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Management Sciences and Quantitative Methods Commons™
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Full-Text Articles in Management Sciences and Quantitative Methods
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
Department of Management: Faculty Publications
The advent of information technology has generated not only interest in how to acquire, store and ‘‘mine’’ data, but also how to manage knowledge. Yet, there is still considerable confusion and a lack of understanding of what today’s knowledge managers really do. Continuing a stream of previous research on the behavior activities of traditional managers, this study investigated the relative amount of time today’s knowledge managers (N = 307) spend on traditional management functions, communications, human resources and networking. Besides identifying what knowledge managers really do, this study examined what successful knowledge managers do. Comparisons are then made with managers …
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
In this study, we provide the conceptual background, meta-analyze available behavioral management studies (N = 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of (d.) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, …
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
Department of Management: Faculty Publications
Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self-awareness and behavioral management. In a small manufacturer, this feedback-coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm’s performance. This feedback-coaching may be a winning combination to help in the competitive battles in today’s global economy.