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Articles 391 - 420 of 651
Full-Text Articles in Communication
Doctoral Advising, Research Productivity And The Academic Balancing Act: Insights From Michael A. Hitt, Edwin A. Locke, Fred Luthans, Lyman W. Porter, And Anne Tsui, Jennifer A. Moss Breen, John E. Barbuto Jr.
Doctoral Advising, Research Productivity And The Academic Balancing Act: Insights From Michael A. Hitt, Edwin A. Locke, Fred Luthans, Lyman W. Porter, And Anne Tsui, Jennifer A. Moss Breen, John E. Barbuto Jr.
Organization Management Journal
Achieving academic success requires diligence among all concerned – doctoral students, academic advisors, and institutions. This paper presents interviews of five outstanding scholars who have dedicated their lives to research productivity, academic advising, and scholarly service. The work/life balance and output they achieved is the result of purposeful planning, tenacity, and passion for the field and students. The paper first introduces the topic of academic success, then initial thoughts from the authors are presented. Brief biographies of the scholars are shared to demonstrate academic contributions. Interviews are presented as direct quotes from participants, with collective insights offered after each specific …
An Empirical Investigation Of Group Acceptance Using The Big Five Personality Domains, Arpita Joardar, Linda M. Matthews
An Empirical Investigation Of Group Acceptance Using The Big Five Personality Domains, Arpita Joardar, Linda M. Matthews
Organization Management Journal
In this paper, we examine task-based and relationship-based group acceptances of a newcomer from the perspective of personality theory. We used policy-capturing with an MBA student sample for our study. As predicted, our findings indicated that task-based group acceptance was affected by a newcomer’s perceived conscientiousness, openness, neuroticism, and extraversion, while relationship-based group acceptance was influenced by his/her perceived openness, neuroticism, and agreeableness. However, we failed to find support for the effect of perceived extraversion on relationship-based group acceptance. The implications for groups and suggestions for future research directions are discussed.
Executive Search Relationships – Contacts Between Executives And Search Firm Professionals: Scale Development And Validation, Thomas A. Clerkin, Jeong-Yeon Lee
Executive Search Relationships – Contacts Between Executives And Search Firm Professionals: Scale Development And Validation, Thomas A. Clerkin, Jeong-Yeon Lee
Organization Management Journal
This exploratory study investigates the nature of contacts between executives and search firm professionals, which together encompass the executive search relationship. An initial scale was developed, reviewed by experts and tested. Factor analysis led to a revised scale for further testing, which based on multiple samples identified three types of executive search contacts: (1) search firminitiated contacts; (2) executive-initiated contacts; and (3) contacts for mutual benefit. Correlational studies among these types as well as related concepts in networking behavior are presented, showing executive search relationships to be a unique and distinct measure. A discussion of the executive search construct’s potential …
The Relationships Between Social And Formal Working Conditions And Charisma, Rudi Kirkhaug
The Relationships Between Social And Formal Working Conditions And Charisma, Rudi Kirkhaug
Organization Management Journal
This study discusses the relationship between social and formal working conditions and employees’ propensity to attribute charisma to their leaders in normative and professional organizations. Several studies have argued that crises, organic structures, and social conditions, such as group and organizational belonging, are positively correlated with charisma, while formal conditions such as rules and routines are negatively correlated with charisma. However, this study hypothesized that employees attribute charisma to their leader if they are provided with conditions that help them succeed in performing their work, and if such conditions can be related directly to their leader, such as rules and …
Interviews With Five Respected Scholar-Teachers In The Field Along With Empirical Articles On Group Acceptance, The Role Of Executive Search Firms, And Sources Of Charisma, William P. Ferris
Interviews With Five Respected Scholar-Teachers In The Field Along With Empirical Articles On Group Acceptance, The Role Of Executive Search Firms, And Sources Of Charisma, William P. Ferris
Organization Management Journal
No abstract provided.
Insights Of Five Outstanding Scholar-Teachers, Alvin Hwang
Insights Of Five Outstanding Scholar-Teachers, Alvin Hwang
Organization Management Journal
No abstract provided.
