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Articles 4711 - 4740 of 5617

Full-Text Articles in Organizational Behavior and Theory

It's Not So Hard To Say Goodbye, M. Thulasidas Jul 2007

It's Not So Hard To Say Goodbye, M. Thulasidas

Research Collection School Of Computing and Information Systems

Staff retention is a major problem in the job market here. Our economy is doing well; our job market is red hot. As a result, new job offers are becoming more irresistible. At some stage, someone you work closely with — be it your staff, your boss or a fellow team member — is going to hand in that dreaded letter to the human resource (HR) department. Handling resignations with tact and grace is no longer merely a desirable quality, but an essential corporate skill today.

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Explaining Affective Linkages In Teams: Individual Differences In Susceptibility To Contagion And Individualism–Collectivism, Remus Ilies, David T. Wagner, Frederick P. Morgeson Jul 2007

Explaining Affective Linkages In Teams: Individual Differences In Susceptibility To Contagion And Individualism–Collectivism, Remus Ilies, David T. Wagner, Frederick P. Morgeson

Research Collection Lee Kong Chian School Of Business

To expand on the understanding of how affective states are linked within teams, the authors describe a longitudinal study examining the linkages between team members' affective states over time. In a naturalistic team performance setting, they found evidence that the average affective state of the other team members was related to an individual team member's affect over time, even after controlling for team performance. In addition, they found that these affective linkages were moderated by individual differences in susceptibility to emotional contagion and collectivistic tendencies such that the strength of the linkage was stronger for those high in susceptibility and …

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Silence Speaks Volumes: The Effectiveness Of Reticence In Comparison To Apology And Denial For Repairing Integrity- And Competence-Based Trust Violations, Donald L. Ferrin, Peter H. Kim, Cecily D. Cooper, Kurt T. Dirks Jul 2007

Silence Speaks Volumes: The Effectiveness Of Reticence In Comparison To Apology And Denial For Repairing Integrity- And Competence-Based Trust Violations, Donald L. Ferrin, Peter H. Kim, Cecily D. Cooper, Kurt T. Dirks

Research Collection Lee Kong Chian School Of Business

Prior research on responses to trust violations has focused primarily on the effects of apology and denial. The authors extended this research by studying another type of verbal response that is often used to respond to trust violations but has not been considered in the trust literature: reticence. An accused party may use reticence in a sincere and even legitimate attempt to persuade a trustor to withhold judgment. Yet, by considering information diagnosticity and belief formation mechanisms through which verbal responses influence trust, the authors argue that reticence is a suboptimal response because it combines the least effective elements of …

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Researching Situated Learning: Participation, Identity And Practices In Client-Consultant Relationships, Karen Handley, Timothy Adrian Robert Clark, Robin Fincham, Andrew Sturdy Jun 2007

Researching Situated Learning: Participation, Identity And Practices In Client-Consultant Relationships, Karen Handley, Timothy Adrian Robert Clark, Robin Fincham, Andrew Sturdy

Research Collection Lee Kong Chian School Of Business

Situated learning theory has emerged as a radical alternative to conventional cognitivist theories of knowledge and learning, emphasizing the relational and structural aspects of learning as well as the dynamics of identity construction. However, although many researchers have embraced the theoretical strengths of this perspective, methodological and operational issues remain undeveloped in the literature. This article seeks to address these deficiencies by developing a conceptual framework informed by situated learning theory and by investigating the methodological implications. The framework is applied in the context of an empirical study of how management consultants learn the practices and identities appropriate to clientconsultant …

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The Impact Of Peer-Helper Program On Peer Helpers: Some Preliminary Findings, Yip Wei, Gilbert Tan, Timothy Hsi Jun 2007

The Impact Of Peer-Helper Program On Peer Helpers: Some Preliminary Findings, Yip Wei, Gilbert Tan, Timothy Hsi

Research Collection Lee Kong Chian School Of Business

The Singapore Management University (SMU) initiated a peer helping program in January 2004 for the purpose of having the helpers act as a “bridge” between the University counseling service and the student community. Over the years, the peer helping program has broadened to include wellness education in addition to providing peer counseling, mentoring and mediation services for the student community. Although most of the students who volunteered for the program have demonstrated strong intrinsic desires to assist and to help others, the writers of this paper are of the opinion that the benefits of peer helping extends to both the …

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Asymmetric Discounting In Intertemporal Choice: A Query Theory Account, E. U. Weber, E. J. Johnson, K. F. Milch, Hannah H. Chang, J. C. Brodscholl, D. G. Goldstein Jun 2007

Asymmetric Discounting In Intertemporal Choice: A Query Theory Account, E. U. Weber, E. J. Johnson, K. F. Milch, Hannah H. Chang, J. C. Brodscholl, D. G. Goldstein

