bluuebunny/crossref_metadata_2025 huggingface dataset:
WHERE DO STRONG TIES COME FROM? A DYAD ANALYSIS OF THE STRENGTH OF INTERFIRM EXCHANGE RELATIONS DURING CHINA'S ECONOMIC TRANSITION
Authors: Keister Lisa A.
Published: February 2008

The emergence of dyadic resource exchange relations in transition economies provides a unique opportunity to study the process by which interfirm exchange relations develop. I use data on China's 40 largest business groups and their 535 member firms in the first five years of business group formation to investigate the effects of environmental uncertainty, interfirm familiarity, and organizational flexibility on the strength of repeated interfirm resource exchange ties. I model 16,306 ordered pairs of dyadic relations as a function of organization, dyad, and regional covariates to evaluate ideas derived from resource dependence theory and research on social dilemmas. I find that even when less expensive alternatives are available, exchange ties are stronger when the sending firm has secure access to the resource and when the receiving firm is located in an uncertain environment. In addition, exchange ties are stronger between firms that had prior social connections, particularly when environmental uncertainty is high. Finally, the strength of ties decreases where the receiving firm is able to modify its basic priorities so as to do without the resource, particularly when the receiver is exposed to relatively high levels of environmental uncertainty. These results simultaneously lend support for some of the basic propositions of resource dependence theory, provide insight into the process by which interfirm relations develop, and identify relationships of interest to strategists and policy makers.
MULTIPLE COMMITMENTS AND CONFLICTING LOYALTIES IN INTERNATIONAL JOINT VENTURE MANAGEMENT TEAMS
Authors: Johnson James P.
Published: February 2008

International joint ventures (IJV) management teams exhibit organizational commitment to multiple organizations: to the IJV, to the domestic parent, and to the foreign parent. Conflicting loyalties occur when there is an unbalanced commitment to these entities. An empirical study found that almost one third of the IJV managers sampled perceived conflicting loyalties in the IJV management team. The negative consequences of conflicting loyalties are discussed, and suggestions are offered for mitigating their effects.
MACHIAVELLIANISM IN U.S. BANKERS
Authors: Baker Corzine Janice , Buntzman Gabriel F. , Busch Edgar T.
Published: February 2008

This study examined relationships involving Machiavellianism, the career plateau, job satisfaction and salary in a sample of commercial bank officers in the United States. Results showed that American bankers had relatively low Machiavellianism scores compared to scores reported for other groups. While a negative relationship between job satisfaction and Machiavellianism was found, there was no association between salary and Machiavellianism. Those who scored high on Machiavellianism were more likely to believe that they had reached a career plateau than were those who scored low. Some results are explained in the context of the U.S. banking industry environment.
OWNERSHIP CONCENTRATION AND BANK ACQUISITION STRATEGY: AN EMPIRICAL EXAMINATION
Authors: Banning Kevin C.
Published: February 2008

In the context of increasing consolidation in the banking industry, this research examined one of the motives for bank acquisitions and the kinds of acquisitions made by banking firms. The effect of ownership concentration was tested on the absolute level of bank acquisitions and the average degree of geographic‐market overlap of these acquisitions. In a sample of 156 banking firms, banks featuring dispersed ownership were found to acquire other banks with less market‐overlap than did banking firms with concentrated ownership. However, ownership concentration was not a significant predictor of the absolute level of merger activity. Implications of these differences in acquisition strategies are explored.
CORPORATE GOVERNANCE AND CORPORATE ILLEGALITY: THE EFFECTS OF BOARD STRUCTURE ON ENVIRONMENTAL VIOLATIONS
Authors: McKendall Marie , Sánchez Carol , Sicilian Paul
Published: February 2008

This paper examined the effects of corporate governance structures on the incidence of corporate illegality by analyzing the relationship between environmental violations and several dimensions of corporate board structure. Results demonstrated that the value of stock owned by corporate officers and directors was positively and significantly associated with serious environmental violations. Outsider dominance, joint CEO‐Chairpersons, social responsibility committees, and attorneys on boards were not significantly related to corporate illegal behavior. The control variables of size, industry profitability, firm profitability, and industry concentration were all significantly related to environmental violations. The findings involving board structure cast doubt on the efficacy of many popular corporate governance reform proposals.
CULTURE AND EXPATRIATE FAILURE: AN ATTRIBUTTONAL EXPLICATION
Authors: Martinko Mark J. , Douglas Scott C.
Published: February 2008