Inquiries Into Group Acceptance, Search Firms, And Charismatic Leadership, Donald E. Gibson
Inquiries Into Group Acceptance, Search Firms, And Charismatic Leadership, Donald E. Gibson
Organization Management Journal
No abstract provided.
Describing Who Is Reading Omj And What You Can Expect In This Issue – Lean Engineering, Emotional Intelligence, And Management Education, William P. Ferris
Describing Who Is Reading Omj And What You Can Expect In This Issue – Lean Engineering, Emotional Intelligence, And Management Education, William P. Ferris
Organization Management Journal
No abstract provided.
Comments By Elizabeth F. Turesky And Patrick Connell On “Ariens: A Lean Case Study” By Hartwell And Roth, Elizabeth F. Turesky, Patrick Connell
Comments By Elizabeth F. Turesky And Patrick Connell On “Ariens: A Lean Case Study” By Hartwell And Roth, Elizabeth F. Turesky, Patrick Connell
Organization Management Journal
No abstract provided.
Bringing Together The Three Major Emotional Intelligence Paradigms, William P. Ferris
Bringing Together The Three Major Emotional Intelligence Paradigms, William P. Ferris
Organization Management Journal
No abstract provided.
Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative, Elizabeth F. Turesky, Patrick Connell
Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative, Elizabeth F. Turesky, Patrick Connell
Organization Management Journal
This study focuses on why lean manufacturing change initiatives at a Northern New England company failed to produce sustained results. Consultants and leaders share responsibility for the sustainability of the change initiatives they undertake. Rationally, neither party would undertake a change initiative with the intent to fail, yet clearly, even highly structured and well-tested initiatives often do fail (derail) in practice. This research used an observational methodology to uncover answers to the question, “what are the key factors that can cause the derailment of a well-intended, highly-structured change initiative?” In addition to consistency with findings from other studies on sustaining …
Doing More With Less At Ariens: A Leadership And Transformation Case Study, Jennifer K. Hartwell, George Roth
Doing More With Less At Ariens: A Leadership And Transformation Case Study, Jennifer K. Hartwell, George Roth
Organization Management Journal
Ariens is a family-owned manufacturer of lawn and snow equipment that designs, manufactures, sells, distributes, and supports its products in the United States, and more recently, internationally. Ariens faced and overcame a number of difficult challenges over the last decade by adopting and sustaining lean production principles throughout the organization, as well as with its suppliers and customers. This case study describes earlier business challenges, the changes that were made, how they were led, and the response of the workforce. The case study focuses on the period from 1998 to 2005, and a post-script updates what has happened up through …
Comments By George Roth And Jennifer Hartwell On “Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative” By Turesky And Connell, Jennifer K. Hartwell, George Roth
Comments By George Roth And Jennifer Hartwell On “Off The Rails: Understanding The Derailment Of A Lean Manufacturing Initiative” By Turesky And Connell, Jennifer K. Hartwell, George Roth
Organization Management Journal
No abstract provided.
Best Experiential Exercise For 2009: A Focus On Justice, Donald E. Gibson
Best Experiential Exercise For 2009: A Focus On Justice, Donald E. Gibson
Organization Management Journal
No abstract provided.
Introduction To The Teaching & Learning Section, Steven I. Meisel
Introduction To The Teaching & Learning Section, Steven I. Meisel
Organization Management Journal
No abstract provided.
Developing The Competencies Of Interactional Justice, Kevin Farmer, Steven I. Meisel
Developing The Competencies Of Interactional Justice, Kevin Farmer, Steven I. Meisel
Organization Management Journal
Grounded in social exchange theory, interpersonal and informational justice (collectively “IJ”) reflect the degree to which people affected by organizational decision makers perceive that they have been treated in a dignified and informative manner. Empirical research shows that IJ is positively correlated with myriad beneficial organizational outcomes (e.g., performance, job satisfaction and trust in authority figures) and negatively correlated with several noxious ones (e.g., withdrawal, negative reaction to decisions). The presence of IJ is an important mitigating factor in accepting negative organizational outcomes. In addition, the negative impact of injustice on an individual’s self-esteem can have profound implications for relationships …
Management As A Contextual Practice: The Need To Blend Science, Skills And Practical Wisdom, Jon Billsberry, Andreas Birnik
Management As A Contextual Practice: The Need To Blend Science, Skills And Practical Wisdom, Jon Billsberry, Andreas Birnik
Organization Management Journal
This paper contributes to the debate regarding whether or not management is, or should become, a profession. Using the principles of dialectic logic, arguments for the thesis that management is a profession and the antithesis that management is more akin to an art or a craft are critically reviewed. Aristotle’s intellectual virtues episteme (science), techne (skills) and phronesis (practical wisdom) are introduced as a synthesis to this debate. Rather than characterizing management as a profession, it is argued that management is a contextual practice that requires a blend of all three intellectual virtues.
