bluuebunny/crossref_metadata_2025_split huggingface dataset:
Job Design
Authors: Jayewardene Dharshana , Clegg Chris W. 
Published: January 2015

Abstract
Job design has been of long‐standing practical and theoretical interest to students of organizational behavior (OB). This article summarizes developments in job design theory from the early twentieth century to the present day, describes the most influential theoretical models, and identifies recent developments such as job crafting. Recommendations are made as to how job design theory needs to evolve to meet challenges in contemporary workplaces, with particular emphasis on the need to utilize different research designs and methods in order to advance knowledge and theory in this key area.
Job Satisfaction
Authors: Burt Christopher D.B. 
Published: January 2015

Abstract
Definitions of job satisfaction (the appraisal of one's job and the resulting affective reaction) are discussed, as are the numerous facets which make up job satisfaction, and the influence of dispositional factors in its development. Historically important theoretical developments are noted, as are measurement options and issues. The controversial issue of the relationship between job satisfaction and performance is described. Finally, the importance of job satisfaction to general happiness is noted.
Managerial Roles
Authors: Harney Brian 
Published: January 2015

Abstract
Drawing on role theory this article examines definitions and meaning of managerial roles. It explores the evolution of understanding of managerial roles from tight associations with traditional managerial functions toward a broader understanding informed by in‐depth inductive studies. Commonalities in constitutive roles are identified before an exploration of recent research examining continuity in roles overtime and the implication of context and levels on managerial roles.
Motivation
Authors: Kanfer Ruth 
Published: January 2015

Abstract
Work motivation refers to the psychological processes and strategies that govern the direction, intensity, and persistence of discretionary actions in the workplace or related to work. This article summarizes key tenets in work motivation theory and practice, historical trends in work motivation research, and modern approaches to work motivation that emphasize the importance of an employee's work goals and the self‐regulatory processes by which employees strive to accomplish his/her objectives. It also reviews research findings on the differential influence of universal motives (e.g., justice and task enjoyment), individual differences (e.g., achievement motivation and intrinsic rewards), and contextual factors (e.g., task demands and the social environment) on goal setting and self‐regulation in the context of work. Future directions in work motivation research and practice that view employee motivation as a resource are described.
Network Theory and Analysis
Authors: Lincoln James R. 
Published: January 2015

AbstractThis article reviews developments in network analysis and its applications to problems of organization. From an arcane social science tradition focused chiefly on methods, it has evolved into a major paradigm for thinking about and researching relationships and social structure within and among organizations. Network ideas and methods have been embraced by organizational theorists in part because the world of organizations has itself changed: from centrally coordinated hierarchies to loosely linked strategic alliances and “network forms.” Methods issues continue to be important in network analysis; however, the data and the statistical methods appropriate to network study are quite different from those of other social and behavioral science domains. Network methods and models at varying levels of analysis are reviewed – node, dyad, subnetwork (clique or cluster), and network – and how they have been applied to recent subfields of organizational study.
Organization Development
Authors: Woodman Richard W. 
Published: January 2015

AbstractOrganization development (OD) is an applied behavioral science focused on understanding and managing organizational change. The field is informed by an interdisciplinary set of theoretical perspectives and research traditions. OD is characterized by a dual emphasis on both increasing organizational effectiveness and improving the work experience of organizational participants. Likewise, there is a dual focus on both: solving immediate problems and on the development of an adaptive learning, and on organizations capable of effectively addressing future issues.
Organizational Climate
Authors: Ehrhart Mark G. , Ehrhart Karen H. , Schneider Benjamin 
Published: January 2015

AbstractOrganizational climate refers to employees' shared perceptions of the policies, practices and procedures and the behaviors that get rewarded, supported, and expected in a work setting. As a distinct construct from individual work attitudes like job satisfaction, climate exists at the group or organization level of analysis, and captures the human experience of the organizational environment. The organizational climate construct has received extensive conceptual and methodological attention since its introduction. When studied with a strategic focus, climate has been shown to predict important organizational outcomes, and the burgeoning work on boundary conditions has refined the understanding of those relationships. The ongoing analysis of the antecedents and outcomes of climate holds promise for further insight into how and why organizational climate has effects in and on organizations.
Statistical Methods
Authors: Koput Kenneth W. , Podsakoff Nathan P. 
Published: January 2015

AbstractTwo kinds of statistical methods enjoy widespread use in organizational behavior: descriptive and inferential. Descriptive statistics summarize data about a population, whereas inferential statistics use sampling and probability theory to make conclusions about a population based on a sample. Three components to inferential statistics are presented: models, estimators, and test statistics; factors influencing their selection and use by organizational scholars are considered.
Action Research
Authors: Fryer David 
Published: January 2015

