bluuebunny/crossref_metadata_2025_split huggingface dataset:
Demographic Diversity, Conflict, and Work Group Outcomes: An Intervening Process Theory
Authors: Pelled Lisa Hope 
Published: October 2008

Research has suggested that, within a work group, diversity with respect to members' demographic backgrounds can have a powerful effect on both turnover from the group and on the group's performance on cognitive tasks (i.e., “thinking” tasks that involve generating plans or ideas, solving problems, or making decisions). While such diversity tends to increase turnover, its effects on cognitive task performance are more mixed, sometimes enhancing performance and sometimes impairing it. An understanding of how diversity leads to these outcomes may help managers enhance work group effectiveness. Thus, in this paper I develop a theoretical model to explain the turnover and mixed performance consequences of demographic diversity in work groups. The proposed model suggests that each demographic diversity variable (e.g., diversity with respect to age, gender, race, group tenure, organization tenure, education, or functional background) can be classified according to its level of visibility and its level of job-relatedness. Visibility is the extent to which the variable is easily observed by group members, and job-relatedness is the extent to which the variable directly shapes perspectives and skills related to cognitive tasks. The model then suggests that the visibility and job-relatedness of a diversity variable indirectly influence how much turnover and/or performance enhancement the variable yields. More specifically, the visibility and job-relatedness of a diversity variable influence the levels of affective (emotional) and substantive (task) conflict in the group, and the levels affective and substantive conflict, in turn, influence the amount of turnover from the group and the group's performance. After generating six research propositions based on the model, including three addressing demographic diversity variable- conflict linkages and three addressing conflict-turnover and conflict-performance linkages, I discuss boundary conditions of the model and offer recommendations for future research.
Training and Turnover in the Evolution of Organizations
Authors: Glance Natalie S. , Hogg Tad , Huberman Bernardo A. 
Published: October 2008

An organization's decision whether or not to train its workers affects the overall economy, even if the firm does not factor the economy into its decision. If all firms within an industry fail to train their workers, the whole economy suffers. Hence, training workers is a type of public good, a category that encompasses a broad range of social dilemmas. Employees face a similar dilemma in their choice of how much to contribute to the overall productivity of the organization. If employees receive a share of the profits regardless of their contribution, some may decide to free ride on the efforts of their fellow workers. If all employees decide to do so, the company will fail. The two dilemmas on the employee and organizational levels are closely interrelated. On one side, the benefits of training accrue only to the extent that employees contribute to the organization. Thus, a firm should take into account how it expects a training program to affect employee effort as well as employee turnover. On the other side, trained workers produce at higher rates, which in turn may affect how much they contribute and how often they migrate to other firms in comparison with untrained workers. The authors study the dynamics of training and turnover in firms facing both organizational- and employee-level dilemmas. First they establish a simple model that captures those conflicts and incorporates imperfect information and both worker and organizational expectations. Organizations can be both created and dissolved, and employees can move between firms, start new ones, or leave the industry for good. Next the authors summarize the different ways the dilemmas can unfold over time, collated from a number of computer experiments. For example, under one set of conditions, the double dilemma can be resolved for the industry as a whole and productivity then increases steadily over time. Alternatively, the organizational-level dilemma may remain unresolved and workers may contribute at fluctuating levels. In that case the overall productivity stays low. The authors find a positive correlation between high productivity, low turnover, and enterprise size, a relation that has also been observed in the empirical literature on training, stability, and turnover in organizations.
Competition in a Multimarket Environment: The Case of Market Exit
Authors: Boeker Warren , Goodstein Jerry , Stephan John , Murmann Johann Peter 
Published: October 2008

