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21 – 30 of 431
Article
Publication date: 1 February 1999

Ellen Ernst Kossek, Raymond A. Noe and Beverly J. DeMarr

In light of the dramatic social transformations occurring in the nature of family and worker demands, nearly all employees today need to make decisions on how to manage work and…

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Abstract

In light of the dramatic social transformations occurring in the nature of family and worker demands, nearly all employees today need to make decisions on how to manage work and family roles. Drawing on role theory, we provide a summary framework for understanding individual, family, and organizational influences on the self‐management of work and family roles. Work‐family role synthesis is defined as the strategies an individual uses to manage the enactment of work and caregiving roles. It involves decision‐making choices governing boundary management and role embracement of multiple roles. We present hypotheses and a research agenda for examining antecedents and consequences of employee strategies for managing work and family roles.

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International Journal of Conflict Management, vol. 10 no. 2
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 March 2001

Mary Sue Love, Granger Macy and Thomas W. Dougherty

Barnard was acutely aware of the social factors present in organizations and their influence on the effectiveness of organizations. He realized that cooperation, and more…

Abstract

Barnard was acutely aware of the social factors present in organizations and their influence on the effectiveness of organizations. He realized that cooperation, and more specifically that systems of cooperation, were a critical, essential element of effective organizational functioning. This paper extends Barnard’s conception of cooperative systems into what we call the coworker effect. The coworker effect is as an important factor linking positive individual behavior with the broader social context of the work group. In this article we will discuss the outcomes of the coworker effect and the sources that give it its power. In so doing, we can show how cooperative systems behaviorally impact on organizations and how organizations might be able to marshal this important resource more effectively.

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International Journal of Organization Theory & Behavior, vol. 4 no. 3/4
Type: Research Article
ISSN: 1093-4537

Content available
Book part
Publication date: 19 December 2016

Radha R. Sharma and Sir Cary Cooper

Abstract

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Executive Burnout
Type: Book
ISBN: 978-1-78635-285-9

Article
Publication date: 1 July 2007

Malte Brettel, Andreas Engelen, Florian Heinemann and Andreas Kessell

Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question…

Abstract

Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question whether in this context organizational culture, which has been identified as an important antecedent of market‐oriented behavior in established firms, also that shows a significant influence on the level of market orientation has so far been neglected. Using a sample of 143 new entrepreneurial firms, the present analysis shows empirically that market‐oriented behavior is in fact rooted in this type of culture. Thereby, organizational culture does exert an indirect influence on the performance of new entrepreneurial firms.

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Journal of Research in Marketing and Entrepreneurship, vol. 9 no. 1
Type: Research Article
ISSN: 1471-5201

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Article
Publication date: 1 September 2000

Robert J. Alban‐Metcalfe and Beverly Alimo‐Metcalfe

This paper sets out to provide evidence of the convergent and discriminant validity of a recently developed leadership questionnaire, the Transformational Leadership Questionnaire

10398

Abstract

This paper sets out to provide evidence of the convergent and discriminant validity of a recently developed leadership questionnaire, the Transformational Leadership Questionnaire (Local Government Version) (TLQ‐LGV). Evidence is presented, from a random, stratified sample of 1,464 male and female managers, working in local government, that each of the scales was significantly correlated with each of five criterion variables, even when the sample was divided by level, sex, and level x sex. Multiple regression analyses suggested differential patterns of relationships between the scales and the criterion variables among different groups and sub‐groups of managers, divided by level, sex, and level x sex. These latter data were interpreted as evidence of the discriminant validity of the instrument.

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Leadership & Organization Development Journal, vol. 21 no. 6
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 28 October 2001

Michael S. Garver

While most practitioners are familiar with traditional customer satisfaction surveys, research findings suggest that best practice companies use multiple tools to bring the voice…

982

Abstract

While most practitioners are familiar with traditional customer satisfaction surveys, research findings suggest that best practice companies use multiple tools to bring the voice of the customer inside the organization. The purpose of this study is to examine how best practice companies use various tools to listen to customers. The primary contribution of this article is in discussing a variety of different customer listening tools used by practitioners, along with introducing new customer listening tools to the literature. Furthermore, this article puts forth a framework that captures essential characteristics of each tool, depicting when their use is most appropriate. Finally, this article depicts how customer listening tools are linked together and synthesized into a customer performance model.