Abstract
Action research is concerned with action implicit or explicit within research and knowledge claims implicit or explicit within action. There are two traditions of action research. One tradition is fundamentally ideologically conservative and regressive, minimizes participant involvement, and is associated with mainstream modernism. The other tradition is fundamentally ideologically progressive and emancipatory, maximizes participant involvement, and is associated with critical post modernism.
Equity Theory
Authors: Fellenz Martin R. 
Published: January 2015

Abstract
Equity theory is a theory of work motivation that has grown out of social exchange theory coupled with the motivational elements of cognitive dissonance theory. It argues that individuals seek to restore and maintain preferred ratios of the inputs they give (e.g., time and effort) and the outcomes they receive (e.g., pay and status) in a social interaction or other exchange relationship. Inequity is perceived based on comparisons with relevant referent others and is addressed, according to the theory, by attempts to change one's own or the referent others inputs or outcomes, by cognitive reevaluations of any of these elements, or by leaving the exchange relationship.
Feedback
Authors: DeNisi Angelo S. , Smith Caitlin E. 
Published: January 2015

Abstract
Feedback has long been seen as an essential part of any program of motivation or performance management, especially when goal‐setting was part of the process. Traditionally, it has also been assumed that feedback had generally positive effects on motivation and performance. More recent views of feedback, however, suggest that the effects of feedback on motivation and performance may be more complex than had been believed and that feedback seeking is as important as a reaction to feedback received.
Metaphor
Authors: Gubbins Claire , Andriessen Daan 
Published: January 2015

Abstract
An agreed definition of metaphor does not appear to exist, with agreement only for a more general description of metaphor where metaphor is described as carrying meaning from one domain to another. Metaphors are argued to enable us to fill gaps in our language and transfer meaning by utilizing a metaphor which fits the characteristics of the concept that we wish to highlight. Metaphors are argued to add new meanings to both the source and target concepts. However, metaphors only generate partial truths as not every aspect of the metaphor in use transfers to the concept being described. For example, the man is a lion emphasizes the lion‐like aspects of man but does not suggest that the man is a lion.
Charismatic Leadership
Authors: Conger Jay 
Published: January 2015

Abstract
Some of the most exemplary and influential leaders throughout history have been described as charismatic leaders. In the world of management, renowned entrepreneurs and corporate change agents are often described as charismatic leaders. While popular accounts often ascribe a mythical quality to their charisma, research has shed significant light on the attributes that lead to the perceptions of a leader as charismatic. To understand charismatic leadership, it is important to realize that it is an attribution based on followers' perceptions and interpretations of their leader's behavior. There are a set of leader behaviors which distinguish charismatic from non‐charismatic leadership, and these are presented in a stage model of leading others. In addition, the behaviors associated with charismatic leadership are a constellation. The expression or presence of a single behavior associated with charismatic leadership is rarely sufficient in itself to engender the attribution of charisma. Instead a critical mass of behaviors must be present.
Competency
Authors: Boyatzis Richard E. 
Published: January 2015

Abstract
Competencies have become part of the human resoruce management systems of most organizations. A competency is composed of behvioral indicators organized around a typically unconscious intent. As different from a skill or trait, the research shows high validity agianst job and life outcome measures. Because much of the research was done by consultants, many of the studies never reached publication until the last 10 years, with the notable exceptions of The Competent Manager in 1982, Competence at Work in 1993, and Emotional Intelligence in Work Organizations in 1998.
Crises/Disasters
Authors: Osborn Richard N. 
Published: January 2015

Abstract
Crises and disasters are defined by levels of severity. The contribution notes the history of crises and disaster analyses in organization behavior and notes that both are often studied as embedded in organizations. It details some popular concepts in analyzing the cause of failures including, “normal accidents,” “fine tuning to disaster,” “purposeful unintended consequences,” and “crisis prone organizations.”
Decision‐Making
Authors: Greve Henrich R. 
Published: January 2015

Abstract
Organizational decision‐making occurs when individuals or groups make decisions on behalf of an organization. Decision‐making is integral to organized behavior in general, and to managerial work in particular. Theory of decision‐making comes in different flavors depending on the number of decision‐makers involved and whether multiple decision‐makers have shared preferences or conflicts. It also differs depending on whether the procedure for evaluating alternatives is maximization, satisficing, or identity confirmation. These dimensions can be crossed, producing a matrix of contexts and decision making styles, each with different theoretical insights. Work on decision making in organizations has produced findings on risk taking, performance feedback, rule change, learning, and social influence. Despite the progress, there are still many unanswered questions on how decisions are made in organizations.
Discrimination
Authors: Nkomo Stella M. , Kinahan Mary 
Published: January 2015