Eliciting The Principles Of Effective Lean Change Methods Through Research Cases And Authors’ Commentaries, Alvin Hwang
Eliciting The Principles Of Effective Lean Change Methods Through Research Cases And Authors’ Commentaries, Alvin Hwang
Organization Management Journal
No abstract provided.
An Integrative Model Of Emotional Intelligence: Emotional Ability As A Moderator Of The Mediated Relationship Of Emotional Quotient And Emotional Competence, Craig R. Seal, Adrianna Andrews-Brown
An Integrative Model Of Emotional Intelligence: Emotional Ability As A Moderator Of The Mediated Relationship Of Emotional Quotient And Emotional Competence, Craig R. Seal, Adrianna Andrews-Brown
Organization Management Journal
The purpose of this paper is to propose a new theoretical and empirical model of emotional intelligence (EI) that incorporates the dominant paradigms in the field today – Bar-On (1988) emotional quotient (EQ), Mayer and Salovey (1990) emotional ability, and Goleman (1995) emotional competence – using a moderated-mediation framework. The paper proposes that emotional ability (potential capacity) has a moderating effect on the mediated relationship of EQ (preferred patterns) and emotional competence (actual behaviors) on performance outcomes. The proposal potentially resolves the content domain and nomological network concerns by incorporating the three paradigms into an integrative model of EI.
Measure For Measure? Navigating Judgment And Taboos In Teaching And Research, Sally Riad, Michael Elmes
Measure For Measure? Navigating Judgment And Taboos In Teaching And Research, Sally Riad, Michael Elmes
Organization Management Journal
No abstract provided.
Our Biggest Issue Yet, William P. Ferris
Our Biggest Issue Yet, William P. Ferris
Organization Management Journal
No abstract provided.
Negative Judgments: Reflections On Teaching Reflective Practice, Steven S. Taylor
Negative Judgments: Reflections On Teaching Reflective Practice, Steven S. Taylor
Organization Management Journal
Teaching reflective practice places difficult demands on the teacher as it seems to inevitably highlight the teacher’s own ability, or lack thereof, to be a reflective practitioner. In this article, I reflect upon a time when I was teaching reflective practice online and a student and I made negative judgments about each other. I found that my negative judgments were primarily based in a tacit assumption that I am right (and the student was wrong) and a fear of failing as a teacher. By being tacit, they are hidden from possible inquiry. An important aspect of my own defensive behavior …
Two To The Power Of Three: An Exploration Of Metaphor For Sense Making In (Women’S) Collaborative Inquiry, Louise Grisoni, Margaret Page
Two To The Power Of Three: An Exploration Of Metaphor For Sense Making In (Women’S) Collaborative Inquiry, Louise Grisoni, Margaret Page
Organization Management Journal
This paper explores how working with metaphors provides a way to explore under the surface dynamics embedded in the practice and processes of collaborative inquiry. We argue that metaphors are a form of presentational knowing and provide a bridge between experiential knowing and propositional knowing. We have surfaced an exploration of horizontal (sibling) and vertical relations using retrospective inquiry. This paper demonstrates the reality, messiness and politics of collaborative research inquiry processes, which tend to be understudied and under-theorized. We are concerned to affirm the value of collaborative inquiry, and at the same time, break some taboos and myths concerning …
Introduction To The Teaching & Learning Section, Steven Meisel
Introduction To The Teaching & Learning Section, Steven Meisel
Organization Management Journal
No abstract provided.
