bluuebunny/crossref_metadata_2025 huggingface dataset:
DETERMINANTS OF EARLY AND LATE ADOPTION OF MANAGEMENT DEVELOPMENT PRACTICES: EVIDENCE FROM SCOTLAND
Authors: Martin Graeme , Beaumont Phil , Staines Harry
Published: February 2008

This study of a sample of firms based in a region of Scotland, examines the characteristics of organizations that are early adopters of management development methods. The survey results show that organizations that are early adopters of one or more of four fashionable management development techniques—open learning, computer‐assisted learning, action learning and outdoor management training—are also characterized by a sophisticated approach to human resource development and the use of other ‘high performance’ HRM practices. Such findings are consistent with the literature on innovation that points to rational‐technical factors influencing the decision‐making process of early adopter organizations in contrast to institutional factors such as social conformity that are more important in influencing late adopter organizations. However, the data also point to the limitations of using an early‐late stage adoption framework for the diffusion of techniques such as those used in management development.
STRATEGIC CHOICE VERSUS ENVIRONMENTAL DETERMINISM: A DEBATE REVISITED
Authors: Gopalakrishnan Shanthi , Dugal Mohinder
Published: February 2008

This paper revisits the debate between environmental determinism and strategic choice. It compares the two theories on their philosophical underpinnings, their view of decision making, and the environment. Although we argue that the theory of strategic choice generally prevails, we recognize that there are factors that restrict the choice and discretion of managers. Here we look at three types of factors—industry related factors (extent of regulation and stage of life cycle), organization related factors (characteristics of top management and organization size), and time related factors and explain how each of these factors either inhibit or enhance managerial discretion. Implications for theory and practice are discussed.
THE IMPACT OF CULTURAL VALUES ON ESCALATION OF COMMITMENT
Authors: Geiger Scott W. , Robertson Christopher J. , Irwin John G.
Published: February 2008

Research in escalating commitment has shown that escalation situations are primarily a function of psychological traits such as self‐justification and risk propensity. However, the extent to which these factors affect decision making is dependent upon a number of variables which include the situation, the level of commitment, and the cultural norms involved No studies to date examine the relationship between escalating commitment and cultural values. The purpose of this paper is to extend the work on escalating commitment by examining it from an international perspective. Research propositions explore cultural values and their impact on the escalation of commitment process.
THE EFFECT OF JAPANESE KAIZEN ON EMPLOYEE MOTIVATION IN U.S. MANUFACTURING
Authors: Cheser Raymond N.
Published: February 2008

The transition of U.S. manufacturing from traditional methods to Japanese kaizen has resulted in dramatic gains in productivity. While kaizen clearly employs scientific management techniques, this conversion also appears to result in enriched jobs and increased motivation. To determine any such effect, the Job Characteristics Model was utilized to study a sample of 236 production employees drawn from three manufacturing facilities. The results suggest that kaizen increases job enrichment and employee motivation, and may move employees to higher levels of growth need strength. Implications for manufacturing management are also discussed.
THE PRIME DIRECTIVE FOR ORGANIZATIONS
Authors: Mackenzie Kenneth D.
Published: February 2008

Given the immense variety of organizations and their purposes, is there some shared underlying reason for their existence? That is, is there a prime directive behind all of this variety? This paper argues that there is such a prime directive: to ensure the welfare of the commons. A commons is the organization, itself, and as such, it produces and yields resources shared by the members in a dynamic interplay of its characteristics. There is a commons‐level set of factors involving its environments, its strategic direction, its implementing commons processes, its resources and technologies, and the results it produces. There is also a member level set of factors involving the member's orientation to the commons, the member's position means of participation, and the results for the members. These eight characteristics must be consistent to ensure the welfare of the commons. These characteristics are continually in flux and the prime directive becomes, in practice, the attaining and sustaining of the dynamic congruency among them. Dynamic congruency implies specific sets of relationships that require balancing in the midst of change. Dynamic congruency can be employed to both assess and improve an organization. The expression of the prime directive has been evolving along with our understanding of organizations. Seeking to attain and sustain dynamic congruency provides a framework for ensuring the welfare of the commons.
ORGANIZATIONAL COMMITMENT AND EXPERIENCED BURNOUT: AN EXPLORATORY STUDY FROM A CHINESE CULTURAL PERSPECTIVE
Authors: Tan Doreen S.K. , Akhtar Syed
Published: February 2008

