bluuebunny/crossref_metadata_2025 huggingface dataset:
Perceived Group Variables as Moderators of the Task Characteristics-Individual Performance Relationship
Authors: Dailey Robert C.
Published: March 2006

A sample of scientists and engineers from 15 R&D organizations participated in a study designed to assess the moderating influences of facets of perceived cohesiveness and collaborative problem solving on the task characteristics-individual performance relationship. It was found that two facets of collaborative problem solving moderated the relationship between task difficulty and individual performance. Two facets of group cohesiveness also moderated the task difficulty-individual performance relationship. None of the dimensions of collaborative problem solving or cohesiveness dependably moderated the relationship between task variability and performance. These findings are discussed relative to the group dynamics literature and the management of task groups.
Role Clarity and Organizational Level
Authors: Posner Barry Z. , Butterfield D. Anthony
Published: March 2006

Role clarity was examined in terms of its relationships with personal outcomes and organizational effectiveness. Organizational level as a moderator of such relationships was also investigated. Using 490 underwriting personnel from 4 levels in 20 insurance offices, hypotheses based on prior research were generally confirmed. Role clarity was positively related to perceptions of job satisfaction, personal influence, organizational effectiveness, and task-oriented leadership. Role clarity was higher at higher organizational levels, where relationships with perceived organizational effectiveness were not significant. An independent measure of effectiveness showed members in high-performing offices had greater role clarity than members in low-performing offices. Role clarity and organizational level are important variables in organizational behavior research and warrant continued study.
Organizational Climate and Informal Helping Processes in Work Settings
Authors: Burke Ronald J. , Weir Tamara
Published: March 2006

This investigation examines the relationship of managers' descriptions of organizational climate to their participation in informal helping interactions at work. Three distinct aspects of organizational climate, derived from the work of Likert (1967) and Argyris (1962, 1970), were related to several areas of helper and helpee behavior and disclosure of problems and help-seeking at work. Organizational climate was found to exert an influence on (1) several aspects of the informal helping process as it existed in work settings, (2) the amount of problem disclosure across hierarchical lines, and (3) the amount of disclosure of personal versus work-related problems. In general, climates approaching the YB pattern of Argyris and the System IV style of Likert were more conducive to these potentially therapeutic behaviors.
Communication Apprehension: Implications for Management and Organizational Behavior
Authors: Pate Larry E. , Merker George E.
Published: March 2006

Over the past nine years, an enormous amount of research has been conducted on the communication apprehension construct; however, neither this research nor its implications have been discussed in the management or organizational behavior literature. The intention of this paper is to make management and organizational behavior researchers aware of the nature of the construct, research conducted to date, and some of the implications for on-going organizations. It is argued that an understanding of the workings of this variable offers rich potential for improving our understanding of behavior in work organizations. Eleven hypotheses for further research are suggested.
Perceptions of Cognitive Styles: Acquisition, Exhibition and Implications for Information System Design
Authors: Zmud Robert W.
Published: March 2006

Cognitive style perceptions are suggested as possible explanations for the communication barrier often found to exist between system specialists and the users of information systems. Two empirical studies are presented which demonstrate that (a) perceptual differences can be observed for specific cognitive styles and between subjects possessing contrasting educational backgrounds, (b) no apparent relationship exists between cognitive style perceptions and cognitive behaviors, and (c) consistent differences were shown in the manner in which subjects perceived the analytic (more potent) and heuristic (less potent) cognitive styles. The implications of these findings f or the inf ormation system design process are discussed.
Interorganizational Development
Authors: Schermerhorn John R.
Published: March 2006

This paper defines interorganizational development (IOD) as the application of social science knowledge to the creation of planned, systematic and mutually beneficial cooperative relationships between otherwise autonomous organizations. There is a growing investment being made in interorganizational cooperation by organizations operating in all sectors of our economy. There is also an incomplete but growing body of knowledge which can be applied to help decision-makers exercise more informed judgments as they seek to influence this complex phenomenon. As a concept, IOD provides an action frame of reference for mobilizing existing knowledge to serve such purposes and for directing f uture research inquiries toward questions of direct practical importance. A health policy case is used to illustrate the research and action directions that are facilitated by an application of the IOD concept to interorganizational questions.
Job Characteristics, Alienation, and Work-Related Behavior: A Study of Professional Employees
Authors: Chisholm Rupert F. , Cummings Thomas G.
Published: March 2006