The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturally‐based attributional biases interacting with self‐serving and actor‐observer attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed.
THROWING TRADITION TO THE WIND: THE PROCESSES AND RESULTS OF THE WRITERS' WORKSHOP
Authors: Mackenzie Kenneth D. , Pate Larry E.
Published: February 2008

This article describes the processes, problems, and results of a Writers' Workshop over its two year period. The main purpose of the Writers' Workshop was to work with authors in order to help them develop their ideas in the form of articles publishable in a top academic journal. The main results are the five articles contained in this Special Issue. This paper also includes the authors' personal evaluation of the Writers' Workshop and a thumbnail summary of each article.
EFFECTS OF TRANSFORMATIONAL LEADERSHIP ON SUBORDINATE MOTIVATION, EMPOWERING NORMS, AND ORGANIZATIONAL PRODUCTIVITY
Authors: Masi Ralph J. , Cooke Robert A.
Published: February 2008

As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self‐image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid‐level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.
MULTINATIONALITY‐PERFORMANCE RELATIONSHIP: A REVIEW AND RECONCEPTUALIZATION
Authors: Annavarjula Madan , Beldona Sam
Published: February 2008

Numerous empirical investigations have attempted to study the relationship between multinationality and firm performance. Results from these studies have produced conflicting findings about this relationship. We argue that one of the causes of the conflicting findings may be an imprecise conceptualization of multinationality. We propose a multidimensional conceptualization based on a methodological review of previous research.
CULTURAL CHANGE AND ECONOMIC PERFORMANCE: AN INTERACTIONISTIC PERSPECTIVE
Authors: Zhu Zhichang
Published: February 2008

This paper presents an interactionistic perspective that proposes three hypotheses: (1) Cultures have a life of their own: they change due to interactions in the cultural ecology; (2) Different modalities of a culture change at different paces and to different extents; (3) There appears to be an isomorphism between economic performance and cultural change. Should a cultural explanation of the Asian “growth” and “fall” be sought, it would be more meaningful to link economic performance to changes in Confucianism than to the static perception of that tradition. Managers should give more attention to the processes and impacts of cultural change in organizational behaviors in, especially, emerging markets.
KNOBBY ANALYSES OF KNOBLESS SURVEY ITEMS, PART I: THE APPROACH
Authors: Mackenzie Kenneth D.
Published: February 2008

Companies often conduct general Employee Opinion Surveys (EOSs) to measure some features or outcomes of an organization. Converting data to results is routine and governed by the design of the EOS and the use of standard statistical methods. However, as one moves away from results to their meanings or conclusions, and from conclusions to recommendations, other factors and variables come into play. These factors and variables are governed more by the context, the presence of constraints, the intuition of the decision makers, and the actions by engaged agents. Essentially EOSs produce ambiguous conclusions and recommendations because they are “knobless,” or lacking underlying processes which are controllable by management. The theory of the organizational hologram has evolved operationally into a family of Organizational Diagnostic Survey (ODS) forms which generate sets of results representing managerially controllable processes or combinations of processes. That is, the ODS provides a set of x‐axis variables that can be employed to explain variability in EOS results, which are viewed as dependent variables plotted on the y‐axis. Every item in an ODS form is “knobby.” The relationships among the questions and higher order results are causal and structured with known interdependencies. Combining ODS and EOS allows knobby analyses of knobless survey items.
ANTECEDENTS AND DYNAMICS OF THE BUSINESS SCHOOL‐BUSINESS INTERFACE
Authors: Twomey Daniel F. , Feuerbach Twomey Rosemarie , Quazi Hesan
Published: February 2008

This exploratory research examines environmental, institutional, and behavioral factors that affect interorganizational knowledge development and transfer between United Kingdom business schools and business. Three theoretical bases—transaction cost economics, extension of transaction cost economics, and power properties—are integrated in order to understand and identify the antecedents and dynamics of the interorganizational interface. Results support the hypothesis that interface collaboration and face‐to‐face communications are important mediators of academic‐business outcomes—learning business practices and cooperative research.
KNOBBY ANALYSES OF KNOBLESS SURVEY ITEMS, PART II: AN APPLICATION
Authors: Mackenzie Kenneth D.
Published: February 2008

