Business Commons^™

Specific Characteristics Distinguishing Winning From Losing: Litigated Workplace Bullying Cases, Yvette Lopez, Helen Lavan, William Martin

William Marty Martin

No abstract provided.

A Trickle-Down Model Of Psychological Contract Breach: The Impact Of Supervisors’ Relationships On Employee Perceptions Of Kept Promises, Grace Lemmon

Grace Lemmon

No abstract provided.

Women’S Managerial Aspirations From A Career Development Perspective, Grace Lemmon

Grace Lemmon

No abstract provided.

A 10-Year Longitudinal Investigation Of Strategy, Systems, And Environment On Innovation In Family Firms, Justin Craig, Ken Moores

Justin B. Craig

This article studies innovation in family firms, filling in some gaps in existent literature. The research addresses the idea of shifting leadership, different mechanisms of facilitating communication, and the importance to the firm of technical progress, linking each to innovation. Shifting leadership is addressed through the longitudinal design. Communication mechanisms are monitored through two constructs: scope of information and timeliness of information. Technical progress is included in an environmental uncertainty factor technoeconomic uncertainty. The findings suggest that linkages between established family firms and innovation may be substantially stronger than currently assumed by many.

Balanced Scorecards To Drive The Strategic Planning Of Family Firms, Justin Craig, Ken Moores

Justin B. Craig

The focus of this research is the measurement and management tool known as the Balanced Scorecard (BSC) and how it can be applied in the family business context. In this article we add familiness to the four BSC perspectives (financial, innovation and learning, customer, internal process) and illustrate how this can assist business development, management, and succession planning in family-owned businesses. We use an action research project to highlight how family businesses can professionalize their management by the adoption of a BSC strategy map that includes a family business focus and links the core essence of the family business with …

Human Resource Development And 'Casualisation' In Hotels And Resorts In Eastern Australia: Getting The Best To The Customer?, Grant Cairncross, Stephen Kelly

Adjunct Professor Stephen J Kelly

This paper provides an analysis of human resource development and knowledge capital management relations practices used by hotels and resorts in 2007. The study examined the employment instruments used, methods of employee recruitment, selection, staff turnover trends, remuneration policies, attitudes to knowledge capital and the application of service quality measurement. The findings indicate that larger foreign-owned organisations have adopted more innovative approaches than smaller Australian-owned hotels and resorts, while skill shortages and generational attitude changes have driven more inventive retention strategies in both groups. It was also found that in spite of the adoption of more enlightened human resource strategies, …

Measuring Attitudinal Commitment In Business-To-Business Channels, Stephen Kelly

Adjunct Professor Stephen J Kelly

While organizational behaviourists have largely adopted a three-component conceptualisation of attitudinal commitment, marketers continue exclusively to apply one- or two-component models. In this paper, the reliability and validity of one-, two- and three-component models of commitment are examined within a business-to-business context. The results indicate that the three-component model incorporating instrumental, affective and normative dimensions is superior on both substantive and empirical grounds. It is subsequently argued that marketing planners need to demand that marketing researchers are more precise when incorporating commitment into conceptual and empirical studies, and account for these distinct components either by explicitly including or omitting them. …

When Employees Stop Talking And Start Fighting: The Detrimental Effects Of Pseudo Voice In Organizations, G De Vries, Karen Jehn, B Terwel

Karen A. Jehn

No abstract provided.

Creating Psychological And Legal Contracts Through Hrm Practices: A Strength Of Signals Perspective, Patricia Martinez

Patricia G. Martinez

We integrate the concept of signaling theory to propose that organizations create psychological and legal contracts through their human resource management practices (HRM). Focusing on the strength of the signal generated by HRM practices, we develop a framework for contract creation. Specifically, we define and outline how weak signals generate psychological contracts and strong signals develop legally binding contracts. We provide several examples of HRM hiring practices, the weak and strong signals which they emit and the psychological and legal contracts which they create. Our key contribution is to provide a precise model for understanding the distinction between a psychological …

The Effects Of Alignments: Examining Group Faultlines, Organizational Cultures, And Performance, K Bezrukova, S Thatcher, Karen Jehn, C Spell

Karen A. Jehn

No abstract provided.

Crooked Conflicts: The Effects Of Conflict Asymmetry In Mediation, Karen Jehn, Joyce Rupert, Aukje Nauta, Seth Van Den Bossche

Karen A. Jehn

Our main research question is how the asymmetry of conflict between two parties involved in mediation will affect the outcomes of the mediation. Conflict asymmetry is the difference in perceptions of conflict among the parties; that is, one person experiences high levels of conflict while the other person perceives that there is little or no conflict. In this multi-method study of 54 individuals involved in matched-pair mediations in an organizational setting, we examine the effects of conflict asymmetry on satisfaction with the process and results of the mediation, as well as their recommendation of mediation to others. We find that …

The Bigger They Are, The Harder They Fall: Linking Team Power, Conflict, Congruence, And Team Performance, L Greer, H Caruso, Karen Jehn

Karen A. Jehn

No abstract provided.

