bluuebunny/crossref_metadata_2025_split huggingface dataset:
Linkage between the AMSAA models at higher levels of indenture in reliability analysis
Authors: Venkataraman Ray , Unkle Richard 
Published: January 2007

PurposeThe purpose of this article is to determine if there is a linkage between the army material systems analysis activity (AMSAA) reliability growth models at the system and subsystem levels and at the subsystem and functional levels of indenture. If such a linkage exists, how this information can be used when tracking reliability of fielded systems to provide early warning signals to detect unwanted reliability problems at lower levels, where improvements are typically made.Design/methodology/approachActual performance data from large equipments were analyzed for several groupings of such equipment, where equipment age and generation of design determined the groupings. For each dataset, the system‐level trend was measured using the AMSAA model for three different cases. For each of the three cases, all subsystem trends were measured, in addition to the system‐level trend. This was done to see if any relationship exists, as hypothesized, between system and subsystem trends. Data were analyzed using three different combinations of time periods to facilitate a later investigation of the predictive capabilities of the AMSAA model.FindingsResults indicate that, for large complex systems or equipment, there appears to be a linkage at the subsystem and functional levels. However, no such hazard rate trending relationship exists between the system and subsystem levels. Based on these results, it can be cautiously concluded that, in terms of reliability, in subsystems that exhibit an increasing trend in unwanted issues, there is a higher likelihood of a function that is driving such a trend.Practical implicationsA useful approach in reliability studies to see if the hazard rate trending relationships between levels of hardware indenture exists as one progresses toward the system‐level. For large complex systems or equipments, such as the one represented here, the initial results indicate that the answer is no, at least between the system and subsystem levels of indenture. However, there is strong evidence that such relationships are valid between subsystems and their functions.Originality/valueThis paper advances existing knowledge in the area of reliability analysis by exploring the use of army material systems analysis activity (AMSAA) reliability growth models to determine linkages between the system and subsystem levels and at the subsystem and functional levels of indenture. If such a linkage exists, it is possible to determine how this information can be used to provide early warning signals when tracking reliability of fielded systems.
Multi‐source perspectives of self‐esteem, performance ratings, and source agreement
Authors: Strauss Judy P. 
Published: January 2007

PurposeTo examine the relationship between self‐esteem and job performance using others' perceptions of self‐esteem and to examine agreement in ratings of self‐esteem across sources.Design/methodology/approachA sample of 143 sales representatives, 113 supervisors, 420 peers, 435 customers, and 510 family and friends completed Rosenberg's measure of self‐esteem and a measure of acquaintanceship. Peers and supervisors rated the subjects' job performance. Correlations and hierarchical regression were used to explore the relationships.FindingsCustomer, peer, and supervisor perceptions of subjects' self‐esteem related significantly to peer and supervisor performance ratings, whereas self and family/friends perceptions did not. There was limited support for the acquaintanceship effect (greater agreement across sources when familiarity is greater), while context affected agreement (same context sources had greater agreement).Practical implicationsThe study highlights the importance of looking at an employee from a variety of perspectives. Also, training employees to develop self‐enhancing behaviors may enhance their outcomes. Finally, training raters that their perceptions of co‐workers' self‐esteem may influence evaluations of performance could reduce unconscious errors.Originality/valueIf this had been a traditional study measuring self‐esteem's impact on performance ratings, no significant relationships could have been reported since individuals' perceptions of their own self‐esteem were not valid predictors of performance ratings. It may be the individual's public self‐esteem (e.g. impression management skills) that influences performance ratings. In particular, workplace sources perceived high self‐esteem as being important to job performance. The validity of self‐esteem may be understated through reliance on the self‐report method alone.
Leadership, mood, atmosphere, and cooperative support in project groups
Authors: Bierhoff Hans‐Werner , Müller Günter F. 
Published: January 2007