This study examines relationships between job characteristics, alienation from work, and work-related behavior for a group of professional-level technical and managerial employees of a large manufacturing firm. Results indicate a lack of significant relationships between the nature of jobs and experienced work alienation. However, a broad pattern of relationships exists between alienation from work and measures of work-related behavior. Overall, results suggest that the individual value of organizational success may moderate relationships between job characteristics and experienced alienation. Organizational success appears to be especially important to professional-level employees.
Managerial Status, Sex, and Selected Personality Characteristics
Authors: Brenner Otto C. , Greenhaus Jeffrey H.
Published: March 2006

Relationships among managerial status, sex, and the traits of aggression, dominance, achievement-orientation, and nurturance were investigated in an attempt to obtain insight into the validity of the male managerial stereotype. Sixty-six sets of individuals matched by organization and department participated in the study. Each set consisted of a male and female manager and a male and female nonmanager. Results for high achievement, high dominance, and low nurturance support the managerial stereotype. There was little support for the male managerial stereotype, since these traits appear to be associated with both males and females who have attained a managerial position.
Early Years of the Ohio State University Leadership Studies
Authors: Shartle Carroll L.
Published: March 2006

A multidisciplinary program of leadership research was initiated at Ohio State in 1945. Leader behavior in organizations was the principal thrust with relationships shown to other sets of variables. The program had its roots in occupational research performed on a wide scale in the U.S. Department of Labor and the War Manpower Commission beginning in 1934.
Contributions of the Ohio State Studies to the Field of Leadership
Authors: Schriesheim Chester A. , Bird Barbara J.
Published: March 2006

The Ohio State Leadership Studies have contributed in general to the fields of management and organizational behavior, and specifically to the field of leadership. These contributions can be summarized in several categories. Process contributions include the use of an interdisciplinary approach to the study of leadership phenomena as well as a consistent emphasis on performing high-quality research. Conceptually, the Ohio State studies helped to shift the focus of the field from a universal trait approach to a more situational, behavioral-based view. Methodologically, the Ohio State studies contributed a model of programmatic construct validation and investigation, and provided future researchers with useful research instruments. In sum, these contributions are substantial and are worthy of continued recognition.
From Production- and Employee-Centeredness to Systems 1-4
Authors: Likert Rensis
Published: March 2006

In reviewing his involvement in leadership research, Rensis Likert discusses early influences on his thinking, the university-connected Institute for Social Research and the criteria on which it was based, as well as the first leadership and management studies of the Survey Research Center. Likert's System 1-4 theory was derived from research data about high-producing managers and how they differ from low-producing managers. Later research demonstrated the real need to use the Current Value approach of Human Resources Accounting to assess the leadership behavior of managers accurately.
The Impact of Ralph M. Stogdill and the Ohio State Leadership Studies on a Transactional Approach to Leadership
Authors: Hollander Edwin P.
Published: March 2006

A personal recollection of Ralph M. Stogdill is presented, and the contribution of the OS U Leadership Studies to the understanding of leader behavior is reviewed with respect to the intermediate phase between the leader-trait and situational approaches to leadership. Together with the use of critical incidents and peer nominations, these studies formed the context for developing a transactional approach to leader-follower relations. This newer approach stresses the two-way influence and social exchange processes involved in leadership, with an emphasis on the two factors of system progress and equity. The results of research applying the transactional approach are summarized, with especial attention to leadership effectiveness.
Employee Affective Responses to Work Unit Structure and Job Design: A Test of an Intervening Variable
Authors: Pierce Jon L.
Published: March 2006

The predictive power of two models (work unit structure and job design) in association with employee job satisfaction were compared. Job design was also tested as an intervening variable in the work unit structure-employee job satisfaction relationship. The results indicate the work unit structure did not have a significant association with employee job satisfaction. Instead, job design emerged as an intervening variable in the work unit structure-employee job satisfaction relationship.
A Reexamination of the Preferred Job Attributes of Full-Time and Part-Time Workers
Authors: Allen Robert E. , Keaveny Timothy J. , Jackson John H.
Published: March 2006

This study attempts to reconcile inconsistencies in the literature concerning the job attribute preferences of full-time and part-time workers. The data reveal that the worker's sex and occupation influence preferences. For male and female blue-collar workers and professional/managerial employees only minor differences exist between full- and part-time employees. However, significant differences in the preference rankings of job attributes were found between full- and part-time female clerical employees. Further, the data suggest that for female clerical employees, marital and family status could influence their job attribute preferences.
Is Flexi-Time for Employees "Hard Time" for Supervisors? Two Sources of Data Rejecting the Proposition
Authors: Golembiewski Robert T. , Proehl Carl W. , Fox Ronald G.
Published: March 2006