Studies of competition typically have two underlying assumptions: that competition occurs within the boundaries of industries or markets and that all firms in a market or industry are affected equally by competitive pressures. The concept of multipoint competition challenges both assumptions. Multipoint theory addresses how different levels of contact between firms across multiple markets affect competition in individual markets. Its main argument is that high levels of contact between firms across markets will induce mutual forbearance, causing multipoint competitors to refrain from aggressively attacking each other. The restraint stems from the fact that high levels of intermarket contact enable a firm to respond to an aggressive action by a multipoint rival in markets other than the one in which the action takes place. That possibility raises the potential costs of aggressive moves and serves as a credible deterrent, especially if a firm can respond in several markets. In addition, multipoint competition helps firms to interpret their rivals' intentions and signal their own, reducing the likelihood of costly misunderstandings. The authors elaborate on those ideas to examine how a hospital's degree of intermarket contact with its competitors in a particular service market affects the likelihood that it will exit that market. They find that hospitals are less likely to exit markets in which they meet large numbers of their multipoint rivals. As a result of mutual forbearance, competitive rivalry is reduced across the markets that multipoint rivals share, lessening the types of pressures that typically prompt market exit. With lower levels of competitive rivalry, markets shared by multipoint rivals are relatively more hospitable environments in which to operate and are less likely to be exited. Rather than competing intensely, multipoint rivals appear to adopt a “live and let live” approach toward each other. The fact that multipoint contact across markets may lessen competitive pressures within individual markets has implications for the contact between firms in several settings. Multimarket contact can occur across different product or service markets and also across different geographic markets, thus affording an intriguing perspective for the investigation of the rivalry between emerging transnational firms. True transnationals, by successfully integrating global operations while still addressing local market concerns, have been seen by some as having the capabilities necessary for successful performance in international competition. Perhaps transnational firms, because they have an integrated decision-making structure, can coordinate their actions to reduce competitive rivalry with each other across the markets they share. If so, markets dominated by transnationals may become more stable than the current state of international competition would predict.
Top Management Team Structure: Differential Effects by Environmental Context
Authors: Keck Sara L. 
Published: October 2008

Despite the extensive literature on top management team structure (demographics), disagreement persists as to whether specific aspects of team structure have, on the whole, positive or negative results for the firm. The author addresses conflicts in the literature by using several typical structural measures in different contexts. Shorter-tenured, heterogenous teams are found to provide the skills needed to address environmental complexities and will be more productive in turbulent environments because they deliver problem solving skills and new perspectives on strategic formulation and implementation processes. Longer-tenured, homogeneous teams are found to be more productive in stable environments because they will promote basic team maintenance functions (socialization, cohesion, etc.). Firms that are the most successful financially are ones that match their team structures to the environmental context over time. The results reported are unique because time, different contexts, and financial performance were combined to assess the interaction of top management teams with their environments. Surprisingly, the type of turbulence encountered in the firm's context may determine whether a specific element of team structure will be beneficial or detrimental to financial performance. Relatively high levels of constant environmental change require different team structures than unusual, disruptive change. Differences are discussed.
Diffusion of Innovations Within Organizations: Electronic Switching in the Bell System, 1971–1982
Authors: Cool Karel O. , Dierickx Ingemar , Szulanski Gabriel 
Published: October 2008

Although diffusion processes take place in a variety of social systems, they have rarely been studied within the context of an organization. Yet when the intraorganizational part of the diffusion of an innovation is gradual or differs among organizations, the overall diffusion of that innovation is affected. The authors explore the applicability of the traditional diffusion perspective in an intraorganizational context. They compare the explanatory power of factors emphasized by the traditional diffusion perspective with that of factors deemphasized or neglected by that perspective. The setting is the diffusion of electronic switching technology within the operating companies of the Bell System before its divestiture. The results suggest that the traditional perspective may not apply exactly within organizations because factors other than those traditionally emphasized seem to play an important role in the diffusion of innovations within organizations.
Partner Selection and Venturing Success: The Case of Joint Ventures with Firms in the People's Republic of China
Authors: Luo Yadong 
Published: October 2008