On The Road To Abilene: Time To Manage Agreement About Mba Curricular Relevance., Robert Rubin, Erich Dierdorff

Erich C. Dierdorff

Substantial evidence demonstrates that sound management practice is critical to creating effective organizations. Despite this fact, recent research suggests that courses designed to inculcate human capital competencies are wholly underrepresented in MBA curricula. Scholars have attributed culpability in various directions, collectively suggesting a broad devaluing of management education from one or more stakeholders including recruiters, business school policy makers, faculty, and students. In this essay, we bring forth evidence which reveals considerable agreement across stakeholder groups regarding the importance of emphasizing human capital competencies in MBA curricula. That is, contrary to conventional notions, business school stakeholders largely agree with practicing …

How Relational Closeness Buffers The Effect Of Relationship Conflict On Helpful And Deviant Group Behaviors, S Rispens, L Greer, Karen Jehn, S Thatcher

Karen A. Jehn

No abstract provided.

Work Analysis: From Technique To Theory., Frederick Morgeson, Erich Dierdorff

Erich C. Dierdorff

No abstract provided.

The Power Of ‘We’: Effects Of Psychological Collectivism On Team Performance Over Time., Erich Dierdorff, Suzanne Bell, James Belohlav

Erich C. Dierdorff

We examined the influences of different facets of psychological collectivism (Preference, Reliance, Concern, Norm Acceptance, and Goal Priority) on team functioning at 3 different performance depictions: initial team performance, end-state team performance, and team performance change over time. We also tested the extent to which team-member exchange moderated the relationships between facets of psychological collectivism and performance change over time. Results from multilevel growth modeling of 66 teams (N = 264) engaged in a business simulation revealed differential effects across facets of psychological collectivism and across different performance measurements. Whereas facets concerned with affiliation (Preference and Concern) were positively related …

In The Short Term We Divide, In The Long Term We Unite: Demographic Crisscrossing And The Effects Of Faultlines On Subgroup Polarization, M Mäs, A Flache, Karen Takács, Karen Jehn

Karen A. Jehn

No abstract provided.

Embedding The Organizational Culture Profile Into Schwartz’S Universal Value Theory Using Multidimensional Scaling With Regional Restrictions, Ingwer Borg, Patrick Groenen, Karen Jehn, Wolfgang Bilsky, Shalom Schwartz

Karen A. Jehn

Person-organization fit is often measured by the congruence of a person’s values and the values that he or she ascribes to the organization. A popular instrument used in this context is the Organizational Culture Profile (O’Reilly, Chatman, & Caldwell, 1991). The OCP scales its 54 items on eight factors, derived by exploratory factor analysis. We investigate the extent to which the OCP can be embedded into Schwartz’s Theory of Universals in Values (TUV) that is formulated in terms of a circumplex in MDS space. To address this question, we develop a non-standard MDS method that enforces a TUV-based axial regionality …

Learning How To Coordinate: The Moderating Role Of Cognitive Diversity On The Relationship Between Collective Intelligence And Team Learning, Ishani Aggarwal, Anita Williams Woolley

Anita Williams Woolley

The measure of collective intelligence (Woolley, Chabris, Pentland, Hashmi, & Malone, 2010) captures a team‘s ability to perform well across a wide array of tasks and can be used to predict future team performance. In this study, we explored the effect of collective intelligence on team learning. As predicted, we found a positive relationship between collective intelligence and the team‘s ability to learn how to coordinate. Cognitive diversity was another variable of interest in the study; we found a curvilinear relationship between cognitive diversity and collective intelligence. Based on previous research, we also predicted and found that cognitive diversity impeded …

Ensuring The Implementation Of Engineering Asset Management: Understanding Organisational Culture, Matthew J. Xerri

Matthew J Xerri

This paper reviews the literature about Engineering Asset Management (EAM), the implementation of organisational change and organisational culture and suggests a process for measuring the organisational culture of asset firms to determine if the current environment is conducive to supporting change to improve overall asset management performance. The information can be used by management to identify what work practices are being promoted and which need to be changed if required. A change in management practices (e.g. supervision or rewards) is most likely required to support the successful implementation of an asset management framework. The development of such practices can be …

Leadership Principles In 2 Corinthians, Gregory A. Smith

Gregory A. Smith

Paul’s relationship with the church at Corinth provides a detailed leadership case study. This is nowhere clearer than in 2 Corinthians, where every chapter displays Paul’s leadership attitudes and practices. Proceeding from the assumption that Paul’s leadership is worthy of emulation, this guide summarizes his behavior under eight headings:

• Accountability & Integrity

• Mission-Centeredness

• Investment in Followers

• Accurate Self-Concept

• Weakness & Adversity

• Assertiveness & Gentleness

• Advocacy

• Shared Responsibility

Fostering The Innovative Behaviour Of Sme Employees: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto

Matthew J Xerri

Although developing the innovative behaviour of employees is considered to contribute to improving organisational efficiency and effectiveness, very little is known about innovative behaviour within the context of small to medium enterprises (SMEs). Human resource managers who are able to develop the innovative behaviour of employees create an opportunity in which an employee's behaviour can be aligned with organisational goals. This study explores several antecedents contributing to the innovative behaviour of employees. The findings confirm that the organisational factors tested affect both the innovative behaviour of employees and the innovative culture that supports innovative behaviour in the workplace. These findings …