This article focuses on a significant and neglected issue - the impact of flexible workhours programs on first-line supervisors. Relevant data come from two sources: a substantial panel of Flexi-Time studies, often with a short time-frame; and "sensing group" meetings with 43 supervisors who had over three years of experience with flexible workhour variants. The data converge to a direct conclusion: Flexi-Time variants have a range of effects on supervision, but these appear within the abilities and tolerances of almost all supervisors, who seem motivated to make any adaptations by the positive features for employees and supervisors of such programs.
A Constructive Replication of the Lawrence and Lorsch Conflict Resolution Methodology
Authors: Fry Louis W. , Kidron Aryeh G. , Osborn Richard N. , Trafton Richard S.
Published: March 2006

A replication of Lawrence and Lorsch's (1967) findings of three modes of conflict resolution was attempted in a managerial sample. Various forms of factor analysis and rotation techniques did not yield a clear factor structure. The validity of the scale for purposes of measuring conflict resolution modes is seriously questioned as is what we teach in the area of conflict resolution.
Managerial Receptivity and Implementation of Policies
Authors: Stevens John M. , Beyer Janice M. , Trice Harrison M.
Published: March 2006

A major unanswered question relevant to managers and researchers is how to implement policies more effectively. This study advances a model of managerial policy implementation and tests hypotheses derived from 71 federal government organizations. The results show that various facets of managerial receptivity to the policy were the most important positive influences on implementation of the two policies. Other factors such as perceived emphasis by top level management, organizational size, work overload, perceptions of the importance of performance for promotion, and the manager's attitude toward change were also important predictors of the managers' receptivity to the policies. Implications of the findings for management and future research are presented.
Role of Valid Test Score Information and Other Factors in Selection Decision-Making
Authors: Heneman Herbert G. , Hamstra Bruce W. , Brown Steven H.
Published: March 2006

Life insurance agency managers (n = 168) evaluated a hypothetical applicant under the experimentally varying conditions of hiring pressure, cost of false positive selection error, valid test-score level, and applicant sex. The last two treatments, alone and in interaction, were primarily responsible for explaining up to 37% of the variance in the applicant evaluations. Explanations for the results and implications for research on selection decision-making were indicated.
Managerial Perceptions of Career Planning Information
Authors: Greenhaus Jeffrey H. , Springob H. Karl
Published: March 2006

Mutual savings bank managers reported their perceptions regarding the adequacy of information they possess in nine different career planning areas. Differences in perceptions emerged across a number of information areas. In addition, managers' career salience was positively related to perceptions of adequate information regarding self and family issues, and self-esteem was positively related to information regarding self. Although organizational tenure was not related to career planning information, the amount and diversity of prior work experience were related to information in several areas.
Academic Stratification In Graduate Management Programs: Departmental Prestige and Faculty Hiring Patterns
Authors: Bedeian Arthur G. , Feild Hubert S.
Published: March 2006

The nature of the academic stratification system within the field of management is investigated on the basis of data drawn from the 24 leading graduate departments of management. In theory, recruitment within the management marketplace follows a purely universalistic-achievement pattern that reflects a commitment to the ideal of advancement by merit. Evidence is presented, however, which suggests that a scholar's academic placement within the field of management may be influenced instead by particularistic criteria.
Toward A Conceptual Clarification Of Employee Responses To Flexible Working Hours: A Work Adjustment Approach
Authors: Pierce Jon L. , Newstrom John W.
Published: March 2006

An elaboration of Davis, England and Lofquist's (1968) work adjustment model is employed to explain how flexible working hours can influence employee satisfaiction, performance, absenteeism, tenure, organizational commitment, and job involvement. Through need full illment, stress reduction, and the harmonization of work with human circadian rhythms, flexible working hours can contribute to a greater correspondence between (1) an individual's abilities and the ability requirements of the job, and (2) an individual's needs and the satisfaiction of those needs by, the work environment.
Perceived Competence Of Women Managers In Public Human Service Organizations: A Comparative View
Authors: Ezell Hazel F. , Odewahn Charles A. , Sherman J. Daniel
Published: March 2006

Responses of male and female managers in public human service organizations are analyzed to determine w;hether differences exist in perceptions ofself-competence and ws'hether differences exist in their evaluations of the competence of women managers in general in these organizations. The findings suggest that female managers perceive themselves to be as competent as male managers, but theY see female managers in general as being less competent than male managers.
Goal Specificity and Difficulty and Leader Initiating Structure as Strategies For Managing Role Stress
Authors: Lee Cynthia , Schuler Randall S.
Published: March 2006

