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If any organization wants to be globally recognized leadership plays an important role. This chapter deals with the leadership failure in creating good salesperson behavior in India’s pharmaceutical industry. There are four types of salesperson’s behavior: selling orientation, customer orientation, adaptive selling, and unethical selling. Selling oriented and unethical selling behaviors negatively impact customer trust and customer value, while customer orientation and adaptive are more positive. This chapter explores how senior managers can create good organization culture and organization climate by creating positive sales behavior. This chapter will be an eye opener to many first-line managers for helping their salespersons to practice customer orientation and adaptive selling behavior.

This chapter explores new and emerging dimensions in our understanding of how information behaviour develops in early childhood. Spink (2010) proposed that information behaviour — when we engage in behaviours to make sense of, seek, avoid, forage, use and organise information — is (1) shaped by both instinctive and environmental dimensions that are as essential to the lives of our prehistoric ancestors as they are for people today and (2) emerges in early childhood. This chapter explores what we currently know about the development of cognitive, language, social and information behaviour abilities in early childhood. Drawing on research from cognitive and developmental psychology, and findings from two studies of different aspects of young children's information behaviours, including Web searching (Spink, et al., 2010) and library information categorisation (Cooper, 2004), the chapter discusses information behaviour development in early childhood. The connection between general cognitive development and information behaviour are discussed, and further research suggested.

A sign of maturity of a scientific field is its theoretical growth that is based on an increased depth of understanding and a broadening of the contexts and issues addressed. Information behaviour research has grown substantially over the last 10 years, expanding from a focused exploration of utilitarian features such as problem-focused, work-related information behaviour to inclusion of aspects such as leisurely information needs and impact of spiritual information. Exploring new concepts and contexts helps to build an increasingly thorough and holistic understanding of information behaviour, which, in turn, lifts the field to a higher theoretical level.

Ever since our cognitive make-up allowed it, human beings have used their information behaviour abilities to help them survive. Information behaviour evolved in response to the need by early humans to benefit from information that could not be immediately accessible in the nearby environment or obtained through communication. Humans developed an information behaviour ability, including processes of information sense making, foraging, seeking, organising and using. Information behaviour brought several benefits to early humans, including greater influence and control over their environment, and the degree in which they could use the environment for their own gain and survival. Information behaviour thus brought several advantages for the survival of early humans, and consequently emerged as a genetically favoured trait (Spink, 2010).

The logic of consequences and the logic of appropriateness have long been central to understanding behavior in organizations. However, scholarly work on the logic of appropriateness has consisted mostly of conceptual clarification and ex post explanation of observed behavior. In an effort to facilitate the study of the logic of appropriateness through experimental methods, this paper introduces an experimental paradigm that allows for the manipulation of decision logic as an independent variable. Using this paradigm, 710 participants played four iconic behavioral games in which profitability and ethics are both at play and, sometimes, at odds: Prisoners’ Dilemma, Dictator Game, Ultimatum Game, and Trust Game. The manipulation generated behavioral data, as well as qualitative data about participants’ considerations while deciding according to each logic. The behavioral data show that, compared to participants employing a logic of consequences, participants employing a logic of appropriateness rejected more unfair offers in an Ultimatum Game and were more generous when reciprocating trusting behavior in a Trust Game. In all other cases, behavior between the two logics was not significantly different. An analysis of the qualitative data suggests that a logic of consequences increased participants’ focus on monetary concerns, whereas a logic of appropriateness increased participants’ focus on moral concerns. Taken together, these data provide new insights into when, how, and why the two logics result in behavioral and cognitive differences. The authors conclude by considering directions for future research that they see as particularly amenable to study using the experimental manipulation presented here.

