...Article review Lex Donaldson, Jane Qiu and Ben Nanfeng Luo .(January 2013). For Rigour in Organizational Management Theory Research. Journal of Management Studies 50:1j. Lex Donaldson (Australian School of Business), Jane Qiu (University of New South Wales) and Ben Nanfeng Luo (University of New South Wales), authors of this article, are respectively a Professor of Organizational Design, a Lecturer in International Business and a Postdoctoral Research Fellow. When the article was published in 2013, Donaldson had developed his Introducing Statistico-organizational Theory of the Meta-Analytic Organization with the help of his doctoral students Jane Qiu and Ben Nanfeng Luo from which this article is prompted. In this paper, I summarize the article and offer comments about selected aspects, and suggest areas where additional research findings would assist in understanding the article. Article Summary The authors supported Alvesson and Sandberg assumptions that more rigour will fix the problem of uninteresting research publications and their controversy against pedantic literatureReviews who only agree with incremental, gap-spotting research. However, they contested the belief of Alvesson and Sandberg that rigour in research always leads to baleful outcomes; in the opposite ’Rigour’ is used to challenge assumptions. First argument: most interesting research comes from challenging consensus and overthrowing assumptions by introducing new ideas that contain...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...A THEORETICAL FRAMEWORK AND GUIDE FOR FUTURE RESEARCH ON APPLICANT ATTRACTION JONATHAN C. ZIEGERT Department Of Psychology University Of Maryland College Park, MD 20742 KAREN HOLCOMBE EHRHART1 San Diego State University INTRODUCTION One of the most important activities for the success of an organization is the attraction of high quality applicants (Rynes & Barber, 1990). While the importance of attraction to organizational functioning and effectiveness has long been noted, the theory and research on attraction has been surprisingly underdeveloped. The purpose of this paper is to attempt to fill this void and address the call for greater attention to the topic of individuals’ attraction to organizations by proposing a theoretical model based on three meta-theories of both how and why individuals are attracted to organizations. While we detail how past research fits into this model, we go beyond this existing work and suggest directions for future theory and research development by examining the boundary conditions of past research. It is important to note that our approach examines why individuals are attracted to organizations from the applicant’s perspective. Indeed, the important role that the individual plays in the attraction process has been relatively neglected in prior reviews dealing with recruitment (see Barber, 1998 and Cable & Turban, 2001 for notable exceptions). To provide the widest coverage of the attraction construct, we define attraction...
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...Organizational Behavior/Human Resources Management The OBHR is the study of people, process and outcomes within thoe rganizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industrie s and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise of the course that the design of systems to manage people in organizations is based on a set of assumptions about humans that are part of the managerial theory that guides the formation and operation...
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...PhD Program in Organizational Behavior and Human Resources Management University of Pittsburgh's Katz Graduate School Organizational Behavior PhD Program Video The OBHR doctoral program focuses on preparing students to impact the study of people, process and outcomes within the fields of organizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industries and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management PhD Program Curriculum Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise...
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...Running head: ORGANIZATIONAL DEVELOPMENT Organizational Development University of Phoenix Organizational Development Organizational development and organizational psychology share a similar link. Both organizational development and organizational psychology entail delving into the realm human behavior in efforts to modify individual and group behavior to increase organizational efficiency and performance. The objective of this paper is to examine organizational development by providing an explanation of the process followed by identifying the theories associated with organizational development. In addition, the paper will illustrate which specific conditions are necessary for successful organizational change and development. Close assessment of the objective will lead to a clear understanding of the bond between organizational development and organizational psychology. Process of Organizational Development Organizational development is the systematic process to implement planned and effective change using technologies, research, theories, and behavioral science in effort to promote change that will “improve” the performance and overall health of an organization. More specifically, “organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges”(University of Virginia Leadership Development Center, n.d., ¶ 1). The primary...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...each of the important steps in the research process that we cover in class. What we're really interested in at each step is how much a single methodological choice dominates the research area, and therefore the errors inherent in such a dominant choice, that might underlie general conclusions about substantive phenomena. To reduce some of ambiguity about what these choices or points of criticism are, you can use the Martocchio and Harrison (1993) paper as a very loose guide, and you can take cues from the paper grading sheet that I've attached to this syllabus. The text of the paper (i.e., not counting references, tables, figures, and appendices) should not exceed 25 pages of double-spaced (6 lines per inch, 3 of which contain text), Times-Roman 12-point proportional text, with one inch margins. The paper is due by 9:00am on Friday, May 2nd. I want this one electronically. Please email me your write-up as a Word 2003 (.doc) file. I do not accept late papers or give incompletes. You will have already written the initial draft by completing the two take-home exercises, so you have no excuses. We'll talk more about this critique as the semester goes on. As I mentioned above, each of the exercises will also add to the completion of this paper. In past years some students have used the paper to gain deep expertise in a topic area and then publish a meta-analytic summary of the research in that area, using the methodological...