This study examined the relationships of normative and affective facets of organizational commitment with experienced burnout within the framework of the Confucian‐based Chinese culture. Data for this exploratory work were collected through a questionnaire survey of 147 employees of a Chinese‐owned bank in Hong Kong. The questionnaire consisted of scales on experienced burnout, organizational commitment, and work perceptions. Results showed that the mean score for normative commitment was significantly higher than the mean score for affective commitment. Regression analysis indicated that when age, tenure, organizational level, and work perceptions were controlled, normative commitment had a significant positive effect on experienced burnout, whereas affective commitment had no significant impact. Results are interpreted in the context of a Confucian‐based Chinese managerial ideology and implications are drawn for future research.
AN ADAPTIVE CHOICE MODEL OF THE INTERNATIONALIZATION PROCESS
Authors: Lam Long W. , White Louis P.
Published: February 2008

Stage models have benefited global managers by seeing internationalization as an evolutionary and learning process that involved making careful and incremental changes. What the stage models lack, however, are specification of internal problems and hurdles that managers will face during this organizational change process. We attempted to fill this knowledge gap by exploring types of managerial dilemmas that organizations will confront as they internationalize. This adaptive choice process of internationalization was discussed in this paper through the case of a domestic company during its overseas expansion. Our research shows that the internationalization process often creates managerial dilemmas for organizations in terms of strategic, structural, and human resource changes. There are also strong interactions among these dilemmas such that the decision regarding one dilemma may often impact how other dilemmas can be resolved Firms that are able to resolve these dilemmas, while considering their interactions, can become more successful in their internationalization process. These findings were developed into propositions regarding how companies can manage the process of internationalization more successfully. We also addressed specifically how the adaptive choice model would complement the stage models and enrich our understanding of the corporate internationalization process.
DISTANCE LEARNING AND CULTURAL DIVERSITY: POTENTIAL USERS' PERSPECTIVE
Authors: Anakwe Uzoamaka P. , Kessler Eric H. , Christensen Edward W.
Published: February 2008

This study examined the impact of cultural differences (individualism‐collectivism) on potential users' receptivity towards distance learning. Using a sample of 424 students enrolled in two northeastern universities, we addressed three research questions: Would an individual's culture affect his or her receptivity towards distance learning? Would an individual's culture affect his or her preference for particular distance learning media? Would an individual's culture affect his or her preference for distance learning in a particular course type? Findings reveal that an individual's culture affects his or her overall attitude towards distance learning. Specifically, we found that individualists' motives and communication patterns are in synch with distance learning as a medium of instruction or communication; whereas collectivists' motives and communication patterns shun any form of mediated instruction or communication as in distance learning. Implications and direction for future studies are discussed.
ALL IN THE FAMILY: SEARCHING FOR SUCCESS IN INTERNAL PARTNERSHIPS
Authors: Parry Linda E. , Wharton Robert , Deneen Linda , Burrows Dan
Published: February 2008

While external partnerships between different organizations have received a great deal of recent attention, the phenomenon of internal partnering between units of the same organization has not yet been addressed in the literature. Internal partnerships promise many of the same benefits as external arrangements, yet present a different set of problems and constraints for managers. This paper examines internal relationships between libraries and information services units in U.S. institutions of higher education. Hypothesized conditions for improved performance are developed based on existing literature on external partnering. The matched pairs are then compared and correlations with perceived performance of the relationship are presented to test the hypotheses.
ORGANIZATIONAL JUSTICE THEORIES AND LANDMARK CASES
Authors: Chan Marjorie
Published: February 2008

The paper examines various organizational justice theories and three landmark cases which illustrate that with enabling legislation, the violations of organizational justice (distributive, procedural, and interactional justice) give rise to lawsuits on the part of the unfairly treated employees. These lawsuits, if successful, bring about various remedies. Violations of each justice component have unfavorable consequences. As Folger and Cropanzano's (1998) fairness theory integrates prior organizational justice theories and various justice concepts such as distributive, procedural, and interactional justice, each case's justice violations are assessed in accordance with fairness theory. Each successful case results in a landmark monetary settlement and court‐mandated remedial initiatives.
ORGANIZATIONAL COMMITMENT: A MULTI METHOD SCALE ANALYSIS AND TEST OF EFFECTS
Authors: Hartmann Linley C. , Bambacas Mary
Published: February 2008

Why do casual academic staff stay with an organization and why do they leave? Does a three factor model of organizational commitment fit their situation? This paper reports on a study of women academic staff in casual employment at an Australian Tertiary Institution. Major variables included the three factor organizational commitment scale—affective commitment, normative commitment, and continuance commitment of Allen and Meyer (1990), Burke's (1991) intention to quit scale. Results indicate that both the three and four factor models of commitment are adequate but that the four‐factor model provides a better explanation of intention to quit, which is consistent with the employment circumstances of the sample.
TOWARD A THEORETICAL FRAMEWORK OF INTERCULTURAL ACCOUNT‐GIVING AND ACCOUNT EVALUATION
Authors: Tata Jasmine
Published: February 2008