Research Collection Lee Kong Chian School Of Business

People are impatient and discount future rewards more when they are asked to delay consumption than when they are offered the chance to accelerate consumption. The three experiments reported here provide a process-level account for this asymmetry, with implications for designing decision environments that promote less impulsivity. In Experiment 1, a thought-listing procedure showed that people decompose discount valuation into two queries. Whether one considers delayed or accelerated receipt of a gift certificate influences the order in which memory is queried to support immediate versus delayed consumption, and the order of queries affects the relative number of patient versus impatient …

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Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer May 2007

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

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Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson May 2007

Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson

Organization Management Journal

No abstract provided.

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Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge May 2007

Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge

Organization Management Journal

This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …

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Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal May 2007

Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal

Organization Management Journal

In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …

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The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe May 2007

The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe

Organization Management Journal

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching …

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Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler May 2007

Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler

Organization Management Journal

No abstract provided.

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Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer May 2007

Lessons In Leadership: Robert Oppenheimer And The Los Alamos Laboratory, Richard C. Ringer

Organization Management Journal

The leadership of Robert Oppenheimer, Director of the Los Alamos Laboratory during WWII, serves as a vivid lesson in leadership. The recollections of those who worked with Oppenheimer at Los Alamos clearly attribute much of the success of the laboratory to Oppenheimer’s leadership. Of specific interest are: Oppenheimer's efforts in recruiting, his ability to create a sense of meaning and purpose at the laboratory, his technical competence, and his ability to generate commitment and involvement among members of the laboratory.

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Special Remembrance Of Barry Armandi, Bonita Betters-Reed May 2007

Special Remembrance Of Barry Armandi, Bonita Betters-Reed

Organization Management Journal

No abstract provided.

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Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris May 2007

Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris

Organization Management Journal

No abstract provided.

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Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman May 2007

Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman

Organization Management Journal

This is a field-based disguised case describing how an entrepreneur who develops a successful rehabilitation business now must operate within the confines of a bureaucratic hospital setting. The CEO of the hospital who had ordered him not to seek any new ventures given the hospital’s cash flow problems was stymieing his entrepreneurial orientation. The case has a difficulty level appropriate for a junior level course in small business management and entrepreneurship. The case is designed to be taught in one class period (may vary from sixty minutes to one hundred minutes depending upon the course structure and the instructional approach …

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Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson May 2007

Experiential Learning Association Special Issue Best Experiential Exercises From The Eastern Academy Of Management, 2006, Donald E. Gibson

Organization Management Journal

No abstract provided.

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Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero May 2007

Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero

Organization Management Journal

A sample of arbitration decisions are published every year on a wide variety of topics including workplace fighting, theft, insubordination, attendance problems, alcohol or drug abuse, and sexual harassment. These published cases provide interesting, timely, and complex examples of actual events. Using this material as a basis, unique, realistic cases and exercises can be developed to focus on many different workplace topics.

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Special Remembrance Of Barry Armandi, Bonita Betters-Reed May 2007

Special Remembrance Of Barry Armandi, Bonita Betters-Reed

Organization Management Journal

No abstract provided.

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Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris May 2007

Major Transitions At Omj!- A New Editor And A New Publisher, Bill Ferris

Organization Management Journal

No abstract provided.

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Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero May 2007

Using Published Arbitration Decisions To Develop Teaching Examples, Cases And Exercises, Margaret A. Lucero

Organization Management Journal

A sample of arbitration decisions are published every year on a wide variety of topics including workplace fighting, theft, insubordination, attendance problems, alcohol or drug abuse, and sexual harassment. These published cases provide interesting, timely, and complex examples of actual events. Using this material as a basis, unique, realistic cases and exercises can be developed to focus on many different workplace topics.

Go to article

Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler May 2007

Making A Difference: A Professional, Scholarly, And Engaged Eam, Eric H. Kessler

Organization Management Journal

No abstract provided.

Go to article

Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal May 2007

Individual Incentives Versus Team Performance: Lessons From A Game Of Charades, Shawn E. Peacock, Patricia Denise Lopez, Marlon F. Sukal

Organization Management Journal

In this article, we describe a modified game of Charades that was developed to facilitate a discussion on the basic principles of effective reward system design. Students are organized into small groups. Incentive schemes are then manipulated so that one player within the group strives for an individual incentive, while the rest of the team play for a group reward. Through this simple and “fun” activity, students learn firsthand what happens when individual and team interests and incentives are not aligned. This experiential learning activity also offers excellent opportunities to discuss group dynamics, communication and coordination, and the importance of …