It has been hypothesized in the international joint venture (IJV) literature that partner selection affects interpartner “fit” which in turn influences a synergistic effect on IJV performance. This study investigates the relationship between IJV success and the strategic and organizational traits of local partners. We address this issue in the context of an emerging economy (P.R. China). Newly emerging economies have in recent years become major hosts of direct investment by multinational corporations (MNCs) because these rapidly expanding economies, characterized by an exploding demand previously stifled by ideologically-based government intervention, provide tremendous opportunities which MNCs can preempt. MNCs in such economies, however, face the challenges of structural reform, weak market structure, poorly specified property rights, and institutional uncertainty. Right local partners can help MNCs boost market expansion, obtain insightful information, mitigate operational risks, and provide country-specific knowledge. The analysis of the data obtained from China suggests that both strategic and organizational traits of local partners are significantly associated with some individual dimensions of IJV performance. Among strategic traits, absorptive capacity, product relatedness, and market power are favorable to IJVs' market and financial outcomes. Market power and experience significantly reduce IJVs' operational uncertainties. Of organizational traits, international experience and organizational collaboration are important for IJVs' not only profitability and stability but also local market expansion and export growth. Organizational form and size influence IJVs' local market performance. The findings provided by this study can help MNCs determine what criteria they should use in opting for local partners and what criteria are vital to their goal accomplishment. Those investors seeking local market expansion should select those local partners that have rich market experience, superior market position, high absorptive capacity, and related product diversification with the IJVs. Those seeking profitability and stability should select local firms that have superior international experience, longer organizational collaboration, and greater market power. While MNCs should use appropriate strategic and organizational criteria to select local partners, the host government or local firms can try to make these traits available to attract more stable and profitable foreign direct investment.
Crossroads—Reconsidering the “Fact-Value Antinomy: A Comment on Eastman and Bailey (1997)”
Authors: Connell Ann F. , Nord Walter R. 
Published: October 2008

Eastman and Bailey (this issue) positioned their paper as both an extension of and a challenge to Barley and Kunda (1992). In our view, it succeeds admirably as an extension: the two papers taken together benefit our field by calling attention both to the patters they reported and to the often neglected dynamics of the history of ideas in organization studies. However, we find Eastman and Bailey's challenge to Barley and Kunda, which entails the suggestion of an alternative hypothesis to theirs, to be less convincing. We begin by attempting to synthesize the two papers. Next, since one of Eastman and Bailey's purposes was to inspire other students of organizations to mediate the seeming conflict between “fact” and “value,” we make some remarks toward that end. These remarks reframe the conflict so that it makes more sense to us, question the purpose of mediating the conflict and suggest further steps toward integrating information from the history of ideas and dealing with the conflict Eastman and Bailey address.
Knowledge Management Processes and International Joint Ventures
Authors: Inkpen Andrew C. , Dinur Adva 
Published: October 2008

The management and processing of organizational knowledge are increasingly being viewed as critical to organizational success. By exploring how firms access and exploit alliance-based knowledge, the authors provide evidence to support the argument that the firm is a dynamic system of processes involving different types of knowledge. Using data from a longitudinal study of North American-based joint ventures (JVs) between North American and Japanese firms, they address three related research questions: (1) what processes do JV partners use to gain access to alliance knowledge; (2) what types of knowledge are associated with the different processes and how should that knowledge be classified; and (3) what is the relationship between organizational levels, knowledge types, and the transfer of knowledge?Although many generalizations have been drawn about the merits of knowledge-based resources and the creation of knowledge, few efforts have been made to establish systematically how firms acquire and manage new knowledge. Moreover, prior alliance research has not addressed in detail the nature of alliance knowledge and how knowledge is managed in the alliance context. The authors examine the processes used by alliance partners to transfer knowledge from an alliance context to a partner context. They identify four key processes—technology sharing, alliance-parent interaction, personnel transfers, and strategic integration—that share a conceptual underpinning and represent a knowledge connection between parent and alliance. Each of the four processes is shown to provide an avenue for managers to gain exposure to knowledge and ideas outside their traditional organizational boundaries and to create a connection for individual managers to communicate their alliance experiences to others.Although all of the knowledge management processes are potentially effective, the different processes involve different types of knowledge and different organizational levels. The primary types of knowledge associated with each process are identified and then linked with the organizational level affected by the transfer process. From those linkages, several propositions about organizational knowledge transfer and management are developed. The results suggest that although a variety of knowledge management strategies can be viable, some strategies lead to more effective knowledge transfer than others.
Some Issues Relating to Metering or Closing of Freeway Ramps Part I. Control of a Single Ramp
Authors: Allen Brian L. , Newell Gordon F. 
Published: October 2008