The past two decades have seen an increase in personal mobility; people are often transferred by their companies to divisions in other countries. As a result, interactions between members of different cultures are prevalent in organizations; such interactions can cause miscommunication and conflict unless people understand the meaning and assumptions underlying communicative behavior such as account‐giving. Unfortunately, there has been little conceptual or empirical work examining effective account‐giving and account evaluation in intercultural situations. In an attempt to fill this gap in the literature, this paper presents a literature review and develops a theoretical model of the relationships among culture, face concerns, account‐giving, and evaluation of accounts.
TECHNOLOGICAL DISCONTINUITY AND WORKFORCE SIZE: AN ARGUMENT FOR SELECTIVE DOWNSIZING
Authors: Edwards John C.
Published: February 2008

In this paper I begin to answer the neglected question of “When to downsize?” Specifically, is downsizing and the associated reskilling of workforces an appropriate response to technological discontinuity? Based on past organizational literature written about technological discontinuity, downsizing, and reskilling, I develop a theoretical framework that indicates when downsizing following a technological discontinuity will increase organizational effectiveness. Propositions are developed based on this framework. The paper concludes with a discussion of the implications for managers and future researchers.
THE RELATIONSHIP BETWEEN UNCERTAINTY AND VERTICAL INTEGRATION
Authors: Krickx Guido A.
Published: February 2008

This paper shows that uncertainty is a multidimensional theoretical concept, which has empirical implications for the relationship with vertical integration. In a survey of empirical work that tests the relation between uncertainty and vertical integration, this paper demonstrates that performance ambiguity and general measures of uncertainty are positively related with vertical integration, technological uncertainty is negatively related, while market uncertainty and complexity are not systematically related to vertical integration.
INTERORGANIZATIONAL ENTREPRENEURSHIP IN A GLOBAL ARENA
Authors: Honig Benson , Lampel Joseph
Published: February 2008

The evolution of interorganizational networks is shaped by micro and macro processes. At the micro level organizational dyads negotiate relationships in light of their own cost—benefit analysis. At the macro level resources flow through networks and are mobilized by coalitions. Current research is beginning to examine integrating mechanisms which link network dynamics to dyadic relationship formation. In this paper we examine interorganizational brokerage as an integrating mechanism linking micro and macro network processes. We focus on the formation of networks in the global television industry. The Children's Television Network (CTW) has licensed and co‐produced its flagship program “Sesame Street” in many countries around the globe. Recently, it has expanded beyond a strategy based on direct first‐order linkages to one of brokerage and interorganizational entrepreneurship, entailing the formation of second‐order linkages—linkages between organizations with which CTW has direct first‐order relationships. In the aftermath of the Oslo Peace Agreement, CTW acted as a broker and sponsor of a joint venture between Israeli and Palestinian broadcasters. The main challenge facing CTW was a high degree of distrust between the parties motivated by fears of opportunistic exploitation. Such fears typically result in high transaction costs, making joint venture formation difficult, if not impossible. In its capacity as broker, CTW worked to reduce transaction costs. This was done by providing resources where needed, and by facilitating interaction and trust building between the parties. We describe CTW's tactics during the formation of this joint venture, and we analyze the outcome of the joint venture from the point of view of CTW's overall strategy. We conclude by discussing CTW's network and brokerage strategy in the aftermath of the joint venture.
ORGANIZATIONAL SOCIALIZATION IN THE HOST COUNTRY: THE MISSING LINK IN REDUCING EXPATRIATE TURNOVER
Authors: Lueke Sarah B. , Svyantek Daniel J.
Published: February 2008

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate literature for the best employee and organizational results. For the most part, socialization tactics of the organization and information seeking of the individual have been overlooked as factors in the success of expatriates. We propose that combining knowledge gained through research in these two areas is essential in gaining a theoretical understanding of expatriate turnover. The Attraction‐Selection‐Attrition (ASA) model of how organizational culture is transmitted across organizational members is discussed. This model is used to demonstrate how the socialization of expatriates can benefit both the organization and the individual.
ENVIRONMENTAL VOLATILITY: A REASSESSMENT OF THE CONSTRUCT
Authors: Dugal Mohinder , Gopalakrishnan Shanthi
Published: February 2008

Environmental volatility is a central construct in strategy studies. This paper argues that three factors confound the literature on volatility: asymmetry in conceptualization, asymmetry in operationalization, and lack of attention to level of analysis. These limitations inhibit the development of the concept and make much of the research on volatility non‐additive. However, environments do matter and to make better sense of it we need a meta‐conceptualization. To do this, the paper presents a process‐based resources‐oriented view of volatility that argues that the volatility experienced by the firm is largely a function of the resources it has available to meet the demands made of it. It is proposed that volatility originates from four basic resource configurations: managerial‐human resources configuration, physical resources‐conversion configuration, intangible resources configuration, and positional configuration. Propositions consistent with prior theories and incorporating the new resources‐oriented viewpoint are presented and discussed.
AN EMPIRICAL EXPLORATION OF MEASURES OF SOCIAL RESPONSIBILITY ACROSS THE SPECTRUM OF ORGANIZATIONAL TYPES
Authors: Acar William , Aupperle Kenneth E. , Lowy Ronald M.
Published: February 2008