Role stress increasingly is becoming more pervasive and dysfunctional for individuals and organizations. Therefore, strategies for managing role stress are presented in this paper. Specifically, two strategies are presented in theframework of a model that allows us to examine several organizational components related to role stress conditions. Namely, a role perception model of goal setting content and leader initiating structure is presented in order to examine the relative effectiveness of these two important aspects of organization behavior as strategies to reduce role stress and to increase employee satisfaction. It was hypothesized that both goal setting content and leader initiating structure are related to employee satisfaction because of their association with the stressful conditions of role conflict and ambiguity. That is, the relationships between goal setting content and satisfaction and between leader initiating structure and satisfaction are reduced when the effects of role conflict and ambiguity are removed. The results of the research presented here strongly supported those relationships.
Organization Structure and Administrative Control: A Question of Dimensionality
Authors: Montanari John R. , Freedman Sara M.
Published: March 2006

A large, diverse sample of national firms was used to investigate the relationship between specialization, formalization, and centralization in the functional work unit. A finding was that the three variables compose a single dimension of organizational structure. Another finding was that, within this dimension, specialization, formalization, and centralization were negatively related; this indicates that these are alternative mechanisms for achieving administrative control. The findings are discussed in the light of previous research in the area and the implications for practicing managers.
Manager's Self Assessments of Managerial Roles: The Influence of Hierarchical Level
Authors: Paolillo Joseph G.P.
Published: March 2006

This study systematically assessed the various roles essential to managers on different levels of the managerial hierarchy. A sample of 352 top, middle, and low-level managers from both large and small organizations in a variety of industries was asked to rate the various roles required by their positions. The analysis of variance results indicate that 7 of the 10 roles are influenced by hierarchical level. A quadratic discriminant analysis was used to identify a role profile for managers on different levels of the managerial hierarchy. Implications for the practice and teaching of business are discussed.
Perceived Environmental Uncertainty: An Individual or Environmental Attribute?
Authors: Lorenzi Peter , Sims Henry P. , Slocum John W.
Published: March 2006

The antecedents of perceived environmental uncertainty (PEU) were examined in two laboratory experiments to explore the relationship of PEU to environment and individual subjects' characteristic(s). Analysis showed differences between the more abstract "general" PEU items and more specific "task-related" PEU items. Measures of individual characteristics were not related to the task-related PEU Index, but were related to the more "general" measures of PEU. An experimental manipulation of "objective" environmental uncertainty showed task-related PEU to be strongly related to this objective uncertainty manipulation. Task-related PEU was also related secondarily, to individual characteristics. This same result was also found in a second experiment. The results of both experiments suggest that task-related operationalizations of PEU (as opposed to more general measures) minimize the impact of individual differences on the perceptual measure of PEU.
Using Videotape Technology: Innovations in Behavioral Research
Authors: Niebuhr Robert E. , Manz Charles C. , Davis Kermit R.
Published: March 2006

A review of the present and potential uses of videotape technology in behavioral research is provided. Emphasis is placed on research methodology and the value of incorporating videotape in current research practices. Additionally, the investigators examine several recent and on-going research projects that apply this instrument technology. The application areas discussed include the use of videotape in behavior observation studies, in modeling research, and in perceptual/attribution investigations. The paper concludes with an analysis of advantages as well as limitations of this unique research tool.
Decision Making Configurations: An Alternative to the Centralization/Decentralization Conceptualization
Authors: Cullen John B. , Perrewe Pamela L.
Published: March 2006

Typically, the centralization/decentralization of decision making authority is viewed as the tendency to concentrate authority at the top or at the bottom of the organization hierarchy. However, this conceptualization ignores possible differences in organizational processes that result from the numerous potential hierarchical configurations. In this study, factors identified in the literature as predictors of centralization/decentralization were used as potential discriminating variables among several decision making configurations in university affiliated professional schools. The model developed from multiple discriminant analysis had reasonable success in classifying correctly only the decentralized system. Implications for professional school organization and for the general conceptualization and analysis of organizational decision making are discussed.
An Integrative Theory of Leadership
Authors: Wofford J. C.
Published: March 2006

This paper presents a macro, integrative theory of leadership. The theory emphasizes the role of the leader in assessing the deficiencies in the follower's abilities, motivation, role perception or environmental conditions and in taking action to alleviate deficiencies which inhibit follower performance. Determinants of leader behavior and environmental influence are also central to the theory. Basic propositions and hypotheses of the theory are stated, and the leadership literature relating to these propositions is reviewed.
The Bureaucratic Model in University Budgeting: An Alternative Explanation to Power
Authors: Schick Allen G. , Sherr Lawrence A. , Tuggle Francis D.
Published: March 2006