This is Part II of a new approach to survey studies called knobby analyses of knobless survey items. In Part II, this approach is applied to a study of the national sales organization of a large high‐technology firm called here Euphoria BioTechnology. A 17 item Employee Opinion Survey (EOS) was constructed and administered concurrently with an Organizational Diagnostic Survey (ODS). The EOS inquired about the main features and properties of the organization and the ODS, based on the theory of the organizational hologram, provided a series of knobs which were used to “explain” their variance. Knobby analyses involve moving beyond data expertise to expert data. Data expertise is employed in both the EOS and the ODS surveys. However, knobby analyses allow one to leverage the EOS results to improve the derivation of the conclusions or meanings of the results of the survey data and to reach recommendations. Furthermore, knobby analyses allow follow‐up analyses of special management problems. Four examples of these subsequent analyses are provided in order to illustrate the process of producing expert data via the knobby analyses approach. It is inconclusive whether or not knobby analyses are more expensive than expert data processes using only the EOS results. However, knobby analyses did provide more and different information than an EOS could have done alone.
ORGANIZATIONAL SOCIALIZATION IN TWO CULTURES: RESULTS FROM THE UNITED STATES AND HONG KONG
Authors: Taormina Robert J. , Bauer Talya N.
Published: February 2008

This study examined whether organizational socialization content areas are applicable across cultures. Data were gathered from 324 U.S. and 198 Hong Kong employees who completed a questionnaire assessing four socialization content domains (training, understanding of the job, coworker support, and future prospects within the company), five measures of job satisfaction, and three measures of organizational commitment. Based on the merged data from the two cultures, all four socialization domains played a significant role in predicting satisfaction and commitment. These socialization measures also were stronger predictors than a variety of demographic measures. Although there were some differences in the relative strengths of the socialization measures when the data were analyzed separately for each nation, the overall results support the idea that the socialization content areas tested are applicable across cultures. Implications for managing employees in the different cultures are discussed.
STRUCTURAL CHARACTERISTICS AND SUPPORT BENEFITS IN THE INTERPERSONAL NETWORKS OF WOMEN AND MEN IN MANAGEMENT
Authors: Rothstein Mitchell G. , Burke Ronald J. , Bristor Julia M.
Published: February 2008

This study investigated a series of hypotheses stemming from Ibarra's (1993) proposed conceptual framework for understanding differences between women's and men's interpersonal networks. Using a sample of 112 managers, we examined differences between women's and men's network structural characteristics, and the relationships between these characteristics and support benefits obtained. Consistent with Ibarra, we found that certain network characteristics varied considerably between women and men managers. Women and men tended to belong to different networks in their organizations. Although both groups obtained similar amounts of support from their networks, women managers received their support from substantially different networks, characterized by lower levels of status and power in their organizations. Results are interpreted with respect to Ibarra's theoretical propositions concerning differences between women's and men's networks in organizations.
ANOTHER LOOK AT PUBLIC‐PRIVATE DISTINCTION AND ORGANIZATIONAL COMMITMENT: A CULTURAL EXPLANATION
Authors: Cho Kyung‐Ho , Lee Seok‐Hwan
Published: February 2008

This study argues that the literature on public‐private distinction has failed to distinguish among different types of organizational culture found in the public sector, while recognizing other important differences. Drawing upon a distinctive bureaucratic culture in South Korea, this study seeks to examine Korean public and private managers' perceptual and attitudinal differences associated with their levels of organizational commitment. Influenced by Confucian values and experience with past military regimes, Korean public managers score higher on their perceived job prestige and perceived centralization than do their counterparts in the private sector. No significant differences are found in the dimensions of commitment to stay, job satisfaction, and perceived inequity between the two sectors. This study also reveals that one of the powerful antecedents of organizational commitment in the Korean public sector is the job prestige perceived by public managers. Finally, implications are discussed.
ALIGNING MULTIPLE TIME HORIZONS AND MULTIPLE FUNCTIONS IN STRATEGIC PLANNING AND BUDGETING
Authors: Jaques Elliott , Bygrave Charlotte , Lee Nancy
Published: February 2008

The time horizons for setting out strategic plans have never been established in principle, and hence vary widely over one, two, three, five, ten, fifteen, twenty years and more. This paper presents a total system of planning horizons at one, three, seven, twelve and twenty‐five years. Each time horizon is linked to a specific organizational layer. The larger the organization, the longer is the top‐level planning horizon. The larger time horizons encompass the shorter, so that, for example, the CEO of a large corporation can set the corporate strategic plan in terms of a 25‐year plan, with corporate strategic milestones at twelve years, seven years, three years and one year. Every subordinate function can be planned in the same way.
VOLUNTARY TURNOVER RELATED TO INFORMATION TECHNOLOGY PROFESSIONALS: A REVIEW OF RATIONAL AND INSTINCTUAL MODELS
Authors: Rouse Paul D.
Published: February 2008