This large‐scale exploratory research explores the manner in which various organizational types view their social obligations in terms of the tradeoffs (or potential symbioses) between economic and non‐economic (social) goals. Historically, this issue has been researched only in the context of business firms. Given the increased scope and visibility of nonprofit organizations, it becomes particularly relevant to explore a broad range of organizational types. To proceed with this research, this study proposes a 5‐class typology describing the organizational spectrum from the fully for‐profit to the fully nonprofit organizations. This paper also contributes to the emerging empirical research stream in the area by undertaking a systematic assessment of the way in which all organizational types value their economic versus social orientations as gauged by several measures. Across the two top executive levels, a regular progression of statistically significant differences are found between the five organizational types with respect to their social and economic orientations. A by‐product of this research is that we reveal how the economic or social orientation of organizations can be systematically investigated by undertaking large‐scale empirical studies with appropriately designed research instruments.
TENSION ANALYSIS IN INTERNATIONAL ORGANIZATIONS: A TOOL FOR BREAKING DOWN COMMUNICATION BARRIERS
Authors: English Tony
Published: February 2008

A communication barrier arises between overseas managers and head office staff when the latter cannot grasp foreign work contexts. The barrier hinders cross‐border management. Communication is likely to improve through training based on the research finding that managers tend to talk about problems in terms of dilemma, paradox and other tensions generated by environmental forces such as culture and politics. Such tensions pervade organizational, managerial and other literature. Learners who study the tension construct become adept at identifying tensions generated by forces affecting domestic as well as international scenarios. More research is needed, but indications are that head office staff learn to empathize with overseas colleagues, and become less inclined to rely on a domestic mindset when analyzing unfamiliar contexts. Study of the tension construct may also improve skills in other forms of scenario analysis, and refine learners' knowledge of negotiation dynamics. Tension analysis has potential as a generic skill for analyzing organizational issues at home and abroad.
CULTURE‐BASED EXPECTATIONS OF CORPORATE CITIZENSHIP: A PROPOSITIONAL FRAMEWORK AND COMPARISON OF FOUR CULTURES
Authors: Katz Jeffrey P. , Swanson Diane L. , Nelson Lori K.
Published: February 2008

This article examines how underlying national culture potentially impacts host country expectations of corporate citizenship for multi‐national firms. We present a conceptual framework for systematically comparing the impact of national culture on social issues affecting multi‐national firms. Research propositions describe the relationships between national culture and corporate citizenship suggesting potential future empirical research opportunities. Using four countries as examples, we conduct a qualitative comparative analysis to demonstrate the applicability of our culture‐based framework. Finally, we offer implications of our framework for corporate global citizenship of multi‐national firms.
THE FUTURE OF CORPORATE SOCIAL RESPONSIBILITY
Authors: Windsor Duane
Published: February 2008

Corporate social responsibility is one of the earliest and key conceptions in the academic study of business and society relations. This article examines the future of corporate social responsibility. Bowen's (1953) key question concerned whether the interests of business and society merge in the long ran. That question is assessed in the present and future contexts. There seem to be distinctly anti‐responsibility trends in recent academic literature and managerial views concerning best practices. These trends raise significant doubts about the future status of corporate social responsibility theory and practice. The vital change is that a leitmotif of wealth creation progressively dominates the managerial conception of responsibility. The article provides a developmental history of the corporate social responsibility notion from the Progressive Era forward to the corporate social performance framework and Carroll's pyramid of corporate social responsibilities. There are three emerging alternatives or competitors to responsibility: (1) an economic conception of responsibility; (2) global corporate citizenship; and (3) stakeholder management practices. The article examines and assesses each alternative. The article then assesses the prospects for business responsibility in a global context. Two fundamentals of social responsibility remain: (1) the prevailing psychology of the manager; and (2) the normative framework for addressing how that psychology should be shaped. Implications for practice and scholarship are considered.
PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR AMONG MEXICAN RETAIL SALESPEOPLE
Authors: O'Connell Matthew S. , Doverspike Dennis , Norris‐Watts Christina , Hattrup Keith
Published: February 2008

The present study examined multiple antecedents of organizational citizenship behaviors (OCB) in a Mexican sample of retail salespeople. Although a quota based measure of sales performance was correlated with OCB, the correlation was relatively low. However, personality and attitude measures, with conscientiousness having the cleanest relationship, were significantly correlated with OCB. A situational judgment measure was significantly correlated with sales performance. These findings indicate that individual personality facets may be stable predictors of OCB in Mexican samples.
IDENTITY CHANGE AND STABILITY IN ORGANIZATIONAL GROUPS: A LONGITUDINAL INVESTIGATION
Authors: Meyer John P. , Bartunek Jean M. , Lacey Catherine A.
Published: February 2008