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...King et al. (2011) conducted an empirical study to test the relationship between diversity and organizational performance and to observe how and when organizational outcomes can be influenced by diversity through service interactions. The research question is that “Intraorganizational ethnic diversity is associated with reduced civility toward patients. However, the degree to which organizational demography was representative of community demography was positively related to civility experienced by patients and ultimately enhanced organizational performance” (King et al., 2011:1103). However, this study provides first empirical test to examine incivility that may emerge if organizations don’t reflect demography of the communities (King et al., 2011:1104). The study begins by reviewing theories of diversity from sociological and psychological point of view and then describing and testing a proposed six hypotheses related to civility, quality of service and usage of resources. The study shows measures, statistical analyses then discussed findings and consequences The authors studied the interactions of ethnic diversity individuals utilizing two major theories: social identity theory (Tajfel & Turner, 1979) and theory of social structure (Blau’s 1977). Thus, the core process of the relationship between ethnic diversity and the organizational performance is considered. They conducted this study on a particular organization entity which is in health care field. After that, they applied...
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...Editor-in-Chief 13 THEORIES AND PRACTICES OF ORGANIZATIONAL DEVELOPMENT John R. Austin and Jean M. Bartunek 309 ~ John Wiley & Sons, Inc. CHAPTER 13 Theories and Practices of Organizational Development JOHN R. AUSTIN AND JEAN M. BARTUNEK ORGANIZATION DEVELOPMENT TODAY, NOT YESTERDAY 310 THE CONCEPTUAL 'KNOWLEDGE OF ORGANIZATIONAL DEVELOPMENT 311 Change Process Theories 312 Samples of Contemporary Interventions in Organizational Development 316 Implementation Theories 319 THE CONNECTION BETWEEN IMPLEMENTATION THEORIES AND CHANGE PROCESS THEORIES 321 THE DIVIDE BETWEEN IMPLEMENTATIONTHEORIES AND CHANGE PROCESS THEORIES 322 Barrier 1: Different Knowledge Validation Meth~ 322 Barrier 2: Different Goals and Audiences 323 Barrier 3: Different Theoretical Antecedents 324 STRATEGIES FOR OVERCOMING BARRIERS TO KNOWLEDGE TRANSFER 324 Same-Author Translation 325 Multiple-Author Translation 325 Common Language Translation 326 Translating Implementation Theory to Change Process Theory 326 CONCLUSION 326 REFERENCES 327 From its roots in action research in the 1940s and 1950s (Collier, 1945), and building on Lewin's insight that "there is nothing so practical as a good theory" (Lewin, 1951, p. 169), organizational development has explicitly emphasized both the practice. and the scholarship of planned organizational change. Ideally, at least, research is closely linked with action in organizational development initiatives, and the solution of practical organizational problems can...
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...Organizational Development Introduction Organizational development can be defined as “a set of behavioral science-based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson, 1992). In our text Jex, Britt, 2008 stated that one of the most common motivating factors behind organizational-development programs can best be described as survival. This paper will examine the process of organizational development, the theories associated with organizational development. I will also go over the conditions that are necessary for organizations to have successful change and development. Process of Organizational Development The process of organizational development is a systematic, integrated, and planned approach to improving the effectiveness of a company” (Jex, Britt, 2008).Organizational development has certain phases that it goes through in order for organization to become successful. In theses phases the organizations focuses on organizational change that will help the company and t employees with their performance and individual development. The process for OD is done through assessments, interventions, implementing and gathering data. The organization utilizes all the information to measure the progress that the company has made and also...
