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Articles 1 - 10 of 10
Full-Text Articles in Business
The Great Academic-Practitioner Divide: A Tale Of Two Paradigms, D. Mcnatt, Myron Glassman, Aaron Glassman
The Great Academic-Practitioner Divide: A Tale Of Two Paradigms, D. Mcnatt, Myron Glassman, Aaron Glassman
D. Brian McNatt
For decades, many academicians have expressed concern about the gap between themselves and practitioners. In those decades, much has been written about the probable causes of and methods for narrowing this gap. Despite the dialog and the efforts to narrow it, the gap remains. This paper explores four assumptions related to the gap. We use paradigm theory to examine the "academic world" and the "practitioner world" and to explain how the separate worlds perpetuate the gap. We then propose that academicians either accept the gap or legitimize the pracademic viewpoint. a paradigm that reconciles the differences between the academic and …
Can Leaders Step Outside Of The Gender Box? An Examination Of Leadership And Gender Role Stereotypes, Margaret Padgett, Craig Caldwell, Andrew Embry
Can Leaders Step Outside Of The Gender Box? An Examination Of Leadership And Gender Role Stereotypes, Margaret Padgett, Craig Caldwell, Andrew Embry
Margaret Y. Padgett
This study examined gender stereotypes for leaders using a more indirect method than is typical in stereotype research. Rather than reveal the leader's gender, this study used vignettes in which the leader's gender was unknown. Consistent with their hypothesis, the authors found that participants were more likely to infer a male (female) gender identity than a female (male) gender identity when presented with a leader using a masculine (feminine) style. They also hypothesized that a leader using a gender-consistent leadership style would be viewed more positively than a leader using a gender-inconsistent style. Contrary to this hypothesis, results revealed that …
Leadership Lessons From The Chilean Mine, Terri Scandura
Leadership Lessons From The Chilean Mine, Terri Scandura
Terri A. Scandura
No abstract provided.
Why High And Low Performers Leave And What They Find Elsewhere: Job Performance Effects On Employment Transitions, Charlie Trevor , John Hausknecht , Michael Howard
Why High And Low Performers Leave And What They Find Elsewhere: Job Performance Effects On Employment Transitions, Charlie Trevor , John Hausknecht , Michael Howard
John Hausknecht
Little is known about how high and low performers differ in terms of why they leave their jobs, and no work examines whether pre-quit job performance matters for post-quit new-job outcomes. Working with a sample of approximately 2,500 former employees of an organization in the leisure and hospitality industry, we find that the reported importance of a variety of quit reasons differs both across and within performance levels. Additionally, we use an ease-of-movement perspective to predict how pre-quit performance relates to post-quit employment, new-job pay, and new-job advancement opportunity. Job type, tenure, and race interacted with performance in predicting new-job …
A Study Of Project Categorisation Based On Project Management Complexity, Alicia Aitken, Lynn Crawford
A Study Of Project Categorisation Based On Project Management Complexity, Alicia Aitken, Lynn Crawford
Lynn Crawford
This study explores the use of project complexity categorisation as a means of understanding and applying the competencies required to manage projects across a portfolio of project types including projects of an innovative nature. The data for this study includes one hundred and twenty project descriptions and ratings of complexity by project managers of their current (or most recent) project according to project management complexity factors developed to support global project management competency standards. The data was collected as part of a global study into project management competence, complexity and behaviours conducted over the course of 2005 and 2006. This …
Stakeholders, Robert Phillips
The Relationship Service-Profit Chain: Conceptual Framework And Propositions., Carmel Herington, Lester Johnson
The Relationship Service-Profit Chain: Conceptual Framework And Propositions., Carmel Herington, Lester Johnson
Lester Johnson
This conceptual paper proposes an expanded relationship service-profit chain as a business success model based on blending human resource management and marketing within the relationship marketing framework. The major contribution of the paper is the extension of thought and usage of the service-profit chain through the super-imposition of a relationship building approach to the provision of service. The proposed model draws on the original service-profit chain, which is further enhanced through the addition of a relationship marketing orientation guiding business culture and combining internal marketing and human resource management activities to best implement an updated service-profit chain. The enhanced relationship …
The Rbv And Value Creation: A Managerial Perspective, Angelina Zubac, Graham Hubbard, Lester Johnson
The Rbv And Value Creation: A Managerial Perspective, Angelina Zubac, Graham Hubbard, Lester Johnson
Lester Johnson
Purpose: The paper aims to explain why the customer value construct is important to resource-based view (RBV) scholars and how one might define it to study it. Design/methodology/approach: By a summary of the ideas behind the RBV and previously applied definitions of customer value, the paper explains why Woodruff's multidimensional definition of customer value is suited to studying customer value from a managerial perspective. To this end, it develops a framework and derives three research questions for studying how managers use the firm's resources to creat customer value. Findings: It was found that to understand how managers invest in dynamic …
A Complaint Is A Gift By Janelle Barlow And Claus Moller, William Bleuel
A Complaint Is A Gift By Janelle Barlow And Claus Moller, William Bleuel
William H. Bleuel
Graziadio Business Review
Evaluating Pay-For-Performance Systems: Critical Issues For Implementation, Myron Glassman, Aaron Glassman, Paul Champagne, Mike Zugelder
Evaluating Pay-For-Performance Systems: Critical Issues For Implementation, Myron Glassman, Aaron Glassman, Paul Champagne, Mike Zugelder
Aaron Glassman
Most organizations use a merit pay or pay-for-performance system (PFP) to improve employee performance. Despite its popularity, a PFP system can be difficult to implement. Success depends on several issues. These include adequate funding, suitable job characteristics, and appropriate performance feedback. Moreover, even under the best circumstances, PFP systems may cause unintended consequences such as dysfunctional behavior, unethical conduct and even employment discrimination. Still, when the critical issues for proper implementation are appropriately addressed, a PFP system is and should continue to be a successful management tool to enhance employee performance in the workplace.