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on memory in organizations takes change as a taken‐for‐granted expectation and then explores how particular memories might be maintained by purposeful action. We used both of these literatures as a basis for exploring what happened to two aspects of an organizational group's identity over the course of its first seven years. One aspect of identity centered on the group's mission and the other on the group's internal processes. Based on analysis of the processes involved in the evolution of the group's identity, we suggest several factors that foster stability in identity and several factors that foster change in identity. From the identification of these factors, and based on Lewin's Field Theory approach, we suggest a more complex depiction of what identity stability or change might mean overtime.
A SPECTRUM OF CONSCIOUSNESS FOR CEOS: A BUSINESS APPLICATION OF KEN WILBER'S SPECTRUM OF CONSCIOUSNESS
Authors: Young John E.
Published: February 2008

This analysis examines the influence of varying levels of consciousness on the problem solving effectiveness of chief executive officers (CEOs). Specifically, it applies the original work of Ken Wilber, considered one of the most important theorists in the field of consciousness studies of our time, to executive leadership. The paper proposes that as CEOs move to higher levels of consciousness, their problem solving capabilities become more effective for their situational contexts. The argument set forth is that CEOs at higher levels of consciousness will be more effective problem solvers for their organizations and experience greater levels of self‐fulfillment than CEOs operating at lower levels on the Spectrum of Consciousness.
OUT WITH THE OLD AND IN WITH THE NEW? THE RELATIONSHIP BETWEEN TRADITIONAL AND NEW ORGANIZATIONAL PRACTICES
Authors: Palmer Ian , Dunford Richard
Published: February 2008

A burgeoning literature refers to the effect of hypercompetitive conditions on organizations. The new orthodoxy involves reference to the disintegration of vertical, rational bureaucracies and the corresponding emergence of widespread innovation in new organizational practices such as delayering, outsourcing, and reducing organizational boundaries. Differing assumptions occur regarding the compatibility of new organizational practices with more traditional practices such as centralization and formalization. We present systematic, survey‐based data in order to assist in assessing these differing assumptions about compatibility. Our results confirm greater use of new organizational practices by organizations operating in dynamic environments. They also show that greater use of new organizational practices is not associated with less use of either centralization or formalization—indeed it is associated with an increased use of formalization. We argue the need to move beyond a compatibility/incompatibility dichotomy and propose a research agenda for achieving this. The implications for management include the need to view with caution evangelical calls for radical restructuring that ignore the subtleties of the relationship between traditional and new organizational practices.
A COMPARISON OF IPSATIVE AND NORMATIVE APPROACHES FOR ABILITY TO CONTROL FAKING IN PERSONALITY QUESTIONNAIRES
Authors: Bowen Chieh‐Chen , Martin Beth Ann , Hunt Steven T.
Published: February 2008

The current study extends previous research by comparing empirical data on ipsative and normative versions of the 30‐scale Occupational Personality Questionnaire (OPQ). Participants were randomly assigned to “honest” or “faking” groups. Results support the proposition that when the number of scales is large, the measurement dependency problem associated with the ipsative format is negligible. There was satisfactory convergent validity between ipsative and normative forms in both groups. On both forms, the distance between an ideal profile and participants' ratings were narrower in the faking group than in the honest group. The results suggest that though ipsative measures were not completely free from faking, they were relatively more effective in guarding against faking than more commonly used normative measures.
LINKS BETWEEN EMOTIONAL INTELLIGENCE AND BEHAVIOR IN ORGANIZATIONS: FINDINGS FROM EMPIRICAL STUDIES
Authors: Svyantek Dconiel J. , Afzalur Rahim M.
Published: February 2008

Studies on the relationship between intelligence and behavior have traditionally focused on the analytical or academic aspect of intelligence, but there are other aspects of this construct that should be considered. In recent years, theorists such as Gardner (1999) and Sternberg (2002) have suggested more encompassing approaches to conceptualizing intelligence as adaptive mechanisms for helping individuals to interact with their environments. Interest among behavioral scientists on emotions as a domain of intelligence has grown in recent years.
A MODEL OF EMOTIONAL INTELLIGENCE AND CONFLICT MANAGEMENT STRATEGIES: A STUDY IN SEVEN COUNTRIES
Authors: Afzalur Rahim M. , Psenicka Clement , Polychroniou Panagiotis , Zhao Jing‐Hua , Yu Chun‐Sheng , Anita Chan Kawai , Wai Yee Susana Kwok , Alves Maria G. , Lee Chang‐Won , Ralunan Sahidur , Ferdausy Shameema , van Wyk Rene
Published: February 2008