Abstract
Discrimination can be defined as any behavior that denies persons' certain rights because they belong to specific groups. In recent years, literature on discrimination in organizations suggests that considerable progress has been made to address barriers to job entry for women and minorities; however, more subtle discrimination still exists and impacts on their career progress. This article discusses discrimination in organizations, specifically focusing on distinctions between individual and institutional discrimination and theories of disparate impact and disparate treatment.
Downsizing
Authors: Cameron Kim 
Published: January 2015

Abstract
Downsizing refers to a set of activities, undertaken on the part of the management of an organization, designed to reduce expenses or enhance competitiveness. This is usually, but not exclusively, accomplished by shrinking the size of the workforce. Downsizing is a term used to encompass a wide range of activities from personnel layoffs and hiring freezes to consolidations and mergers of organizational units. Attributes of downsizing make it distinct from related concepts such as decline, lay‐offs, maladaptation, or reverse growth. The distinguishing attributes of downsizing are
intent (downsizing implies intention action, not loss of market share or demise), personnel (downsizing implies a reduction in employees), efficiency (downsizing implies proactive or reactive strategies to increasing efficiency), and work processes (effective downsizing implies impact on work processes). Recent research has highlighted the negative impact of downsizing as well as its positive effects in achieving efficiency. Outcomes of downsizing are controversial, but substantial evidence exists that downsizing produces negative effects including reductions in quality, labor productivity, innovation, workplace performance, social relationships, commitment, trust, workgroup support, communication, and prosocial actions, along with increases in voluntary turnover and workplace conflict.
Errors
Authors: Frese Michael , Fischer Sebastian 
Published: January 2015

Abstract
Errors are unintentional deviations from a goal, caused by some act or omission that is in principle avoidable. Because of negative consequences of errors, avoiding errors is a principle goal of organizations and individuals. However, errors cannot be completely avoided because cognitive capacity of humans is limited, whereas the amount of information that could in principle influence a situation goes beyond this limit. Therefore, organizations need to develop ways to reduce negative consequences of errors. This article draws attention to the error management way of handling errors in organizations. This approach seeks to avoid the negative consequences of errors, but not necessarily the errors themselves. Thereby, error management benefits both individual and organizational learning and may be a route toward sustained competitive advantage for organizations.
Intergroup Relations
Authors: Kramer Roderick M. , Schaffer Jennifer 
Published: January 2015

Abstract
Within organizational theory, the term intergroup relations refers to individual interactions involving members from different groups, as well as the collective behavior of groups in interaction with other groups at either the intra‐ or inter‐organizational level. The study of intergroup relations has focused on both the antecedents of cooperation and conflict between groups, as well as identifying the consequences of intergroup relations on organizational functioning.
Leadership, Contingencies
Authors: Conger Jay 
Published: January 2015

Abstract
This article explores the evolution of leadership research and theory from a preoccupation with supervisory roles to the study of other leadership behaviors such as the formulation and articulation of a strategic vision to empowerment processes to the staging of unconventional acts to facilitate change. Moreover, research has expanded to include more follower‐center approaches to leadership. These include an emphasis on follower perceptions, attributions, and value transformations. The more recent theories of charismatic and transformational leadership exemplify this trend.
Open Systems
Authors: Cummings Thomas G. 
Published: January 2015

Abstract
As open systems, organizations exchange resources and information with their environment. They manage these interactions by creating permeable boundaries that enable necessary exchange while affording protection from external disturbances. Organizations regulate their behaviors by using information on current performance to adjust future behaviors. They learn from this information feedback how to change and improve themselves. Organizational researchers apply an open‐systems perspective to identify how different organization designs succeed in different environments. Recently, organization's complexity has been explored to show how interactions among their highly differentiated parts can help organizations to self‐organize and change themselves.
Organizational Culture
Authors: Martin Joanne 
Published: January 2015

AbstractThree theoretical traditions describe most organizational culture research: an integration perspective that argues cultures are characterized by consistency, organization‐wide consensus, and clarity; a Differentiation perspective that claims organizational “culture” is really a collection of quite distinct subcultures that coexist in harmony, conflict, or mutual independence; and a fragmentation perspective that perceives cultures as pervaded by ambiguities – contradictions, paradox, irony, lack of consensus, and lack of clarity. More recent research shows that cultures are best described using all three perspectives in the same study, permitting a more complex understanding to emerge.
Organizational Effectiveness
Authors: Cameron Kim 
Published: January 2015