Traditionally, models of voluntary turnover assume that a rational actor follows a series of linear steps leading towards turnover. In regards to the construct of voluntary turnover, information technology professionals represent a unique phenomenon that may not adhere to traditional models. A new instinctual model of voluntary turnover provides an alternative method of understanding the processes involved when information technology professionals contemplate turnover.
THE ROLE OF OWNERSHIP AND CORPORATE GOVERNANCE FACTORS IN INTERNATIONAL ENTRY MODE SELECTION
Authors: Rhoades Dawna L. , Rechner Paula L.
Published: February 2008

Shareholders are demanding that firms change their ownership and corporate governance structures to improve accountability and corporate performance. This study examined the influence of ownership and governance on entry mode selection, considered a key decision for international firms and one with important financial implications. Results indicate that owner control is related to the selection of higher risk and higher control forms of entry. Partial support was found for the effects of other governance mechanisms.
DOMINANT APPROACHES IN THE FIELD OF MANAGEMENT
Authors: JoséAcedo González Francisco , Barroso Castro Carmen , Carlos Casillas Bueno José , Luis Galán González José
Published: February 2008

This paper tries to find out the different research fronts that have recently defined the scientific area of organizational studies. These fronts represent the paradigms or theories that the current research in the most relevant journals is based on. A study of how trends develop in those journals is also done. Quite different from other typologies, this work has used an empirical method of analyzing the literature references found in the articles published in some of the most relevant journals in this field in recent years.
COMPLEX SYSTEMS, TIME AND GRAPHICAL ANALYSIS OF ORGANIZATIONAL BEHAVIOR
Authors: Brown Linda L. , Svyantek Daniel J.
Published: February 2008

Analyses of organizational behavior traditionally use methods based on linear statistics. However, aspects of complex system behavior, such as market share performance, may be better modeled and understood using graphical approaches. These approaches can be used to clarify the relationships between variables found in psychological research and can provide a complement to traditional research representations that has particular value for the practitioner in organizations. This paper demonstrates how three‐dimensional graphs can be valuable tools for understanding, explaining, and communicating research results by using longitudinal performance data from the automotive industry as an illustration.
THE VALUATION OF GOODS: A RESOURCE‐BASED PERSPECTIVE
Authors: Martinez Richard J. , Levitas Ed
Published: February 2008

We use a resource‐based perspective to discuss firm idiosyncrasies in valuing goods. Previous research has suggested that asymmetric valuation processes form an early and often pivotal step in the development of uniqueness (Barney, 1986; Jacobson, 1992; Rumelt, 1987; Winter, 1995). We go beyond this work in clearly differentiating between the aspects of the valuation process that are idiosyncratic and those that are not. Indeed, we attempt to shed light on the following questions: (1) Which factors determine the value a firm places on a good that it is considering for purchase? (2) Can these factors vary across firms? (3) To what degree, and in what ways, can valuation discrepancies lead to competitive advantages? A model of valuation is developed and propositions are discussed based on the logic and model.
UNCERTAINTY IN SELECTING ALLIANCE PARTNERS: THE THREE REDUCTION MECHANISMS AND ALLIANCE FORMATION PROCESSES
Authors: Mitsuhashi Hitoshi
Published: February 2008

Although previous research has reached an agreement that finding appropriate alliance partners and reducing selection uncertainty are important for achieving high alliance performance, it has not explored (1) how organizations reduce selection uncertainty, (2) what mechanism enables organizations to do so, and, more generally, (3) how organizations form alliances. This research examined these research questions by conducting fieldwork at 20 biopharmaceutical organizations in the Untied States. I identified three mechanisms for reducing selection uncertainty, including the (1) relational, (2) internal, and (3) contextual mechanisms. One of the findings implies that alliances do not always emerge out of embedded ties, and that there exist variations in organizational usage and reliance on ties and personal rapport in constructing interorganizational networks.
CEO WILLINGNESS TO DELEGATE TO THE TOP MANAGEMENT TEAM: THE INFLUENCE OF ORGANIZATIONAL PERFORMANCE
Authors: Richardson Hettie A. , mason Allen C. A , Buchholtz Ann K. , Gerard Joseph G.
Published: February 2008

Despite its strategic importance, researchers have given little attention to when CEOs are willing to delegate decisions to top management team members. Prior studies and conventional wisdom suggest that CEOs will be more willing to delegate in times of good performance. Drawing from prospect theory, we suggest an alternative view: that CEOs will be risk‐averse and, therefore, less willing to delegate when their firms have performed well. Our findings provide support for both perspectives.
ENVIRONMENTAL DYNAMISM, CAPITAL STRUCTURE AND INNOVATION: AN EMPIRICAL TEST
Authors: Li Mingfang , Simerly Roy L.
Published: February 2008