The study investigated the relationships of the five dimensions of emotional intelligence: self‐awareness, self‐regulation, motivation, empathy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, and Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis and analysis of indicator and internal consistency reliabilities, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self‐awareness is positively associated with self‐regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving strategy and negatively associated with bargaining strategy. Differences among countries in these relationships are noted and implications for organizations discussed.
SOME THOUGHTS ON TRANSITIONS AND THE INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS
Authors: Svyantek Daniel J.
Published: February 2008

The International Journal of Organizational Analysis (IJOA) would not exist without the hard work and dedication of its founder and editor for twelve years, Dr. M. Afzalur Rahim. The journal is the result of the hard work and dedication of Dr. Rahim. Dr. Rahim is responsible for its development and growth as an outlet for quality articles in a wide range of areas including organizational theory, strategic management, organizational behavior, and human resource management. Dr. Rahim has worked very hard to make the title of this journal be reflected in the articles published in IJOA. Thanks to Dr. Rahim's hard work, many articles in IJOA are published by authors outside of the USA and deal with international samples.
AN EXAMINATION OF THE RELATIONSHIP OF EMPLOYEE INVOLVEMENT WITH JOB SATISFACTION, EMPLOYEE COOPERATION, AND INTENTION TO QUIT IN U.S. INVESTED ENTERPRISE IN CHINA
Authors: Scott Dow , Bishop James W. , Chen Xiangming
Published: February 2008

In a U.S. invested enterprise in China, the receptivity of Chinese employees to a participative work environment was examined. Structural equation analysis indicated support for a model in which job satisfaction mediates the relationships between elements of a participative work environment (i.e., tasks performed, the relationships individuals had with their work groups, and the nature of the decision making processes) and employee willingness to cooperate with co‐workers and intention to quit. Task interdependence also had a direct relationship with willingness to cooperate.
EMOTIONAL INTELLIGENCE, LEADERSHIP EFFECTIVENESS, AND TEAM OUTCOMES
Authors: Melita Prati L. , Douglas Ceasar , Ferris Gerald R. , Ammeter Anthony P. , Buckley M. Ronald
Published: February 2008

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.
INTRA‐ORGANIZATIONAL NETWORK RESOURCES: RELATION TO CAREER SUCCESS AND PERSONALITY
Authors: Bozionelos Nikos
Published: February 2008

The study investigated the relationship of career instrumental and expressive intra‐organizational network resources with extrinsic and intrinsic career success and with the Big‐Five of personality in a sample of 264 white‐collar workers. Total network resources were associated with extrinsic and intrinsic career success above the contribution of human capital, demographics and mentoring received. And instrumental network resources contributed more strongly than expressive network resources to extrinsic career success. Furthermore, instrumental network resources emerged as important for intrinsic evaluations of hierarchical and interpersonal career success while expressive network resources emerged as important for intrinsic evaluations of job and interpersonal career success. There was limited support for the influence of personality on the accumulation of network resources. As hypothesized, conscientiousness was negatively associated with instrumental network resources; however, extra‐version, openness and agreeableness failed to make significant contributions to network resources over and above the contribution of human capital and demographics. The implications of the findings for individual career tactics and for organizational practices are discussed and the limitations of the study are considered along with directions for future research.
NATURE OF TRUST IN SMALL FIRM CLUSTERS
Authors: Dwivedi Mridula , Varman Rahul , Saxena Kaushal K.
Published: February 2008

Small firm clusters are noted for their success across the globe. Inter‐firm cooperation and trust is said to be central to their success. But past research has restricted itself to ‘culture’ based explanations for cooperation and trust, that is, characteristic based trust. Doubts have been cast by a few studies about characteristic alone being a rationale for trust. In this paper, using the existing classification of trust and based on qualitative data from secondary literature on small firm clusters; we have argued for existence of more generalized bases of trust, namely knowledge and institutions, which develop through interaction among parties and can possibly lead to trust and cooperation in small firm clusters.
DEVELOPING EFFECTIVE SALESPEOPLE: EXPLORING THE LINK BETWEEN EMOTIONAL INTELLIGENCE AND SALES PERFORMANCE
Authors: Deeter‐Schmelz Dawn R. , Sojka Jane Z.
Published: February 2008

Training in emotional intelligence (EI) offers a means for developing the communication and interpersonal skills needed by salespeople to develop and improve relationships with customers. Yet little research has explored EI as a precursor to effective sales performance, and existing quantitative measurement tools have been found to be psychometrically inadequate. To address this issue, an exploratory qualitative study was undertaken. Data collected via one‐on‐one depth interviews provides preliminary evidence of a relationship between sales performance and EI. Implications for sales organizations and researchers are discussed.
THE UNTOLD STORY: IS THE ENTREPRENEUR OF THE 21ST CENTURY DEFINED BY EMOTIONAL INTELLIGENCE?
Authors: Cross Bernadette , Travaglione Anthony
Published: February 2008