A hypothetical transportation corridor consists of two parallel routes. One route has properties typical of a congested freeway, the other is considered to be the composite of all alternative routes on city streets. Transfer between the two routes is permitted only at discrete points (entrance or exit ramps). At these points, various methods of traffic control are possible. It is postulated that the control objective is to minimize the total cost of travel to all trips, subject to the hypothesis that travelers choose the route of minimum personal cost. Emphasis is placed on two control methods; metering the flow at entrance ramps, or closing the ramps. Two specific models are considered. In this study (Part I), backtracking is forbidden but the origin-destination characteristics are fairly general. In a second study (Part II), backtracking is permitted but the origin-destination characteristics have translational symmetry. In both cases it is found that, if the queuing costs are included in the total travel cost, ramp closure is often a more efficient method of control than ramp metering.
Bibliographic Section
Authors: Mannering Fred L. , Spencer Frank A. , Mahmassani Hani S. 
Published: October 2008

Urban Transportation Planning: A Decision Oriented Approach, by Michael D. Meyer and Eric J. Miller, McGraw-Hill, New York, 1984—reviewed by Fred L. Mannering. Air Transportation—A Management Perspective, Alexander T. Wells, Broward Community College, Wadsworth Publishing Co., Belmont, Calif., 1984—reviewed by Frank A. Spencer. Proceedings of the Ninth International Symposium on Transportation and Traffic Theory, J. Volmuller and R. Hamerslag (editors), VNU Science Press, Utrecht, The Netherlands, 1984, 597 pp—reviewed by Hani S. Mahmassani.
Bibliographic Section
Authors: White Peter R. , Train Kenneth E. , Mahmassani Hani S. , Feo Thomas A. 
Published: October 2008

A Welfare Assessment of Transport Deregulation: The Case of the Express Coach Market in 1980, by Neil J. Douglas. Gower Publishing Co., Gower House, Croft Road, Aldershot, Hants, GU11 3HR, United Kingdom (and in USA at Old Post Road, Brookfield, Vermont 05036). 1987. 349 pp—reviewed by Peter R. White. Blind Intersection? Policy and the Automobile Industry, by Clifford Winston and Associates, The Brookings Institution, Washington, D.C., 1987, 108 pp—reviewed by Kenneth E. Train. Analytical Studies in Transport Economics, by Andy F. Daughety, Cambridge University Press, Cambridge, England, 1985, ix, 253 pp—reviewed by Hani S. Mahmassani. Intermodal Freight Transportation, by John H. Mahoney, Eno Foundation for Transportation, Westport, Conn., 1985—reviewed by Thomas A. Feo.
Bibliographic Section
Authors: Daskin Mark S. , Evans Leonard , Hall Randolph , Pearce Charles E. M. , Newell Gordon 
Published: October 2008

Locational Decisions: Methodology and Application, J. P. Osleeb and S. J. Ratick, editors. Annals of Operations Research, Volume 6, J. C. Baltzer AG, Scientific Publishing Co., Basel, Switzerland, 1986—reviewed by Mark S. Daskin. Road Accident Statistics, by T. P. Hutchinson, Rumsby Scientific Publishing, Adelaide, P.O. Box 76, Rundle Mall, South Australia—reviewed by Leonard Evans. The Time Factor in Transportation Processes, by Ignacy Tarski, Translated by Olgierd Wojtasiewicz, Elsevier, Amsterdam, and Wydawnictwa Komunikacji i Łączności, Warsaw, 1987—reviewed by Randolph Hall. Urban Spatial Traffic Patterns, by Rodney J. Vaughan, Pion Limited, London, 1987, 334 pages—reviewed by Charles E. M. Pearce. Continuous Location of Transportation Networks, by K. C. Mosler, Texts and Monographs in Economic and Mathematical Systems, Springer-Verlag, 1987, 158 pp + x—reviewed by Gordon Newell.
Bibliographic Section
Authors: Radwan A. Essam , Button Kenneth , Boske Leigh B. , Nelson Paul T. , Furth Peter G. , Odoni Amedeo R. 
Published: October 2008