AbstractOrganizational effectiveness is a construct that is grounded in the values and preferences of evaluators. Therefore, no single and correct definition of organizational effectiveness exists. Several models or definitions of effectiveness have emerged in the literature, including theideal typeor bureaucratic model (effectiveness means matching the ideal characteristics of a bureaucratic organization), thegoal model(effectiveness means accomplishing goals), thenatural systemsmodel (effectiveness means obtaining needed resources), thestrategic constituenciesmodel (effectiveness means satisfying important stakeholders), theinternal processesmodel (effectiveness means high quality internal processes), theparadox model(effectiveness means the presence of simultaneous opposites), and theabundance model(effectiveness means producing flourishing and virtuousness). The criteria for evaluating effectiveness in each of these models differ, but each has a legitimate claim to being a useful approach to assessing and producing valuable outcomes.
Performance Appraisal/Performance Management
Authors: Latham Gary P. 
Published: January 2015

AbstractPerformance appraisals often hurt rather than help and employees improve their performance. Solutions include using an appraisal instrument that is tied to the organization's strategy, employing 360‐degree feedback on what a person should start, stop, or continue doing, coaching an individual on an on going basis, and adhering to principles of organizational justice.
Prejudice
Authors: Nkomo Stella M. 
Published: January 2015

Abstract
Prejudice has been conceptualized as a negative attitude toward a particular group usually based on inflexible generalizations or stereotypes. Scholars have proposed a number of theories to explain prejudicial behaviour with social identity theory holding a dominant place. Much of the research on prejudice in organization settings has focused on the effect of prejudice in the form of discrimination and discriminatory practices.
Self‐Efficacy
Authors: Gazica Michele W. , Spector Paul E. 
Published: January 2015

Abstract
Self‐efficacy concerns an individual's beliefs about his or her performance capabilities in a particular domain. Individuals high in self efficacy are expected to perform better than individuals low, but under some conditions high‐self‐efficacy can reduce effort on a task because of over‐confidence, and thus lead to lower performance.
Team Building
Authors: Dyer W. Gibb 
Published: January 2015

Abstract
Team building is a process of diagnosing team dynamics and instituting plans and processes to improve team performance. Team building grew out of the early “T‐Group” movement of the 1940s and 1950s where groups of strangers were brought together to better understand their own interpersonal styles as well as team dynamics. While the outcomes associated with “T‐Groups”
was largely focused on individuals, team building focused on improving team performance. Using various team diagnostic models, team members identify the problems in the team and
then set specific goals and engage in certain activities designed to improve the team. After team building activities take place the team should monitor its performance and engage in
personal management interviews to encourage continued improvement.
Excess Capacity
Authors: Avgeropoulos Stephanos , Caldart Adrián A. 
Published: January 2015

Abstract
A firm is said to have excess capacity when it has production capacity available for use which is more than sufficient to satisfy current demand. This can either be due to market imperfections, or it can be pursued for strategic purposes, to improve a firm's competitive standing.
As far as the former family of causes is concerned, excess capacity is a result of the absence of a market mechanism which balances demand and supply in the short run. Risk of overcapacity is specially serious in cyclical industries (in which optimistic expectations during upturns almost guarantee the creation of overcapacity) and in those with undifferentiated products as competition is based essentially on cost and cost benefits from high volume (i.e.: capacity) and new technology (i.e., building new modern capacity).
GE
matrix (Competitive Position Attractiveness Matrix)
Authors: Caldart Adrián A. 
Published: January 2015

Abstract
During the 1970s, the US General Electric company (GE) and McKinsey & Co. developed a portfolio model measuring the relative attractiveness of the multiple businesses of the firm with the purpose of providing a criteria on how to allocate capital across these. The GE matrix examined those variables deemed by its management as the critical ones affecting their businesses. These factors were then used to map the position of a business in a three by three matrix, divided in areas each of which indicated a recommended investment strategy.
Mission
Authors: Campbell Andrew 
Published: January 2015

Abstract
Large companies typically provide detailed statements of their strategic intent and their major goals in the form of mission statements. These are often criticized for their vacuity. But, before discussing mission statements, it is worth defining the term mission, distinguishing it from vision or values and linking it with other terms such as purpose, goals, and strategic intent. Campbell & Yeung (1991) developed a framework called the Ashridge Mission Diamond. At the top is purpose: the reason why the company exists. Down one side is strategy: the product‐market focus, the value proposition, and the sources of advantage. Down the other side are organizational values: the logic for behavior that is about morals and oughts rather than cost‐benefit analysis. At the bottom, linking the two sides are behavior norms and standards: the behaviors in the organization that symbolize both the strategy and the values system. In this framework, a mission statement includes all of these parts, and companies with a “sense of mission” need tight alignment between the different parts and between the organizational values and the values of the employees and managers.