Emotional Intelligence (EQ) has been identified as a crucial predictor for workplace success. Entrepreneurs are those that shine and excel in the workplace beyond the norm. The present study aimed to provide a preliminary insight into this area of entrepreneurship research. Through the use of qualitative methods, several Australian entrepreneurs were examined in relation to their Emotional Intelligence ability. EQ was examined via in‐depth structured interviews. It was predicted that the entrepreneurs would significantly exhibit these ratios and hence an EQ level beyond the norm. Not only did the study yield such a result, it also showed that the entrepreneurs exhibited high levels of all the sub‐scales in each model. The outstanding performance of each entrepreneur in Emotional Intelligence ability, as well as all the sub‐scales, strongly supports the concept that EQ may be the missing factor that researchers have been searching for in entrepreneurship studies.
EMOTIONAL INTELLIGENCE, CAUSAL REASONING, AND THE SELF‐EFFICACY DEVELOPMENT PROCESS
Authors: Gundlach Michael J. , Martinko Mark J. , Douglas Scott C.
Published: February 2008

Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and other positive organizational outcomes. Less research has addressed the processes that shape individual efficacy levels. This article explores the role of emotional intelligence and causal reasoning patterns in the development of self‐efficacy beliefs. A research model is forwarded along with associated propositions. Lastly, the implications, limitations, and future research directions of this research are discussed.
PSYCHOLOGICAL ASSESSMENT OF EMOTIONAL INTELLIGENCE: A REVIEW OF SELF‐REPORT AND PERFORMANCE‐BASED TESTING
Authors: MacCann Carolyn , Matthews Gerald , Zeidner Moshe , Roberts Richard D.
Published: February 2008

This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric properties, and various forms of validity lead to the conclusion that self‐report techniques measure a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance‐based measures have certain limitations, especially when scored with reference to consensual norms, which leads to problems of skew and restriction of range. Scaling procedures may partially ameliorate these scoring weaknesses. Alternative approaches to scoring, such as expert judgement, also suffer problems since the nature of the requisite expertise is unclear. Use of experimental paradigms for studying individual differences in information‐processing may, however, inform expertise. Other difficulties for performance‐based measures include limited predictive and operational validity, restricting practical utility in organizational settings. Further research appears necessary before tests of E1 are suitable for making real‐life decisions about individuals.
WHY “EMOTIONAL INTELLIGENCE” DOES NOT PREDICT LEADERSHIP EFFECTIVENESS: A COMMENT ON PRATI, DOUGLAS, FERRIS, AMMETER, AND BUCKLEY (2003)
Authors: Antonakis John
Published: February 2008

This article provides a commentary on the article “Emotional intelligence, leadership effectiveness, and team outcomes” by Prati, Douglas, Ferris, Ammeter, and Buckley (2003). The role of emotional intelligence (EI) as a construct in organizational behavior is addressed by discussing (a) the boundary conditions of theories in organizational behavior; (b) the relative importance of EI, g and personality in leadership effectiveness; (c) whether EI is needed for leadership effectiveness; (d) the degree EI is a unique construct versus a part of normal psychological functioning; (e) the relationship between EI and levels of analyses in organizations; and (f) whether EI is important for charismatic leadership. This discussion concludes with a cautionary note about premature excitement over the use of EI in the workplace.
VALIDATING THE COMPETING VALUES MODEL AS A REPRESENTATION OF ORGANIZATIONAL CULTURE THROUGH INTER‐INSTITUTIONAL COMPARISONS
Authors: Kwan Paula , Walker Allan
Published: February 2008

The topic of organizational culture has attracted the attention of numerous researchers from both quantitative and qualitative perspectives. A review of the literature shows that the quantitative assessment of organizational culture has been dominated by studies adopting the competing values framework developed by Quinn and his colleagues. The use of this model embraces the notion that the 4 cultural types depicted by the framework can be used not only to represent the culture of an organization but also to serve as a basis upon which one organization can be differentiated from others. Various attempts have been reported to support the validity of the framework for describing the culture of an organization; however, the claim that one organization can be differentiated from another on the basis of the 4 cultural types is yet to be empirically supported. The study reported here set out to show that the competing values model can be used to differentiate organizations from one another. Based on a survey administered to all academic staff in 7 out of the 8 government‐funded higher education institutions in Hong Kong, the study successfully confirmed the validity of the competing values model as a tool in differentiating organizations.
THE VICIOUS AND VIRTUOUS CYCLES OF INFLUENCE TACTIC USE AND PERFORMANCE EVALUATION OUTCOMES
Authors: Dulebohn James H. , Murray Brian , Ferris Gerald R.
Published: February 2008