Budgeting research often investigates the degree to which budgeting decisions are based upon rational, bureaucratic models. Because measures of instructional workload are indicative of the bureaucratic model in university budgeting, this paper examines: (1) the relationship between instructional workload and the budgeting of personnel positions and (2) how this relationship changes as personnel positions become more scarce. The longitudinal data gathered in this research suggest a direct relationship between the bureaucratic model and personnel allocations. In addition, the tendency to use the bureaucratic model increases as personnel positions become more scarce, a finding that differs from the results reported in the studies of dollar budgeting. The results of previous studies are integrated with the data reported here and implications of using the bureaucratic model in university budgeting are discussed.
Attributions and Actions: A Note of Caution
Authors: Mitchell Terence R.
Published: March 2006

A brief overview of attribution theory shows that current research is switching from a focus on the causes of attributions to their consequences. One important consequence of attributions about other people's behavior is the behavior illustrated towards that other person. A review of a variety of research areas shows that attributions about the causes of another person's behavior are only moderately good predictors of behavior. A particular area is reviewed in some detail showing the effects of a leader's attributions about a subordinate's behavior on the leader's actions towards that subordinate. A number of social, task and situational factors seem to be as important in predicting this behavior as attributions. The implications for further attributional research are discussed.
Structural Correlates of Affirmative Action Compliance
Authors: Marino Kenneth E.
Published: March 2006

In this paper a structural-contingency model drawn from the innovation literature is applied to the particular adaptive situation created by Affirmative Action requirements. If the initiation stage activities are essential to an effective adaptation, it is argued that organic structural characteristics will be associated with success. In situations where the need for, and alternative proposals for, change are known, success will depend on the performance of adoption and implementation stage activities. Therefore, it is argued that mechanistic characteristics will be associated with success.

Affirmative Action compliance is decomposed into six behavioral dimensions, two of which require intitiation stage activities and several of which require adoption and implementation only. In general, the model is supported among a sample of small manufacturing firms. It is concluded that formalization is the predominant structural characteristic associated with Affirmative Action compliance, a result which may be generalizable to other regulatory contexts.
Multidimensional Scaling and the Organizational Sciences
Authors: Blackburn Richard S.
Published: March 2006

Multidimensional Scaling (MDS) is proposed as a viable research methodology for use by organizational scientists. A brief description of the method is presented, and past uses of the methodology are discussed. Possible uses for MDS are described in the areas of construct development and schema recovery. The process is viewed as an alternative and complimentary methodology to traditional organization research approaches.
Union-Management Ideological Frames of Reference
Authors: Wolters Roger S.
Published: March 2006

The purpose of this paper is to focus attention on union-management (U-M) ideology as a potential explanatory variable in labor relations and to demonstrate a comprehensive methodfor empirically measuring the ideology of union and management representatives. The semantic differential and antecedent-consequent techniques are used to measure both the affective and denotative meaning of key U-M beliefs underlying the conduct of labor relations in the United States. Inclusion of the denotative aspect of beliefs in this study provides a more comprehensive measure of union-management ideology than previously available.

Significant differences (p < .01) were found to exist between union (n = 34) and management (n = 38) respondents on all 10 U-M beliefs measured. Differences and similarities between the ideological frames of reference of union and management representatives are discussed. Identification and comprehensive measurement of operative U-M beliefs represents a necessary first step toward improving the usefulness of ideology as an explanatory variable of specific types of union-management interaction.
Size, Stability and Incremental Budgeting Outcomes in Public Universities
Authors: Schick Allen G. , Hills Frederick S.
Published: March 2006

This paper examines the influence of relative size in the analysis of both total dollar and manpower budgets and changes in total dollar and manpower budgets when correlationallregression methods are used. Data presented suggest that size dominates the analysis of total budgets, is less important when dollar increments and discretionary manpower increments are analyzed, and is not afactor at all when the discretionary dollar increments are analyzed. Our research suggests that analyses of budget increments may provide the basis for more detailed explanations of budgetary decisions than do analyses of total budgets.
Toward Proper Specification of the Effects of Leader Punitive Behavior: A Research Note
Authors: Bateman Thomas S. , Strasser Stephen , Dailey Robert C.
Published: March 2006

