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We link counterproductive work behavior (CWB) (particularly workplace bullying) and organizational citizenship behavior to individual narcissism and organizational culture. We link counterproductive work culture in turn to organizations' leader(s), enumerating multiple roles an executive may play: actor, target, ignorer, enabler, rewarder, or, ultimately, champion of change. Both positive (citizenship) and negative (counterproductive) behaviors are associated with narcissism, a complex, multifaceted set of personality characteristics, primarily based on the individual's cognitive interpretation of self and the world. Theoretical interpretations of reactive CWB (stressor-emotion-control theory) and instrumental CWB (theory of planned behavior) support the development of coaching and counseling interventions. Cognitive behavioral theory (CBT)-based prescriptive executive coaching is proposed as a promising mechanism for redirecting narcissistic organizational players from counterproductive to citizenship schemas and behaviors.

Samantha K. Baard holds a University Distinguished Fellowship in Michigan State University's Ph.D. program in organizational psychology. Her research interests include individual and team adaptability, leadership, motivation, cross-cultural differences, and stress. She is also examining, from a statistical and methodological perspective, the dynamic processes of motivation, feedback, and performance. As a University Scholar at George Mason University, she investigated the interactive effects of leadership and motivation on individual performance. She spent three years working as a research fellow at the Consortium of Research Fellows Program where she worked with the U. S. Army Research Institute for the Behavioral and Social Sciences studying team effectiveness, cross-cultural competence, leadership, and motivation. She has served as a guest lecturer at several colleges, and has presented her research at the Society for Industrial and Organizational Psychology's Annual Conference.

This paper seeks to evaluate how some of the core general principles of heterodox political economy (HPE) can be applied to the issue of how HPE has managed to undergo resurgence and development over recent decades.

Four major principles of heterodoxy are applied successively to this issue: historical specificity; contradiction; heterogeneous agents and groups; and circular and cumulative causation.

These principles assist in comprehending how HPE is able to develop its own concepts, networks, publications, academic departments, teaching and policy‐relevant material.

HPE has had considerable success in developing a conceptual apparatus, which helps to explain the emergence of much of its edifice being developed in academic and policy circles. The performance of HPE has been impressive.

The conceptual apparatus of heterodoxy can be applied to real world situations; specifically a component of world history over especially the past 40 years.

This is the first time such a theme has been explored in the literature.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The purpose of this paper is to discuss participant‐led photography as a response to the author's need for an “aesthetic approach” to ethnography during fieldwork, including the importance of an embodied, sensory orientation to ethnography in organizational contexts.

The paper reviews a range of literature and draws on the author's experiences to support a conceptual argument.

There is currently scant attention to the sensory dimension of ethnographic practice and the paper puts forward an agenda for future research.

Suggestions are made as to how aesthetic and/or sensory ethnography can support changing landscapes of organizational research.

In drawing together multidisciplinary literature, the paper advances the agenda of ethnographic research in organizational life.

This paper aims to, using evidence from a former office of the public accounting firm Arthur Andersen, to study the importance of the relational content and structure of individuals’ social connections as they transitioned to subsequent employment. The paper also examines the maintenance of their social networks through time. Implications for careers in the accounting field are offered. Practicing accountants’ connections with other individuals have often been recognized as an important resource that influences career success. However, these social networks have escaped systematic academic study in accounting.

Social network analysis, built on survey data.

The results show that who one was connected to in a previous employment was more important than one’s overall network position when deciding whether to stay or exit public accounting. However those who exited public accounting did not demonstrate a handicap in maintaining network structures after the disbanding of the firm.

This study is limited to firm members, and to a single office of a firm. Social network analysis was used as a research tool for the sociology of public accounting.

Implications are for careers in public accounting, and the management of human resources in public accounting is offered.

The paper has implications for the successfulness of professional service provision in a general sense.

Almost a decade of social connection is studied with a method that has not appeared in the discipline but is well regarded in management studies.

In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying, understanding, prioritizing, and engaging stakeholders. Specifically, we focus on stakeholder prioritization work — primarily as represented by the stakeholder salience model — and discuss contributions, shortcomings, and possibilities for this literature. We suggest that future research focus on stakeholder inclusivity, the complexity of prioritization work within intra-corporate markets, the integration of stakeholder prioritization with other forms of stakeholder work, and the development of managerial tools for multiobjective decision making within the strategic management context.

Scholars have examined, in various ways, the complexity of knowledge in innovation. Recently, research has begun to focus on the role of a continuous process of knowledge recombination in our understanding of a changing structure of knowledge complexity and knowledge accumulation. Furthermore, we also claim that this process may reflect changes in the underlying innovation paradigm, or in other words the arrival of the information age. Yet, little is known about how knowledge complexity is increasing in the broader context of globalization, in which the influence of a rising diversity of locational sources may feature more prominently. We consider how knowledge recombination that relies upon the global spread of innovation activities will affect our theory of the relationship through which earlier contributions to knowledge become inputs to subsequent knowledge building that generates more (or less) complex knowledge artifacts. We propose that knowledge complexity rises when recombined elements are sourced across two dimensions of distance simultaneously, namely when sources which are derived from (i) disparate knowledge fields and (ii) distinct geographic locations are combined. We thereby develop an international business perspective on knowledge complexity through recombination by better appreciating the processes that may be necessary when knowledge is combined along global value chains. We also suggest some implications for changing organizational forms by highlighting the value of connecting previously unconnected geographically distant elements, which suggests a greater potential for more informal and indirectly diffused knowledge-based connections.