Interest in the nature of influence attempts in the performance evaluation process has increased in recent years. Researchers have conducted a number of important and revealing cross‐sectional investigations, but there remains virtually no longitudinal work in this area. The present study attempted to address this need by conducting a multi‐period investigation of influence tactics use and affect that addressed three questions: (1) Are individuals consistent in their use of influence tactics across evaluation periods? (2) Are prior‐period performance ratings reflected in subsequent influence tactic use? (3) What role does affect, both supervisor and subordinate, play in this process? A latent variable structural model was tested using longitudinal data from managers and employees of food services units. Our results indicated that there is a cycle of continued influence tactic use across time periods, performance ratings help to determine subsequent tactic use, and both supervisor and subordinate affect play a role in the influence‐evaluation process. Implications of these results and directions for future research are discussed.
THE EFFECT OF PROFESSIONAL IDENTIFICATION ON JOB ATTITUDES: A STUDY OF LAWYERS IN HONG KONG
Authors: Loi Raymond , Hang‐yue Ngo , Foley Sharon
Published: February 2008

This study examined the effect of professional identification on several job attitudes (i.e., job satisfaction, organizational commitment, and career satisfaction), and explored the moderating roles of gender and organizational tenure on these relationships. Informed by social identity theory, gender role theory, and organizational socialization theory, several hypotheses were developed and tested with a data set consisting of 309 salaried lawyers collected in Hong Kong. Regression analysis revealed that (1) professional identification had a significant positive effect on both job satisfaction and organizational commitment, (2) gender moderated the relationship between professional identification—job satisfaction and professional identification—organizational commitment, and (3) organizational tenure moderated the relationship between professional identification and job satisfaction as well as the relationship between professional identification and career satisfaction. Theoretical and practical implications are discussed.
AN EXPLORATORY STUDY OF INTERORGANIZATIONAL DEFAMATION: AN ORGANIZATIONAL IMPRESSION MANAGEMENT PERSPECTIVE
Authors: Amin Mohamed A. , Gardner William L.
Published: February 2008

Images are playing an increasingly important role in organizational life. This trend has spawned interest in how organizations can improve and protect their images. Yet, in our eagerness to study image promotion and repair, organizational scholars have overlooked the practice of image spoiling. Image spoiling occurs when an organization uses words and other symbols to attack the image of another organization. One of the most pervasive forms of image spoiling is interorganizational defamation. The purpose of this study is to explore some of the dynamics of interorganizational defamation. Data was collected from 68 interorganizational defamation cases that were adjudicated in the U.S. federal or state courts between 1964 and 1998. A model of interorganizational defamation was inductively derived from the defamation cases using grounded theory as a qualitative methodology. The model identifies some of the strategies of interorganizational defamation and their methods of implementation.
SYSTEMS‐CENTERED EMOTIONAL INTELLIGENCE: BEYOND INDIVIDUAL SYSTEMS TO ORGANIZATIONAL SYSTEMS
Authors: Gantt Susan P. , Agazarian Yvonne M.
Published: February 2008

This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals, but the emotional intelligence of work groups and organizations themselves. Agazarian's theory of living humans systems (TLHS) (and its constructs) applies to all levels of living human systems. Using these constructs, we operationally define emotional intelligence from a systems‐centered framework (Agazarian & Peters, 1981, 1997). From the systems‐centered perspective, individuals contribute energy that is necessary for organizational emotional intelligence. Yet equally important, emotional intelligence in organizations is a dynamic output of the function and structure and energy of the organizational system itself, rather than a property of individuals. This conceptualization extends the focus in the field of emotional intelligence from individuals with a selection and personnel development emphasis and instead to building work groups and organizations that function with greater emotional intelligence. Introducing a systems‐centered perspective on emotional intelligence enables emotional intelligence to be viewed at all system levels in the organization, including individuals, work teams and the organization itself.
PAYING THE DEVIL HIS DUE: LIMITS AND LIABILITIES OF WORKPLACE SPIRITUALITY
Authors: Polley Douglas , Vora Jay , SubbaNarasimha P.N.
Published: February 2008

Despite the intrinsic human benefit and potential organizational benefit of spirituality, we suggest that there are limits to the effectiveness of spirituality in the workplace. Spirituality in the workplace is subject to dilemmas, costs and outright negative effects. Successful implementation of spirituality in the workplace requires organizations to pay attention to six issues: (1) net economic cost of implementation, (2) potential for worker exploitation, (3) replacing or substituting community's function or role in spirituality, (4) inappropriate practice of spirituality in the workplace, (5) potential for competitive disadvantage, and (6) increased groupthink. We conclude by discussing research opportunities and practical suggestions.