Innovation is at the heart of firm success in today's competitive environment. Those factors contributing to successful innovation efforts should be important topics of research. In this study we formulated hypotheses linking the interaction between environmental dynamism and capital structure with firm innovation. Using U.S. firms as our research setting, we show that for firms in environments characterized as highly dynamic, high levels of debt are negatively related to innovation, and in stable environments, high levels of debt are positively related to innovation. Contributions, practical implications, and future extensions are considered.
ENTREPRENEURS AND MANAGERS: SIMILAR YET DIFFERENT
Authors: Malach‐Pines Ayala , Sadeh Arik , Dvir Dov , Yofe‐Yanai Orenya
Published: February 2008

In recent years much research attention has focused on managers and entrepreneurs, but very few studies have compared the two. In the current exploratory study, 20 Israeli entrepreneurs (that are the focus of great curiosity but little research) were compared to 47 managers and to a control group of 33 aspiring entrepreneurs. They were interviewed regarding traits of their father, mother, and self. Findings revealed a number of similarities (a similar commitment) as well as differences (entrepreneurs' greater love of challenge) between the managers and the entrepreneurs. Entrepreneurs also described themselves as having a greater sense of significance in their work. The question why managers and entrepreneurs are who they are is answered within a psychoanalytic‐existential framework that focuses on the managers' positive identification with their father and better relationship with both parents as compared to the entrepreneurs' negative identification with father and greater identification with work. Implications for treatment are suggested.
COLLECTIVIST ORIENTATION AS A PREDICTOR OF AFFECTIVE ORGANIZATIONAL COMMITMENT: A STUDY CONDUCTED IN CHINA
Authors: Wang Lei , Bishop James W. , Chen Xiangming , Dow Scott K.
Published: February 2008

This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China supported the hypothesis, that is, collectivist orientation is a significant predictor of affective organizational commitment when employees' specific organization, age, sex, organizational tenure, educational level, and pay satisfaction are controlled.
EMOTIONAL INTELLIGENCE IN THE WORKPLACE: EXPLORING ITS EFFECTS ON OCCUPATIONAL STRESS AND ORGANIZATIONAL COMMITMENT
Authors: Nikolaou Ioannis , Tsaousis Ioannis
Published: February 2008

The purpose of the present study is to explore the relationship between emotional intelligence and sources of occupational stress and outcomes on a sample of professionals in mental health institutions. A total of 212 participants were administered the Emotional Intelligence Questionnaire as well as the Organizational Stress Screening Tool (ASSET), a new organizational screening tool, which measures workplace stress. The results were in the expected direction showing a negative correlation between emotional intelligence and stress at work, indicating that high scorers in overall EI suffered less stress related to occupational environment. A positive correlation was also found between emotional intelligence and organizational commitment, which according to the ASSET model is considered as a consequence of stress, suggesting a new role for EI as a determinant of employee loyalty to organizations. Finally, the relationship between EI, job stress, and various demographic variables such as gender, age, and education was investigated and results are discussed in the light of the organizational framework.
EMOTIONAL INTELLIGENCE AND TEAM PERFORMANCE: THE GOOD, THE BAD AND THE UGLY
Authors: Feyerherm Ann E. , Rice Cheryl L.
Published: February 2008

This research investigates the relationship among a team's emotional intelligence, the team leader's emotional intelligence, and team performance. Twenty‐six customer service teams and their leaders were studied using the three components of Salovey and Mayer's (1990) conception of emotional intelligence: Understanding emotion, managing emotion, and identifying emotions. Team members and two corporate directors assessed team performance using customer service, accuracy, productivity, and continuous improvement as performance indicators. Of the three components of emotional intelligence (EI) studied, only understanding emotion and managing emotion positively correlated with some measures of team performance. However, no correlations occurred between identifying emotions and any performance measure. Of the six positive correlations between team EI and team performance, three were between EI and customer service. No EI components correlated with productivity or continuous improvement performance measures. Study results also indicate that team leader EI has a neutral to negative relationship with team performance from the team members' perspectives. The data show, overall that a negative relationship exists between team leader EI and team performance as rated by individuals. The only positive correlation was between team leader understanding emotion scores and customer service, as rated by managers. This result is consistent with the findings stated previously that team EI positively correlates with customer service.
THE CHINESE FAMILY FIRM AS A MULTINATIONAL ENTERPRISE
Authors: Shapiro Daniel M. , Gedajlovic Eric , Erdener Carolyn
Published: February 2008