Two samples totaling 457 nursing department employees from four metropolitan hospitals were employed to test the impact of leader punitive behavior on employee satisfaction. With the correlated effect of leader reward behavior statistically controlled for, there remained neither the direct positive effect of leader punitive behavior nor the moderating impact of role ambiguity, which have been suggested by previous research. Also discussed are the importance of considering spuriousness in leader punitive behavior research, some possible explanationsfor the positive relationship between the two dimensions of leader behavior, and some suggested conditions under which punishment may be satisfying to an employee.
Feedback Effects in Intrinsic/Extrinsic Reward Paradigms
Authors: Crino Michael D. , White Michael C.
Published: March 2006

This study examines the effects of redundant feedback on intrinsic motivation to perform a task. Specifically it examines the effect of performancefeedback where there is task closure sufficient to indicate success orfailure to the individualperforming the task. Suchfeedback is characteristic of many intrinsiclextrinsic reward paradigms. The results indicate that redundant task performance feedback may not yield positive effects on attitudinal measures of intrinsic motivation. Such effects appear to be assumed in the literature.
A Multitrait-Multimethod Matrix Analysis of the PRF and MNQ Need Scales
Authors: Mayes Bronston T. , Ganster Daniel C.
Published: March 2006

The reliability and validity of the Manifest Needs Questionnaaire (MNQ) and the Personality Research Form (PRF) nAch, nAff, nAut, and nPow scales were assessed in a heterogeneous sample (N = 136). Reliability was assessed by computing coefficient alpha for each scale. Validity assessments were based on criteria suggested by Campbell and Fiske (1959) for evaluating the multitrait-multimethod (MTMM) matrix. An additional analysis of variance suggested by Kavanagh, MacKinney, and Wolins (1971) was applied to the MTMM matrix; thus allowing the quantitative identification of the effects of subjects, traits, and methods. The scales demonstrate convergent and discriminant validity according to these analyses. Where validity is in question, the cause seems to be due to the overall poor reliabilities of the MNQ scales. Only the MNQPOW scale was acceptably reliable, while all the PRF scales were acceptable. The unreliability of the MNQ seems to be afunction of item heterogeneity and scale variance, while the PRF does not appear as sensitive to these factors.
Negotiating Corporate Combinations: A Theory and Evidence
Authors: Boatsman James R. , Hansen Don R. , Kimbrell Janet I.
Published: March 2006

Managers often use negotiation as a conflict-resolution mechan-ism. We characterize this negotiation process as a problem of dividing ownership in a corporate combination. We specify a set of axioms which imply a unique outcome of this negotiation process. In par-ticular, ownership in the combinedfirm will be divided in proportion to the value of resources contributed by each constituent to the transaction. We tested this prediction of ownership division using a sample of 133 recent corporate combinations. The evidence is con-sistent with this prediction.
Forms of Control and Leader Behavior
Authors: Jones Gareth R.
Published: March 2006

Viewing leadership as the process of selecting an appropriate means (or control strategy) to reach a desired goal, this paper investigates the underlying structure of supervisory control. Using a multidimensional scaling procedure, four leader behavior dimensions are extracted and identified: obtrusive vs. unobtrusive control, situ-ational vs. personal control, professional vs. paternalistic control, and process vs. output control. The implications of the findings for past and future research are then considered.
Job Context and Job Content: A Conceptual Perspective
Authors: Dunham Randall B. , Pierce Jon L. , Newstrom John W.
Published: March 2006

Recent research has produced seemingly contradictory findings for the moderating effect of job context satisfaction on job-contentl worker-response relationships. Four sets of possible explanations are explored: chance occurrence, sample distribution artifacts, common method variance, and a series of alternative conceptual explanations. Psychological absorption/distraction is discussed as a process to explain the role of context satisfaction. Possible determinants of absorption/distraction are explored, and competitive, testable hy-potheses are presented for each possible explanation.
A Note on the Armstrongl Mitroff Debate
Authors: Boal Kimberly B. , Willis Raymond E.
Published: March 2006

Recently, Armstrong and Mitroff have joined an important debate over the methods of science. We are afraid that because of the tongue-in-cheek fashion in which it was done that two important issues were intertwined and may not be fully appreciated. The issues involved the practice of science versus the methods and theory versus data.
Taxonomic Approaches to Studying Strategy: Some Conceptual and Methodological Issues
Authors: Hambrick Donald C.
Published: March 2006

Taxonomic inquiry is emerging as an important type of research in the field of strategy. This paper builds a case for strategy taxonomy-building and addresses selected conceptual and methodological issues for researchers interested in such investigations. Among the issues discussed are the following: choosing variables to classify, framing the domain of the taxonomy, developing longitudinal taxonomies, manipulating variables, and incorporating organizational performance into strategic taxonomies. Drawing from the literature and from my own experiences in taxonomic studies, this paper is intended as a special supplement to more generic and technically detailed treatments of numerical classification.
The Nature and Use of Formal Control Systems for Management Control and Strategy Implementation
Authors: Daft Richard L. , Macintosh Norman B.
Published: March 2006