This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the possible complementary role of High Performance Ownership systems. This paper investigated these relationships by analyzing employee survey data from a Dutch organization that has implemented employee share ownership. We used PLS, a variance-based structural equation model to test the hypotheses. The results showed a direct influence of employee ownership on organizational citizenship behavior, but the relationship was not mediated by psychological ownership. Unexpectedly, the results show that a High Performance Work System bundle without employee ownership generates psychological ownership, but this does not influence organizational citizenship behavior. This research could not confirm the comprehensive model in which employee ownership, HRM system, and psychological ownership are positively related to each other. We choose a deliberate set of HR practices on theoretical grounds, but future research could investigate other sets of HR practices that may produce the expected effects. This research showed that employee ownership has a positive influence on organizational citizenship behavior. Organizations are therefore advised to consider implementing employee ownership. The results also show that a set of HR practices positively influences psychological ownership. The results suggest that organizations should strive for a consistent message, which makes the employees feel that they are taken serious as and deserve to be owners. We analyzed the influence of a configuration of high performance ownership system on psychological ownership and organizational citizenship behavior that is not done before.

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

This study is concerned with markets operating in Turkey in the Istanbul Stock Exchange (BIST), which have been observed and studied in relation to herd behavior. During the research part of the study, the existence of herd behavior was investigated with the help of the daily closing price data of the firms in BIST between January 2011 and December 2017. In the research section of the study, the authors used regression analysis. In the analysis, the authors used the index value of the BIST whole Index. The average value of the index value of BIST whole Index was taken. Then, according to this average, 1% percentile and 5% percentile were taken. In the periods in the 1% percentile (at the dates) the result was that herd behavior was present. The herd behavior was observed for the periods (for dates) included in the percentile of 1%. On the other hand, the results of the analysis for the 5% percentile show that the herd behavior is only seen in the upper extremes.

This chapter presents a quantitative and qualitative review of research on the use of behavioral self-management (BSM) procedures with adolescents with learning disabilities or behavioral disorders (LD/BD). These procedures included self-monitoring, self-evaluation, self-reinforcement, self-instruction, and packages containing two or more BSM techniques. Twenty studies published from 1981 to 2002 were identified and analyzed. The analysis centered on a series of questions addressing overall effectiveness of the procedures, whether BSM produced socially valid changes, where the changes occurred (i.e. special education or general education setting), whether maintenance and generalization of the target behavior(s) occurred, and if students began to use BSM procedures on their own. Results showed a mean percentage of nonoverlapping data (PND) of 80 indicating that BSM procedures are, overall, an effective approach to behavior change. It also appears that in some instances, these changes are socially valid in that the performance of students with LD/BD can be improved to the level of nondisabled peers. Interventions consisting of a combination of self-management procedures appear to be the most effective, however self-monitoring alone has similar impact. BSM also appears to be effective with a wide variety of behaviors, albeit with relatively discrete behaviors (versus more complex chains of behaviors used in strategic problem-solving). While there is some evidence that target behaviors were generalized and maintained, many of the studies reviewed did not measure it. Also of concern was the apparent lack of student involvement in selecting target behaviors, goal setting, forms of recording etc as well as the fact that no study measured student ability to apply BSM procedures after intervention. Implications for future research and practice are discussed.

This chapter discusses the formulation of an agent-based model to simulate day-to-day dynamics in activity-travel patterns, based on short and long-term adaptations to exogenous and exogenous changes.

The model is based on theoretical considerations of bounded rationality. Agents are able to explore the area, adapt their aspirations and develop habitual behaviour. If they experience dissatisfaction, stress emerges and this may lead to short or long-term adaptations of an agent’s activity-travel patterns. Both cognitive and affective responses are taken into account, when agents evaluate available options. Moreover, memory-activation and forgetting processes play a significant role in the development of habitual behaviour.

Results of numerical simulations show the effect of memory-activation and emotion-related parameters on habit formation, on the decision-making process and on overall model behaviour. Effects of specific aspects of bounded rationality on the evolution of dynamics in the activity-travel patterns of an individual are illustrated. Effects seem realistic, behaviourally rich and, therefore, more sensitive to a larger spectrum of policies.

The model is unique in its kind. It is one of the first attempts to formulate a dynamic model of activity-travel behaviour, based on principle of bounded rationality, which includes both cognitive and affective mechanism of adaptation.