Much of the extant literature on the Chinese Family Firm highlights the unique cultural heritage and social context in which they are embedded as primary determinants of their strategic behavior. In contrast, few studies have examined the strategic behavior of Chinese Family Firms from an economic perspective. In this paper, we address this gap in the literature by applying Dunning's eclectic theory of the MNE to the Chinese Family Firm. In doing so, we generate a series of testable propositions. We suggest that although the strategic behavior of Chinese Family Firms will differ significantly from those of classic Western MNEs, they are nonetheless amenable to interpretation according to Dunning's analytical constructs of ownership (O), internalization (I) and locational (L) advantages. More specifically, we find that like the classic Western MNE, the Chinese Family Firm can be understood as a viable mechanism for capitalizing on particular configurations of OLI advantages in international markets.
ORGANIZATIONAL VALUES, WORK EXPERIENCES, AND SATISFACTIONS AMONG AUSTRALIAN PSYCHOLOGISTS
Authors: Burke Ronald J. , Oberklaid Fay , Burgess Zena
Published: February 2008

This study examined the relationship of female and male psychologists perceptions of organizational values supportive of work‐personal life balance and their work experiences, work and non‐work satisfactions, and psychological well‐being. Data were collected from 458 Australian psychologists using anonymous questionnaires. Psychologists reporting organizational values more supportive of work‐personal life balance also reported greater job and career satisfaction, less work stress, less intention to quit, greater family satisfaction, fewer psychosomatic symptoms, and more positive emotional well‐being. Interestingly, perceptions of organizational values supportive of work‐personal life balance were unrelated to hours and extra‐hours worked and job involvement.
EXPANDING THE PERFORMANCE DOMAIN: WHO SAYS NICE GUYS FINISH LAST?
Authors: Bott Jennifer P. , Svyantek Daniel J. , Goodman Scott A. , Bernal David S.
Published: February 2008

This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task performance) and discretionary behaviors (e.g., helping) that may or may not be performed by employees (contextual performance). The two types of performance measures were shown to have different patterns of association with work experience and personality dimensions, such that personality was more predictive of contextual performance, while job experience was more predictive of task‐based performance. Noticeably, conscientiousness did not predict task‐based performance. Implications and limitations of the present study, as well as directions for future research, are discussed.
SCANNING THE ENVIRONMENT OF HUMAN RESOURCES MANAGEMENT IN EUROPE AND IN THE U.S.: SO FAR AND YET SO CLOSE
Authors: Sanchez Juan I. , Kepir‐Sinangil Handan
Published: February 2008

Common and unique themes representing the social, economic, political, and legislative environment affecting the practice of human resources management in Europe in the next five years were compared and contrasted to those affecting the U.S. Members of the professional associations of industrial and organizational psychologists in the U.S. and in Europe were asked to scan their environment. Although trends such as the incorporation of e‐tools into human resource management and an increasingly diverse work‐force were expected by both European and American respondents, the specific impact of these and other factors was markedly different in these two areas. A primary factor accounting for these differences between the U.S. and Europe was the drastic change provoked by the integration of the current and future members of the European Community.
EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL BEHAVIOR—II
Authors: Svyantek Daniel J.
Published: February 2008

This issue is a continuation of the International Journal of Organizational Analysis's special issue on emotional intelligence published in the last issue of the 2002 volume. The introduction to that issue noted that research investigating the relationship between intelligence and behavior in organizations had traditionally focused on the general intelligence construct, g, but that a growing number of researchers were focusing on other aspects of intelligence (Svyantek & Rahim, 2002). Theorists such as Gardner (1983; 1999) and Sternberg (2002) have provided conceptualizations of intelligence as an adaptive mechanism for individuals residing within organizations based on specific intelligences, not g. One of these specific intelligences is emotional intelligence (EI) (Goleman, 1995; 1998).
WORKPLACE CONFLICT, BULLYING, AND COUNTERPRODUCTIVE BEHAVIORS
Authors: Ayoko Oluremi B. , Callan Victor J. , Härtel Charmine E.J.
Published: February 2008

Using a multi‐method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi‐structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open‐ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.
PORTABLE INTEGRATION EXPERTISE AS THE FOUNDATION OF FLEXIBLE INTEGRATION CAPABILITY
Authors: Skilton Paul F.
Published: February 2008