Management control research from organization theory, accounting, and business policy is reviewed; and a two-stage qualitative study of management control systems (MCSs) used in business organizations is reported. The study identified four MCS components used at the middle management level: budget, policies and procedures, performance appraisal system, and statistical reports. Each MCS component played a role during the control cycle of target setting, monitoring, and corrective feedback. The findings were used to propose two models: One model links the MCS to business level strategy implementation, and the other defines primary and secondary roles for MCS components in the management control process.
Designing New Business Startups: Entrepreneurial, Organizational, and Ecological Considerations
Authors: Van de Ven Andrew H. , Hudson Roger , Schroeder Dean M.
Published: March 2006

The startups of 14 educational-software companies are investigated from three different perspectives: entrepreneurial, organizational, and ecological. The performance and stages of development of the new firms are viewed from each perspective. The entrepreneurial perspective concentrates on the characteristics and background of the founding individual. The organizational perspective looks at the planning and initial development processes of the firms. The ecological perspective uses the population of firms as a level of analysis and is concerned with the success of the industry as a whole. These three perspectives each contribute significantly to the designing of startups of new organizations.
Strategic Planning and Organizational Performance: A Critical Appraisal
Authors: Shrader Charles B. , Taylor Lew , Dalton Dan R.
Published: March 2006

The literature addressing the empirical relationships between strategic planning and hard measures of organizational performance is examined. Distinctions are drawn among formal strategic planning; strategic planning content; and research linking strategic planning, environment, and organizational performance. Implications of the extant research and recommendations for future research are offered for theorists and practitioners alike.
The Harvard "Pareto Circle" and the Historical Development of Organization Theory
Authors: Keller Robert T.
Published: March 2006

A small group of influential scholars, who met at Harvard University during the 1930s and early 1940s to discuss the ideas of Vilfredo Pareto, is shown to have significantly influenced the development of organization theory and the behavioral sciences. The concepts of social system and social equilibrium were posited in a physiological, homeostatic system framework that was a paramount theory for more than three decades. It is proposed that the development of organization theory can be understood best from an historical perspective that includes the influence of cultural, economic, and political conditions and the values of those who developed the theoretical formulations. In addition, it is argued that the personal and institutional academic prestige of those who propose a theory contributes to the influence and acceptance of that theory.
Making Sense of Organizationally Based Environmental Disasters
Authors: Gephart Robert P.
Published: March 2006

Organizationally based environmental disasters are addressed. These have generally been neglected in the social and administrative science literature. Turner's (1976, 1978) model of the organizational basis of disasters is reviewed. Basic assumptions of the model are made explicit, and the relevance of the model for understanding environmental disasters is noted. An alternative political "sensemaking" model of disasters is then proposed. The model assumes that divergent views of reality emerge in the written and verbal statements of government, industry, and public critics involved in the disasters. These views of reality compete for acceptance as the dominant reality. The political sensemaking perspective is systematically applied to two case studies of organizationally based environmental disasters; propositions are developed which summarize key features of such disasters.
Identifying Moderator Variables Using Multiple Regression: A Reply to Darrow and Kahl
Authors: Wise Steven L. , Peters Lawrence H. , O'Connor Edward J.
Published: March 2006

Darrow and Kahl's (1982) paper on detecting moderator variables is misleading because it contains both logical and methodological problems. The present paper was written to respond to two of those problems: their distinction between pure and mixed moderators and their choice of model for testing for moderator effects. In this paper we show that the distinction between pure and mixed models is uninformative and that the standard hierarchical regression model represents the appropriate method for identifying moderator variables.
On the Premature Death of Need-Satisfaction Models: An Investigation of Salancik and Pfeffer's Views on Priming and Consistency Artifacts
Authors: Stone Eugene F. , Gueutal Hal G.
Published: March 2006

Employing a laboratory experiment research strategy and data from 165 subjects, this study assessed the operation of priming and consistency artifacts in need-satisfaction-model based research. Subjects were randomly assigned to one of four treatment conditions, each of which corresponded to a different ordering of various activities (e.g., performance of a task, measurement of job characteristics, growth need strength, and job satisfaction). Within-condition means, covariances, and reliability estimates were used to test for order of activity based priming, consistency, and reliability artifacts. Results of multivariate and univariate analyses showed that the experimental treatments had (a) negligible effects on the mean values of measured variables, (b) no effect on correlations between variables, and (c) marked effects on the reliability of measured variables. Implications of these findings are presented.
A Partial Test of Janis' Groupthink Model: Effects of Group Cohesiveness and Leader Behavior on Defective Decision Making
Authors: Leana Carrie R.
Published: March 2006