PurposeTo analyze the particular influence of leadership styles on voluntary collaboration between members of project groups.Design/methodology/approachUses a field‐study approach to gather data of 24 project groups in an academic learning context. Takes measures of different leadership styles, affective variables (mood, group atmosphere), and pro‐social work behavior.FindingsSupports theoretical assumptions about mediating influences of mood and group atmosphere. Shows that leaders of project groups may enhance cooperative support by considering the emotional impact of their behavior.Research limitations/implicationsThe field context (academic learning setting, students as project group members) may set limitations to the generalizability of obtained findings.Practical implicationsHelps personnel managers to look at project group leadership from a different point of view.Originality/valueProvides evidence about an emotionality link between leadership and cooperation.
Entrepreneurs as cultural heroes
Authors: Malach‐Pines Ayala , Levy Haim , Utasi Agnes , Hill T.L. 
Published: January 2007

PurposeThis exploratory, interdisciplinary, cross‐cultural study attempt to examine the hypothesis that in a country, where entrepreneurs have high status, individuals will describe themselves as more entrepreneurial, will exhibit greater risk‐taking tendency and more will be involved in entrepreneurial activity.Design/methodology/approachThe study included MBA students in Israel, the USA and Hungary who were asked to compare the social status of entrepreneurs with that of other professionals, rate themselves on traits that were identified as characterizing successful entrepreneurs, and rate the risk they were willing to take to join a start‐up.FindingsResults showed that Israelis perceived entrepreneurs as having higher social status than Americans and Hungarians. Israelis also demonstrated greater risk taking expressed in the readiness to leave a secure job to join a start‐up. Israelis and Americans rated themselves higher than Hungarians on initiative, love of challenge and independence, the three traits rated highest by actual entrepreneurs. Cautious attempt was made to relate these findings to the total entrepreneurial activity in the three countries and the percentage of adults in the population who start new businesses.Originality/valueThe study contributes to theory and resarch on entrepreneurship by demonstrating the potential inherent in a cross‐cultural, interdisciplinary perspective in general, and the connection between the social status of entrepreneurs and actual entrepreneurial activity in particular.
Barriers to the absorption of management knowledge in Belarus
Authors: Kuznetsov Andrei , Yakavenka Hanna 
Published: January 2007

PurposeTo identify factors that impede the absorption of management knowledge imported into transition countries, using Belarus as a case, in order to increase efficiency of knowledge transfer.Design/methodology/approachThe findings are based on three sources: the extensive analysis of the academic literature; the results of a detailed survey and interviews; and personal observations and impressions gained by the authors during almost ten years of participation in technical assistance programmes for Belarus universities financed by the British Council.FindingsThe study reveals a combination of factors rooted in linguistics, culture, training and ambience that prevent knowledge transfer from fully achieving its objectives as a modernization tool insofar as knowledge gets distorted or missing during the transfer process.Practical implicationsThe proposed solution is to intensify the knowledge transfer even further through increasing its interactive component by providing channels for direct interaction between educators in the newly independent states and the West.Originality/valueThis paper introduces new original data, provides an analysis of an important practical issue and offers a feasible solution to this issue.
Forms of host‐country national learning for enhanced MNC absorptive capacity
Authors: Vance Charles M. , Paik Yongsun 
Published: January 2007

PurposeAims to examine within the theoretical construct of absorptive capacity several forms of host country national (HCN) learning, leading to improved productivity in the foreign operation, and ultimately yielding more effective knowledge generation and flow throughout the multinational corporation (MNC).Design/methodology/approachUsed open‐ended exploratory field interviews with 51 host country human resource and middle managers in 49 different MNC foreign subsidiaries with headquarters in six different countries. Learning needs in three major employee levels of operative, supervisory/middle management, and upper management were examined. Notes from the interviews were recorded by hand and combined and analyzed for evidence of potentially beneficial forms of HCN learning using procedures of domain and theme analysis in taxonomy development.FindingsA total of 12 categories of potentially beneficial forms of HCN learning were identified and discussed relative to their contributions to increased absorptive capacity. These forms of learning included such areas as new employee orientation and entry job skills, MNC predominant language, MNC home country cross‐cultural awareness, supervision and technical operations management skills, expatriate coaching and liaison skills, and MNC strategy and culture.Research limitations/implicationsProvides helpful insights on absorptive capacity to promote further theory development, as well as practical guidance for future HCN training to enhance the effective transfer of management knowledge and practice.Originality/valuePast research in international management has had a predominant focus on expatriates, failing to identify important contributions that can be made by host country nationals to promote the effective transfer of knowledge throughout the multinational organization.
Knowledge transfer in Vietnam: starts, stops, and loops
Authors: Napier N.K. 
Published: January 2007