Starting With Howard Gardner’S Five Minds, Adding Elliott Jaques’S Responsibility Time Span: Implications For Undergraduate Management Education, Diana Stork, Jill Woodilla, Stephen M. Brown, John Ogilvie, Regina Rutter, Mary Trefry
Starting With Howard Gardner’S Five Minds, Adding Elliott Jaques’S Responsibility Time Span: Implications For Undergraduate Management Education, Diana Stork, Jill Woodilla, Stephen M. Brown, John Ogilvie, Regina Rutter, Mary Trefry
Organization Management Journal
This article offers a perspective on management education derived from Howard Gardner’s five minds framework and Elliott Jaques’s responsibility time span. We describe the five minds (disciplined, synthesizing, creating, respectful, and ethical) and discuss some of the criticisms raised about Gardner’s approach. We introduce Jaques’s time span concept and suggest its applicability to the structuring of roles in a school of management. Putting Jacques together with Gardner allows us to explore questions about the five minds that could be addressed by deans, department chairs, and faculty members, each with a different responsibility time span.
Introduction To Research Of Note Section, Kristin Backhaus
Introduction To Research Of Note Section, Kristin Backhaus
Organization Management Journal
No abstract provided.
‘‘Is The Socially Responsible Corporation A Myth? The Good, The Bad, And The Ugly Of Corporate Social Responsibility’’ By Timothy M. Devinney In Academy Of Management Perspectives, May 2009, Kathleen R. Johnson
‘‘Is The Socially Responsible Corporation A Myth? The Good, The Bad, And The Ugly Of Corporate Social Responsibility’’ By Timothy M. Devinney In Academy Of Management Perspectives, May 2009, Kathleen R. Johnson
Organization Management Journal
The following review provides a summary of and comment on Timothy M. Devinney’s article entitled ‘‘Is the Socially Responsible Corporation a Myth? The Good, the Bad, and the Ugly of Corporate Social Responsibility.’’ I argue that Devinney provides a convincing explanation for the failure of corporate social responsibility (CSR) in current predatory, oligopolistic business practices. His exposition provides an initial and necessary first step towards addressing the inequitable systems of organization that contribute to our social and environmental problems.
Introduction To Linking Theory & Practice Section, Alvin Hwang
Introduction To Linking Theory & Practice Section, Alvin Hwang
Organization Management Journal
No abstract provided.
Strategic Transformation Process: Toward Purpose, People, Process And Power, Elizabeth B. Davis, James Kee, Kathryn Newcomer
Strategic Transformation Process: Toward Purpose, People, Process And Power, Elizabeth B. Davis, James Kee, Kathryn Newcomer
Organization Management Journal
Across the world, public and non-profit sector leaders face an extremely turbulent socio-political-economic environment. This environment creates additional risks and uncertainties for organizations and may hinder a leader’s ability to act strategically. Addressing these complex, constantly evolving conditions requires leaders to develop processes that involve the organization’s stakeholders and that create organizational conditions for self-generation, creativity, resilience and action planning. In this paper we provide an organizational-level, integrative framework for the strategic transformation of public and non-profit organizations to assist leaders who are committed to effective stewardship of their organizations. The Strategic Transformation Process involves an intense dialogue among organizational …
A Review Of Research On Online And Blended Learning In The Management Disciplines: 1994–2009, Jb Arbaugh, Ashay Desai, Barbara Rau, Balakuntalam S. Sridhar
A Review Of Research On Online And Blended Learning In The Management Disciplines: 1994–2009, Jb Arbaugh, Ashay Desai, Barbara Rau, Balakuntalam S. Sridhar
Organization Management Journal
This paper reviews studies of online and blended learning in managementoriented disciplines and management-related topics. The review shows that over the last decade, this emerging field has seen dramatic conceptual, methodological, and analytical advances. However, these advances have progressed within the particular disciplines at uneven rates. Studies examining courses in Organizational Behavior and Strategic Management have seen the most progress, with courses in Human Resources, Operations Management, and International Management receiving lesser attention. To date, studies of courses in Entrepreneurship are next to non-existent. Our review suggests that although several multi-course studies have been published, there is ample opportunity for …