussion of those factors that influence the decision as to whether the top management of the acquired firm should be retained. We conclude by identifying appropriate HR tactics for managing the retention process.
Management and organization principles for the information economy
Authors: Davidson William H. , Davis Stanley M.
Published: May 2007

Industrial era management models are giving way to a new paradigm. The widespread application of information technology is driving change in underlying business processes and market structures. The impact of such change on management and organization models is only beginning to be felt, but certain principles and directions are becoming apparent. This article describes the mainstream elements of the emerging business paradigm and discusses a series of implications for the human resource management function.
Customer education: A new frontier for human resource development
Authors: Noel James L. , Ulrich Dave , Mercer Steven R.
Published: May 2007

In recent years, Human Resource Development has begun to focus on customers. Involving customers in traditional management development, team building, and value setting activities has enormous payoffs for firms. Customers and firms experience mutual learning, increased commitment, and long‐term unity. Four cases of customer education inside General Electric illustrate the implications of customer education for HR and suggest ways in which firms can implement a customer education strategy.
The impact of future demographic shifts on the employment of older workers
Authors: Barth Michael C. , McNaught William
Published: May 2007

This article argues that future demographic shifts will alter the supply of older workers and the demand for their services. Research conducted by the authors, shows that a significant percentage of older workers not currently working would like to work and that older workers can be as cost effective and capable as younger workers. Recommendations for facilitating the greater employment of older workers conclude the article.
Making the Smithkline Beecham merger work
Authors: Burke W. Warner , Jackson Peter
Published: May 2007

Perhaps it is an understatement to say that merging two large companies, one predominantly American and the other British, is difficult. Moreover, a merger of such magnitude takes time. This article is, therefore, a “progress report” of the merger that officially began in July of 1989 between the former SmithKline Beckman corporation with the former Beecham, plc. The authors provide suggestions and some guidelines for what facilitates an effective merger, describe the process that has occurred thus far (with particular emphasis on the establishment of values and leadership practices for the desired merger culture), and conclude with the overall model that frames the culture initiative and change effort.
Making total quality work: Aligning organizational processes, performance measures, and stakeholders
Authors: Olian Judy D. , Rynes Sara L.
Published: May 2007

Total quality is increasingly used by companies as an organization‐wide system to achieve fully satisfied customers through the delivery of the highest quality in products and services. The goals of total quality can be achieved only if organizations entirely reform their cultures. Traditional management, operations, finance and accounting systems are reviewed against changes that are needed in organizational processes, measurement systems, and the values and behaviors of key stakeholders to overpower the status quo and shift to a total quality culture that permeates every facet of the organization. Specific company illustrations are drawn upon to show the inadequacies of these traditional areas under the new imperatives for total quality.