PurposeTo offer a framework of structural and contextual influences on knowledge transfer of foreign management ideas to Vietnamese academic and managerial colleagues. It addresses four factors: stage of relationship between Vietnamese and foreign counterparts; participative competence (i.e. knowledge, experience, and motivations of those sending and receiving knowledge); atmosphere within each side's organization; and conduit conditions, or factors that facilitate transmittal or translation of knowledge.Design/methodology/approachThe paper draws on an ethnographic study from 1994‐2003 of the creation of Vietnam's first international standard business school, within the National Economics University (NEU), in Hanoi, which included participant observation, semi‐structured and informal interviews with over 60 Vietnamese faculty members, managers, university administrators, and foreign visiting professors and administrators, field notes, documentation, and archival records.FindingsThe paper concludes that long‐lasting knowledge transfer is not straightforward in its flow; must be bi‐directional for the primary transfer (i.e. of Western business knowledge) to succeed, and moves from primarily explicit to both explicit and more tacit knowledge transfer.Research limitations/implicationsThe paper calls for additional research on perceptive competence, organizational atmosphere, conduit conditions, and turning points in relationships.Practical implicationsA toolkit for managers on key aspects to consider in knowledge transfer and exchange within developing countries and within multinational firms.Originality/valueThe paper expands existing models and adds new components regarding the relationship between parties, and the notion of bi‐directional interactions.
Dysfunctional culture, dysfunctional organization
Authors: Balthazard Pierre A. , Cooke Robert A. , Potter Richard E. 
Published: January 2007

PurposeThis paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.Design/methodology/approachThe organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.FindingsThe results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.Originality/valueThe concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.
High toxicity leadership
Authors: Goldman Alan 
Published: January 2007

PurposeThis paper aims to assess highly toxic personality disorders in leaders, implications for organizations, and methods for assessment and intervention.Design/methodology/approachAction research was used, including a thick description case study narrative and application of the DSM IV‐TR.FindingsPersonality disorders are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a leader may serve as a systemic contaminant for an organization.Research limitations/implicationsA qualitative, case study approach may not lend itself to replication or quantification; usage of the DSM IV‐TR requires clinical training in counseling psychology; the growing incidence of personality disorders in leadership warrants cognizance, ability to assess, the creation of early detection systems and methods of intervention.Practical implicationsThrough the narrative of a case study researchers and practitioners can obtain a glimpse into the day‐to‐day operations and nuances of a highly toxic leader and how it impacts an organization; interventions and solutions are provided.Originality/valueThis paper calls attention to highly toxic leadership and organizational dysfunction by investigating borderline personality disorder as a prototype.
Internal terrorists: the terrorists inside organizations
Authors: Van Fleet David D. , Van Fleet Ella W. 
Published: January 2007

PurposeThe paper aims to expand and extend previous work on the role of employees who act in non‐violent ways to achieve their personal ends through inducing fear in others in organizations.Design/methodology/approachThe literature surrounding internal terrorists is reviewed and preliminary survey results are presented to support the conclusions derived from that literature.FindingsA model is developed that more carefully identifies how the role of internal terrorists comes about and why they are more likely to engage in non‐violent as opposed to violent behavior.Research limitations/implicationsResearch is needed to identify those aspects of organizations that seem to foster or “bring out” violent and non‐violent internal terrorists. Given the differences between internal terrorists and other terrorists, more careful study of those two groups is clearly needed. Since most terrorists express feelings of injustice, stronger links should be attempted between the research on organizational justice and internal terrorism. Just as employee theft has been linked to perceived injustice, so, too, internal terrorism may be linked to higher levels of such perceived injustice.Practical implicationsResearch is needed to indicate how terrorism evolves over time as well as what measures seem to be most effective in countering such developments within organizations. Of particular interest to practitioners would be determining the extent to which profit‐seeking versus non‐profit organizations accommodate internal terrorists and the extent to which gender matches between the internal terrorist and the target person are common.Originality/valueThis paper fills a gap in the literature about the role of internal terrorists by delineating more fully the dysfunctional role those individuals play in organizations.
Exploring the predictors and consequences of job insecurity's components
Authors: Ito Jack K. , Brotheridge Céleste M. 
Published: January 2007