The effects of group cohesiveness and leader behavior on Janis' (1982) symptoms of defective decision making were investigated within a laboratory setting. Two-hundred-eight college students were divided into four-person groups to solve a hypothetical business problem during tape-recorded group discussion sessions. Results showed that members of noncohesive groups engaged in more self-censorship of information than did members of cohesive groups. Teams with directive leaders proposed and discussed fewer alternative solutions to the problem than did groups with leaders who encouraged member participation. Groups with directive leaders were also willing to comply with the leaders' proposed solutions when the leaders stated their preferences early in the group discussion. These results only partially support Janis' groupthink model.
A Contradictory Norms View of Employer-Employee Exchange
Authors: Pearce Jone L. , Peters Robert H.
Published: March 2006

We propose that employer-employee exchanges can be characterized by four contradictory types of normative expectations for the appropriate distribution of rewards: profit maximization, equity, equality, need. We expand on Williamson's (1975) argument that intrafirm transactions are characterized by normative expectations different from those in marketplace transactions and find that his characterization of employer-employee transactions is similar to recent social psychological characterizations of "intimate" relationships. The possible presence of four distinct norms is suggested to be the basis for some types of allocation disagreements within organizations and has implications for management research in organizational climate, socialization, and compensation.
Harvest From the Archives: The Search for Fayol and Carlioz
Authors: Breeze John D.
Published: March 2006

Recent research has provided new facts and insights concerning Henri Fayol and Joseph Carlioz. Fayol's career, seen against his family background, may have been even more remarkable than we thought. Carlioz, a disciple of Fayol, remains elusive, yet tantalizingly interesting as a remarkable teacher.
Relationships Between Leader Reward and Punishment Behavior and Group Processes and Productivity
Authors: Podsakoff Philip M. , Todor William D.
Published: March 2006

This study was designed to investigate the relationships between subordinates' perceptions of leader reward and punishment behaviors and group cohesiveness, drive, and productivity. In addition, the effects of common method or same-source variance on these relationships was also assessed. Questionnaires were administered to 827 employees in three different organizations. Leader contingent reward behavior (CR) was found to be positively related to group drive, cohesiveness, and group productivity. These relationships were found to be robust, even when they were statistically controlled for common method variance. Leader contingent punishment behavior (CP) was also found to be positively related to group drive and productivity in this study, although only the relationship between CP and group productivity remained significant when same-source variance was partialled out. Leader noncontingent punishment behavior (NCP) was negatively related to group drive. Finally, while leader noncontingent reward behavior (NCR) was not initially related to group drive, cohesiveness, or productivity, this leader behavior was found to be negatively related to each of these group criterion variables when general method variance was partialled out.
Redefining the Boundary Spanning-Environment Relationship
Authors: Schwab Robert C. , Ungson Gerardo R. , Brown Warren B.
Published: March 2006

A review of previous studies on the relationship between boundary spanning activity and environment indicates that the full effects of environment have not been investigated due to the restricted representation of environmental effects. In addition, we argue that the boundary spanning-environment relationship may be moderated by function, hierarchical level, perceived influence, size, and industry. Accordingly, an enlarged model of the boundary spanning-environment relationship is tested in both the high-technology electronics industry and the wood products industry. Results indicate that boundary spanning activity is related to environment, but this relationship appears to vary along dimensions of environment as well as by industry. In addition, size, perceived influence, and function are found to moderate the boundary spanning-environment relationship. Implications for further studies include a reconceptualization of the boundary spanning-environment relationship based on the findings.
The Effects of Objective Work-load Variations of Psychological Strain and Post-Work-Load Performance
Authors: Shaw James B. , Weekley Jeff A.
Published: March 2006

Variations in objective workloads and their effects on psychological and behavioral strain were the focus of this laboratory investigation. Quantitative and qualitative overload, underload, and transient work-load were created by varying the number or difficulty of the problem-solving tasks (anagrams) subjects were given across each of eight trial periods. Overloads were predicted to be more stressful than under-loads, and qualitative workloads were expected to produce greater strain than quantitative workloads. Measures taken included: perceived workload, perceived pressure, task enjoyment, self-esteem, self-reported anxiety, hostility, depression, and post-work-load performance. Results were somewhat supportive of the hypotheses.