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...Organizational Behavior * What is an organization ? * Organization is an structured social system consisting of groups and individual working together to meet some agreed upon objective * Organization consists of people who alone and together in work groups to obtain a common goals * Organizational Behavior: * The field that seeks Knowledge of behavior In organizational setting by systematically individual group ,and organizational processes through scientific method * Characteristics of the field of organizational Behavior : * organizational Behavior applies the scientific method to particle managerial problems * organizational Behavior focuses on three level of analysis individuals groups and organizations * organizational Behavior is multidisciplinary in nature * organizational Behavior seeks to improve organizational effectiveness and the quality of life at work * Research Methods of organizational Behavior : * Survey Research * Experimental research * Naturalistic observation * Cause study * The Comment of survey research : * The technique is the most popular one used in the field of Organizational Behavior * The Comment of Experimental research : * The technique make it possible to team about the case effect relationships * The Comment of Naturalistic observation: * The technique is subject to the biases of the observer * The Comment of Cause study : * Finding...
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...Institutional Theory Part One Introduction of Institutional Theory What are institutions? The general understanding of institutions can be defined as a set of formal and informal rules of conduct, made by humans that facilitate coordination or govern relationships between individuals, organizations or government. Examples of institutions include laws, regulations, customs, social and professional norms, culture, and ethics. Selznick (1949) notes that "the most important thing about organizations is that, though they are tools, each nevertheless has a life of its own". While he acknowledges rational view that organizations are designed to attain goals, he notes that the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers...
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...769 – 806 Leadership theory and practice: Fostering an effective symbiosis Stephen J. Zaccaro*, Zachary N.J. Horn Department of Psychology, Center for Behavioral and Cognitive Study, George Mason University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational leadership. Many current theories and models are not contextualized, nor do the dynamic and critical issues facing leaders drive their construction. Alternatively, practitioners too often approach leadership problems using trial and error tactics derived more from anecdotes and popular fads than validated scientific data and models. Yet, while this gap between theory and research has bedeviled the leadership community for much of its history, there have been few if any systematic examinations of its causes. In this review, we have sought to highlight the particular barriers on the leadership practice and theory-building/testing constituencies, respectively, that constrain efforts to integrate them. We also offer a number of propositions and guidelines that we hope can break through these barriers and help stakeholders create a more effective leadership theory and practice symbiosis (LTPS). Finally, we have offered two cases of effective LTPS as examples and models for such integrative research efforts. D 2003 Published...
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...emeraldinsight.com/1176-6093.htm Research in management accounting innovations An overview of its recent development Nur Haiza Muhammad Zawawi Department of Accounting and Finance, University of Malaysia Terengganu, Kuala Terengganu, Malaysia and School of Accounting, La Trobe University, Melbourne, Australia, and Management accounting innovations 505 Zahirul Hoque School of Accounting, La Trobe University, Melbourne, Australia Abstract Purpose – The purpose of paper is to present a review of the literature on management accounting innovations (MAIs). Specifically, it explores recent developments in research on MAIs and offers suggestions for future research. The review differs from existing reviews by its specific focus on MAIs and the recent time period covered. In this paper, MAIs refer to the adoption of “newer” or modern forms of management accounting systems such as activity-based costing (ABC), activity-based management, time-driven ABC, target costing, and balanced scorecards. Design/methodology/approach – The paper presents a review of findings from journal articles published in 22 notable accounting journals. Findings – The review finds that research on MAIs has intensified during the period 2000-2008, with the main focus on exploring the extent to which a host of organizational and environmental factors influence the implementation and use of MAIs in organizations. In addition, research on MAIs indicates the dominant use of sociological theories and increasing use of empirical/field...
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