PurposeThis exploratory study aims to examine the usefulness of distinguishing between the cognitive and emotional components of job insecurity.Design/methodology/approachThis cross‐sectional survey study was undertaken in a sample of 600 civil servants. A series of regressions are employed to test proposed hypotheses.FindingsResults support the treatment of the components of job insecurity as separate variables. The cognitive and emotional components differed in their associations with predictors and consequences. Locus of control and employment dependence moderated several relationships. For example, employment dependence moderated the relationship between job insecurity and job loss strain.Research limitations/implicationsThe study design was cross‐sectional and, thus, cause‐effect relationships cannot be discerned. Also, since it was undertaken in the public sector, it needs to be cross‐validated in the private sector so that the generalizability of its results can be established. The study points to the utility of separately measuring the components of job insecurity in future research. Also, the role of employment dependence deserves further study given its role as a predictor of job loss strain and as a significant moderator variable.Practical implicationsIn supporting the treatment of job security and job loss strain as separate variables, this study suggests that one should consider how to reduce the negative effects of a lack of job security on job loss strain. This is especially important since job loss strain is associated with negative psychological and physiological symptoms. In today's rapidly changing environment, people who feel they have limited extra‐organizational opportunities appear to be particularly vulnerable. Human resource management practices that enhance employee mobility may help to manage their sense of dependence.Originality/valueThis paper addresses two major gaps in the job security literature: it develops a comprehensive model using a two‐component approach to job insecurity; and investigates the potential role of employment dependence as both a cause of insecurity's components and a moderator in the causes → insecurity → consequences model.
Understanding pluralistic ignorance in organizations: application and theory
Authors: Halbesleben Jonathon R.B. , Wheeler Anthony R. , Buckley M. Ronald 
Published: January 2007

PurposePluralistic ignorance is defined as a situation in which an individual holds an opinion, but mistakenly believes that the majority of his or her peers hold the opposite opinion. The purpose of this paper is to refocus attention on pluralistic ignorance as an important, applied, and multilevel concept to organizational researchers by developing a theory of pluralistic ignorance in organizational contexts.Design/methodology/approachThe paper reviews the literature with regard to the causes and consequences (for individuals, groups and organizations) of pluralistic ignorance and develops an integrated understanding of how pluralistic ignorance influences employees and organizations.FindingsThe paper finds that pluralistic ignorance is a complex phenomenon that has important consequences for organizations with relation to behavior of individuals.Research limitations/implicationsThe development of a model of pluralistic ignorance, with research propositions, will assist researchers seeking to conduct research on this topic.Originality/valueThis paper is original in that it is the first to delineate the processes underlying pluralistic ignorance in a managerial/organizational context.
Organizational anxiety: applying psychological concepts into organizational theory
Authors: Baruch Yehuda , Lambert Rod 
Published: January 2007

PurposeThis paper seeks to present a dual‐level framework for developing change management theory, based on the concept of anxiety as an organizational phenomenon and its potential for prevention, recognition and treatment. When encountering crisis, confusion, and difficulties, both individuals and organizations can suffer from anxiety‐related problems. The paper aims to argue that organizational anxiety can be diagnosed and treated in a similar way to those of individuals.Design/methodology/approachThis is a conceptual paper and examines how individual anxiety can inform analysis of organizational performance in times of change. A model of organizational anxiety is presented. Three case studies are used to examine the validity of the model. The potential for preventive and treatment strategies for organizational anxiety is examined.Research limitations/implicationsThe concepts presented should be examined initially through single case study designs, but developed into the equivalent of a randomized controlled trial across a number of organizations.Practical implicationsRecognition of organizational anxiety is only advantageous if methods of prevention or treatment are possible and available. Preventive strategies include training in threat appraisal and response for senior management teams. Treatment strategies include short‐term consultancies for evaluation of threats and responses; organizational development for organizations where inappropriate responses to threats and opportunities can be recognized, and rethinking/reframing of organizations where an organizational history may be inhibiting progress or development.Originality/valueThis paper presents a new way for organizations to examine their performance in times of change, and adds significantly to the literature on organizational change management.