Organizational flexible integration capability equips organizations to deal with the whole range of problems presented by dynamic environments. Adopting the language of dynamic capability research we advance four components that constitute flexible integration capability. These are a dominant logic of opportunity, a wide variety of problem solving projects, the deployment of portable integration expertise, and organizational practices support the development of portable integration expertise. Of these four portable integration expertise is a purely individual level capability. Organization level flexible integration capability is founded on the development of portable integration expertise by individuals. Organizations can facilitate portable integration expertise by structuring careers, valuing long term goals and objectives, adopting knowledge management practices and being receptive to external sources of knowledge.
ORGANIZATIONAL LIFE CYCLE: A FIVE‐STAGE EMPIRICAL SCALE
Authors: Lester Donald L. , Parnell John A. , Carraher Shawn
Published: February 2008

Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models have been postulated, ranging from three to ten stages. This paper proposes a five‐stage model and tests it empirically to assess the specific stage of the life cycle of any organization. Results of a twenty‐item scale that captures managers' perceptions of their firms' position in the life cycle are discussed. Knowledge of an organization's present position or stage of development can aid top managers in understanding the relationships between organizational life cycle, competitive strategy, and performance.
THE ROLE OF AGE IN REACTIONS TO ORGANIZATIONAL POLITICS PERCEPTIONS
Authors: Witt L.A. , Treadway Darren C. , Ferris Gerald R.
Published: February 2008

We examined the moderating role of age on the politics perceptions—organizational commitment relationship. Confirmatory factor analyses of data collected from 633 office employees of a private sector organization indicated that the scales measuring politics and commitment reflected unique constructs. Perceptions of politics were inversely but weakly related to commitment. However, results of hierarchical moderated multiple regression analysis revealed that perceptions of organizational politics and commitment were essentially unrelated among workers in and above their 40s, but were moderately related among younger workers. Implications of the results and directions for future research are discussed.
THE EFFECTS OF PERSONAL MEANING AND CALLING ON ORGANIZATIONAL COMMITMENT: AN EMPIRICAL INVESTIGATION OF SPIRITUAL LEADERSHIP
Authors: Markow Frank , Klenke Karin
Published: February 2008

Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's Personal Meaning Profile was used to establish the various sources of personal meaning and identify those that predict calling. The results showed significant positive correlations between self‐transcendent personal meaning and calling. Further, calling was also positively correlated with organizational commitment and contrasted with work‐as‐job as a predictor of commitment. The study suggests that not all sources of personal meaning are predictive of calling, and that calling mediates the relationship between self‐transcendent personal meaning and organizational commitment. Theoretical and practical implications are discussed.
SCALE DEVELOPMENT PRACTICES IN THE MEASUREMENT OF SPIRITUALITY
Authors: Fornaciari Charles J. , Sherlock John J. , Ritchie William J. , Lund Dean Kathy
Published: February 2008

This study identified and analyzed the 29 empirical articles which created 65 new scales that were published from 1996–2004 within the Spirituality, Religion, and Work (SRW) domain. Utilizing Hinkin's (1995) methodology for evaluating questionnaire scale development as a model, this study reviewed: (1) item generation issues such as inductive vs. deductive approaches; (2) scale development issues such as sampling and validity/reliability assessment; and (3) scale evaluation issues such as convergent validity testing. The study found that the vast majority of studies (86%) reported detail on the item development process for the new scales used; the primary method for item development was deductive, based on existing theory. In the area of scale development, only 45% of the studies reported using factor analysis for evaluation of constructs; of those that did, less than 25% of those reported information regarding factor retention criteria, such as eigenvalues. With regard to the internal consistency, the coefficient alpha was reported in only 45% of the studies. However, in those cases where scale development practices were described, the information was generally quite detailed and reflected statistical rigor. Few studies (38%) reported any information related to scale evaluation. Similar to Hinkin's (1995) conclusions from his review of scales in the management field, this study found scale development practices within the SRW domain to be inconsistent. The article reports detailed findings using Hinkin ‘s (1995) detailed methods and discusses practical implications for editors, reviewers and SRW researchers.
THE INFLUENCE OF RELIGIOSITY AND WORK STATUS ON PSYCHOLOGICAL CONTRACTS
Authors: Ntalianis Filotheos , Darr Wendy
Published: February 2008

The primary purpose of this study was to explore the potential of religiosity in predicting employee psychological contracts. In addition, the moderating influence of work status on this variable's relationship with contract outcomes was examined. To minimize the influence of common method bias, a survey was administered to a sample of student employees (N = 172) on two separate occasions. Results provide evidence for the moderating role of work status on the association between religiosity and transactional contract orientation and some support for the theorized distinction between contract orientations of part‐time and full‐time employees. Findings are discussed in light of features unique to this sample and the measures used, providing directions for future research in this area.
A CRITICAL REVIEW OF SIX SIGMA: EXPLORING THE DICHOTOMIES
Authors: McAdam Rodney , Hazlett Shirley‐Ann , Henderson Joan
Published: February 2008

Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies in operations management to address this challenge. The Six Sigma approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. There are many documented case studies of organizational applications of Six Sigma, where large‐scale improvements in defect and process measures have been attributed to this approach, mainly in the mass‐manufacturing sector. Moreover, there are claims, less well documented, that Six Sigma can be used as a change management approach at a strategic level and thus it can be applied to other sectors such as service industries. It is contended that there is a paucity of critical reviews of the Six Sigma literature, beyond that of descriptive accounts. Therefore, the aim of this paper is to critically review the literature of Six Sigma in relation to its effect on organizations and those that work in them. A broad theoretical perspective is used to guide the review process. The paper structure is based on the dichotomies within the Six Sigma literature, namely, what is Six Sigma — strategic change or operational methods; is Six Sigma a TQM appendage, or something new; will workers in a Six Sigma environment have more empowerment or be more controlled and is Six Sigma applicable to the service sector or only for that of the manufacturing sector?
DIFFERENTIATED LEARNING PROCESSES FOR ENHANCING ORGANIZATIONAL KNOWLEDGE ACROSS ENVIRONMENTAL CONTEXTS
Authors: Gnyawali Devi R. , Stewart Alice C. , Grant John H.
Published: February 2008

By adopting a cognitive perspective, we examine ways in which knowledge creation processes within organizations effectively enhance organizational knowledge via the cognitive processes of organizational members. We identify two distinct yet complementary learning processes—informational and interactive—and argue that these processes contribute to the creation of organizational knowledge in different ways. We use cognitive mapping to examine changes in knowledge and use a research design involving pre‐test and post‐test of cognitive maps. Results suggest that organizational knowledge generally improves as organizations engage in the knowledge creation processes and that the effectiveness of such processes in creating knowledge depends on the context. The conceptual arguments and methods developed in this paper should encourage researchers to conduct additional empirical research and help managers change the mix of the informational and interactive learning processes for effective learning as their firm's competitive environment becomes more volatile.
INDWELLING STRATEGIC THINKING: MINDSETS AND SENSEMAKING
Authors: Lundberg Craig C.
Published: February 2008

While the conventional portrayed strategy formulation emphasizing rationality, analysis, and linearity, this paper reexamines the thinking about strategy from a sense‐making perspective. Utilizing the organization's dominant coalition as the focus of analysis and its shared mindset as the key frame for sense‐making, we highlight strategic thinking as planned change and as much more emotional and recursive as well as socially implemented than is usually conceived.
NATIONAL CULTURE AND ABSENTEEISM: AN EMPIRICAL TEST
Authors: Praveen Parboteeah K. , Addae Helena M. , Cullen John B.
Published: February 2008

Absenteeism is a costly behavior that occurs around the world. However, in spite of the growth in cross‐cultural research in organizational research and in global businesses, very few studies have examined absenteeism from a cross‐cultural perspective. This study examined the effect of national culture on absenteeism using a sample of 17,842 respondents from 24 countries. Based on Hofstede's cultural dimensions, we postulated that uncertainty avoidance, power distance, individualism, and masculinity will be negatively related to absenteeism. Similarly, based on the GLOBE cultural dimensions, we proposed that there will be positive relationships between societal collectivism and assertiveness, and absenteeism. However, we hypothesized that in‐group collectivism and gender egalitarianism will have negative relationships with absenteeism. To test our cross‐level hypotheses, we used Hierarchical Linear Modeling. Our results indicated that with the exception of uncertainty avoidance and assertiveness, all our hypothesized relationships were supported. Consistent findings were obtained for the common elements of both the Hofstede and GLOBE cultural dimensions, demonstrating convergence of our findings. We offer theoretical and practical implications of our study and suggest future research directions in the culture‐absenteeism link
Effect of Natural Ageing on the Mechanical Properties of the Soldered Joint Used in the Electronics Industry
Authors: Ahluwalia S.S.
Published: February 2008

Joints made to the Surface Mount configuration for a chip capacitor using either 60Sn40Pb or 62Sn36Pb2Ag solders were found to weaken substantially during storage at room temperature. This loss in joint strength is attributed to microstructural changes in the solder, particularly precipitation of the β phase and recrystallisation of the matrix, i.e., the two solid solutions (α + β), and the subsequent coarsening of the microstructure.