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Full-Text Articles in Business
Abusive Supervision, Upward Maintenance Communication, And Subordinates' Psychological Distress, Bennett J. Tepper, Sherry E. Moss, Daniel E. Lockhart, Jon C. Carr
Abusive Supervision, Upward Maintenance Communication, And Subordinates' Psychological Distress, Bennett J. Tepper, Sherry E. Moss, Daniel E. Lockhart, Jon C. Carr
Faculty Publications
This study reanalyzes data from Tepper's (2000) two-wave study regarding the effects of subordinates' perceptions of supervisory abuse to assess previously unexamined relationships. As predicted, we found that subordinates who more rather than less strongly perceived that they had been abused by supervisors tended to use regulative maintenance tactics with higher frequency. Further, the positive relationship between abusive supervision and subordinates' psychological distress was exacerbated by subordinates' use of regulative maintenance communications, and that relationship was reduced by subordinates' use of direct maintenance communication. Theoretical and practical implications are discussed.
More Than Fun And Games: Reconsidering The Virtues Of Strategic Management Simulations, Ken E. Zantow, Dave S. Knowlton, David C. Sharp
More Than Fun And Games: Reconsidering The Virtues Of Strategic Management Simulations, Ken E. Zantow, Dave S. Knowlton, David C. Sharp
Faculty Publications
We look at the relationship between business simulations and the educational theory of generative learning using the framework developed by Wittrock (1974, 1990, 1992). Our findings reveal opportunities for generative learning that occur at all phases of the simulation process. Awareness of these opportunities prepares faculty to get the most from the strategic decision-making simulations. and may assist them in defining the contribution associated with their use. We suggest areas for additional research.
Organizational Configurations And Performance: A Meta-Analysis, David J. Ketchen Jr., James G. Combs, Craig J. Russell, Chris Shook, Michelle A. Dean, Janet Runge, Franz T. Lohrke, Stefanie E. Naumann, Dawn Ebe Haptonstahl, Robert Baker, Brendon Beckstein, Charles Handler, Heather Honig, Stephen Lamoureux
Organizational Configurations And Performance: A Meta-Analysis, David J. Ketchen Jr., James G. Combs, Craig J. Russell, Chris Shook, Michelle A. Dean, Janet Runge, Franz T. Lohrke, Stefanie E. Naumann, Dawn Ebe Haptonstahl, Robert Baker, Brendon Beckstein, Charles Handler, Heather Honig, Stephen Lamoureux
Faculty Publications
The link between organizational configurations and performance has become a central and somewhat controversial focus of research in the strategic management literature, We statistically aggregated results from 40 original tests of the configurations-performance relationship. In contrast to previous qualitative reviews, this meta-analysis demonstrated that an organization's performance is partially explained by its configuration. Tests of four potential moderators showed that organizations' configurations contributed more to performance explanation to the extent that studies used (1) broad definitions of configurations, (2) single-industry samples, and (3) longitudinal designs, Results highlight the need for programmatic research.