Go to article

Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge May 2007

Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge

Organization Management Journal

This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …

Go to article

The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe May 2007

The Group Creativity Exercise Getting Mbas To Work And Think Effectively In Groups, David E. Desplaces, Steven W. Congden, Power Boothe

Organization Management Journal

This experiential exercise is designed to engage participants in a process of group creativity that helps students lead or be a part of a creative team. The challenging and tangible nature of building a room­height tower provides a heightened experience that elicits many issues and strong emotions. The exercise provides a robust platform from which the instructor can choose which of many group creativity subtopics to emphasize. In addition to exercise instructions, guidance is given on how learning goals related to creativity techniques, group development, interpersonal dynamics, and leadership—can be addressed in a debriefing discussion. Both “pre­taught” and “retrospective” teaching …

Go to article

Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman May 2007

Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman

Organization Management Journal

This is a field-based disguised case describing how an entrepreneur who develops a successful rehabilitation business now must operate within the confines of a bureaucratic hospital setting. The CEO of the hospital who had ordered him not to seek any new ventures given the hospital’s cash flow problems was stymieing his entrepreneurial orientation. The case has a difficulty level appropriate for a junior level course in small business management and entrepreneurship. The case is designed to be taught in one class period (may vary from sixty minutes to one hundred minutes depending upon the course structure and the instructional approach …

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Can Training Improve The Quality Of Inferences Made By Raters In Competency Modeling? A Quasi-Experiment, Filip Lievens, Juan I. Sanchez May 2007

Can Training Improve The Quality Of Inferences Made By Raters In Competency Modeling? A Quasi-Experiment, Filip Lievens, Juan I. Sanchez

Research Collection Lee Kong Chian School Of Business

A quasi-experiment was conducted to investigate the effects of frame-of-reference training on the quality of competency modeling ratings made by consultants. Human resources consultants from a large consulting firm were randomly assigned to either a training or a control condition. The discriminant validity, interrater reliability, and accuracy of the competency ratings were significantly higher in the training group than in the control group. Further, the discriminant validity and interrater reliability of competency inferences were highest among an additional group of trained consultants who also had competency modeling experience. Together, these results suggest that procedural interventions such as rater training can …

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The Relationship Between Uncertainty And Desire For Feedback: A Test Of Competing Hypotheses, Filip Anseel, Filip Lievens May 2007

The Relationship Between Uncertainty And Desire For Feedback: A Test Of Competing Hypotheses, Filip Anseel, Filip Lievens

Research Collection Lee Kong Chian School Of Business

The relationship between uncertainty and desire for feedback was investigated in 2 studies. Results of Study 1 showed support for a curvilinear relationship. People were interested in feedback at high and low levels of uncertainty, as opposed to moderate levels of uncertainty, indicating the activation of both uncertainty reduction and self-verification motives. In Study 2, the curvilinear relationship with uncertainty was replicated for indirect feedback-seeking behavior. In contrast, we found a negative relationship between direct feedback seeking and uncertainty, moderated by certainty orientation. People seemed more motivated by self-verification vs. uncertainty reduction strivings, depending on their certainty orientation. These findings …

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The Long-Term Impact Of The Feedback Environment On Job Satisfaction: A Field Study In A Belgian Context, Filip Anseel, Filip Lievens Apr 2007

The Long-Term Impact Of The Feedback Environment On Job Satisfaction: A Field Study In A Belgian Context, Filip Anseel, Filip Lievens

Research Collection Lee Kong Chian School Of Business

This study examines (1) the relationship between the feedback environment and job satisfaction and (2) the mediating role of leader-member exchange in a Belgian context. Results from a sample of 155 employees of a governmental service for employment and vocational training supported our hypotheses. A favorable supervisor feedback environment was related to higher levels of job satisfaction 5 months later, and this relationship was fully mediated by the quality of leader-member exchange. These findings highlight the usefulness of diagnosing and assessing the feedback environment for a better understanding of feedback processes and for enhancing feedback interventions in organisations.

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Possession, Feelings Of Ownership, And The Endowment Effect, Jochen Reb, Terry Connolly Apr 2007

Possession, Feelings Of Ownership, And The Endowment Effect, Jochen Reb, Terry Connolly

Research Collection Lee Kong Chian School Of Business

Research in judgment and decision making generally ignores the distinction between factual and subjective feelings of ownership, tacitly assuming that the two correspond closely. The present research suggests that this assumption might be usefully reexamined. In two experiments on the endowment effect we examine the role of subjective ownership by independently manipulating factual ownership (i.e., what participants were told about ownership) and physical possession of an object. This allowed us to disentangle the effects of these two factors, which are typically confounded. We found a significant effect of possession, but not of factual ownership, on monetary valuation of the object. …

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