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American Journal of Business, vol. 16 no. 2
Type: Research Article
ISSN: 1935-5181

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Article
Publication date: 1 February 1996

David Goodwin and Sirirat Sethapokin

This paper re‐examines an earlier research outcome which concluded that budgetary role ambiguity intervenes in the budgetary participation ‐ job satisfaction relationship. In this…

Abstract

This paper re‐examines an earlier research outcome which concluded that budgetary role ambiguity intervenes in the budgetary participation ‐ job satisfaction relationship. In this study, it is argued that this outcome will not occur in a high power distance cultural setting where managers have a high expectation of participation in decision making. Given the formality often associated with participation in such a setting, it was not expected that budgetary role ambiguity would intervene in the relationship. Path analysis was used to analyse the data which was gathered in Thailand. The results of the analysis support the theoretical expectations. The relationship of budgetary role conflict and job satisfaction is also explored in the paper. It is argued that, in a nation where a female is traditionally of a lower status than a male, the role conflict experienced by a female manager will be negatively and significantly related to job satisfaction. This outcome was not expected for male managers. Again, me results support the theoretical expectations. The paper concludes with a number of ideas for future research in this topic.

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Asian Review of Accounting, vol. 4 no. 2
Type: Research Article
ISSN: 1321-7348

Article
Publication date: 1 January 1995

James W. Grosch, Karen G. Duffy and Paul V. Olczak

Although ethnicity and gender play a significant role in many types of social interaction, little research exists on their importance in mediation. An analysis of community…

Abstract

Although ethnicity and gender play a significant role in many types of social interaction, little research exists on their importance in mediation. An analysis of community mediation cases (N = 27,852) from New York state demonstrated that, consistent with predictions from criminal justice research, Whites were underrepresented in mediation relative to Blacks and Hispanics, and that females were more likely to participate in mediation as claimants than men. Both ethnicity and gender were related to the type of dispute, degree of violence, intimacy between disputants, source of referral, and mediation outcome. Additional analysis, taking into account source of referral, education, and income level of the claimant, did not fully account for the observed ethnic or gender differences. Results are discussed in terms of reasons why ethnic and gender differences exist in mediation, limitations of demographic data, and areas for future research.

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International Journal of Conflict Management, vol. 6 no. 1
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 March 2003

Kathleen E. Voges, Richard L. Priem, Christopher Shook and Margaret Shaffer

Perceived environmental uncertainty (PEU) is a foundational concept in organization studies. The PEU typologies used in organizational research were developed using private sector…

Abstract

Perceived environmental uncertainty (PEU) is a foundational concept in organization studies. The PEU typologies used in organizational research were developed using private sector managers. But, do public sector managers perceive the same uncertainty sources? We asked public sector managers in Hong Kong to identify and group uncertainty sources facing their organizations. Multidimensional scaling and cluster analysis yielded classes of uncertainty sources that differ from those developed using private sector managers.

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International Journal of Organization Theory & Behavior, vol. 7 no. 1
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 1 December 2003

Rita A. Durant and James F. Cashman

Seeking to move beyond limits in order to solve problems is an important part of organizational learning and is therefore potentially emancipatory. Communicating across boundaries…

905

Abstract

Seeking to move beyond limits in order to solve problems is an important part of organizational learning and is therefore potentially emancipatory. Communicating across boundaries in order to expand capabilities might contribute to understanding and therefore to community building. When limits to current capacities are experienced, individuals who admit their own limitations set the stage for both organizational learning and emancipatory processes. Stories of two different departments in the same organization are contrasted in terms of the micro‐emancipatory processes that led to deliberate change in one and not the other. Attention to, and respect for, the three key functions of boundaries is proposed to make a difference in experiences of autonomy and community.

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Journal of Organizational Change Management, vol. 16 no. 6
Type: Research Article
ISSN: 0953-4814

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21 – 30 of 431