Traffic and Highway Engineering, by Nicholas Garber and Lester Hoel, West Publishing Company, St. Paul., Minn., 1988, 959 pp—reviewed by A. Essam Radwan. The Spatial Impact of Technological Change, edited by John F. Brotchie, Peter Hall and Peter W. Newton, Croom Helm, London, 1987—reviewed by Dr. Kenneth Button. Public Regulation: New Perspectives on Institutions and Policies, edited by Elizabeth E. Bailey, The MIT Press, Cambridge, Mass., 1987, 404 pp—reviewed by Leigh B. Boske. Market Centers and Retail Location: Theory and Applications, by Brian J. L. Berry and John B. Parr with Bart J. Epstein, Avijit Ghosh, and Robert H. T. Smith, Prentice Hall, Englewood Cliffs, N.J., 1988, 230 pp—reviewed by Paul T. Nelson. Managing Public Transit Strategically, by Gordon J. Fielding, Jossey-Bass, San Francisco, CA 1987; and Public Transport: Its Planning, Management and Operation, 2nd ed., by Peter White, Hutchinson Education, London, U.K., 1986—reviewed by Peter G. Furth. Cities and Their Vital Systems: Infrastructure Past, Present, and Future, edited by Jesse H. Ausubel and Robert Herman, National Academy of Engineering, National Academy Press, Washington, D.C., 1988—reviewed by Amedeo R. Odoni, Editor.
Bibliographic Section
Authors: Vuchic Vukan R. , Zenios Stavros A. 
Published: October 2008

Urban Railways and the Civil Engineer, Institution of Civil Engineers Conference, Thomas Telford House Ltd., London, U.K., 1987—reviewed by Vukan R. Vuchic. Parallel Processing for Supercomputers and Artificial Intelligence, edited by Kai Hwang and Douglas DeGroot, McGraw-Hill, New York, 1989—reviewed by Stavros A. Zenios.
Bibliographic Section
Authors: Jara-Díaz Sergio R. , Hanson Susan , Stopher Peter R. 
Published: October 2008

Transport Carrier Costing, by Wayne Kenneth Talley. Gordon & Breach Science Publishers, New York, 1988, 389 pp.—reviewed by Sergio R. Jara-Díaz. Gender, Transport, and Employment: The Impact of Travel Constraints, edited by Margaret Grieco, Laurie Pickup, and Richard Whipp. Gower Publishing Company, Brookfield, Vt., 1989—reviewed by Susan Hanson. Travel Behavior Research: Fifth International Conference on Travel behavior, edited by the International Association for Travel Behavior, Avebury, Gower Publishing Co. Ltd., Aldershot, England, 1989, 284 pp.—reviewed by Peter R. Stopher.
Bibliographic Section
Authors: Mannering Fred L. , Cervero Robert , Goodwin Phil B. 
Published: October 2008

Modelling Transport, by Juan de Dios Ortuzar and Luis G. Willumsen, John Wiley & Sons, West Sussex, England, 1990, 375 + xv pp.—reviewed by Fred L. Mannering. Rail Mass Transit for Developing Countries, Institution of Civil Engineers, Thomas Telford, London, 1990, 397 pp.—reviewed by Robert Cervero. Euromobile: Transport, Communications and Mobility in Europe, Edited by Peter Nijkamp, Shalom Reichman and Michael Wegener, Avebury Press, Aldershot, England, 1990, 413 pp.—reviewed by Phil B. Goodwin.