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The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

This paper uses a historical case study, the controversy over the possibility of climatic extremes caused by hydrogen bomb tests on Pacific Ocean atolls during the 1950s, to show how, in a context of few scientific data and high uncertainty, political affiliations and public concerns shaped two types of argumentation, the “energy” and the “precautionary” arguments.

Systematic analysis of publications 1954–1956: scientific and semiscientific articles, publications of C.-N. Martin and contemporary newspaper articles, especially from the Asia–Pacific region.

First, epistemological and scientific reasoning about the likelihood of extreme natural events aligned to political convictions and pressure. Second, a geographical and social distribution of arguments: the relativizing “energy argument” prevailed in English-language scientific journals, while the “precautionary argument” dominated in popular journals and newspapers published worldwide. Third, while the “energy argument” attained general scientific consensus within two years, it lost out in the long run. The proponents of the “precautionary argument” raised relevant research questions that, though first rejected in the 1950s, later exposed the fallacies of the “energy argument” (shown for the case of the climatologist William W. Kellogg).

In contrast to the existing secondary literature, this paper presents a balanced view of the weaknesses and strengths of two lines of arguments in the 1950s. Further, this historical study sheds light on how once-discarded scientific theories may ultimately be reconsidered in a completely different political and scientific context, thus justifying the original precautionary argument.

Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

This study aims to investigate the relationship between personality, gender and interpersonal peacemaking. Peacemaking is considered as voluntary behavior of team members to help conflicting peers in an impartial way, to find an amicable solution. This study tests the relation between the Big Five personality dimensions, gender and five different components of interpersonal peacemaking (general involvement in peacemaking, multipartiality, focus of finding solutions, emotional support and the use of humor).

In total, 503 participants filled out a survey assessing their personality and peacemaking behavior at work. To test the hypotheses, this study conducted structural equation modeling in AMOS 22.0.

In line with expectations, openness, extraversion and agreeableness related positively to most peacemaking components, while conscientiousness and neuroticism related negatively to the use of humor and peacemakers’ multipartiality, respectively; comparing men and women, women engage more often in peacemaking in general and in emotional support, and use less humor than men. Results also showed that these gender differences are partially mediated by agreeableness being higher for women.

To the best of the authors’ knowledge, this is one of the first studies exploring the relationship between personality (Big Five), gender and different aspects of interpersonal peacemaking. Peacemaking is an important, however understudied, behavior in teams and part of OCB. The promotion of peacemaking contributes to team effectiveness.

Stanford contributed significantly to the organizational culture movement that occurred in organization studies from 1970–2000. This chapter traces developments at Stanford and puts the contributions of its researchers and scholars in the context of the many influences that shaped the study of organizational culture during this period. In addition to the historical account, there is speculation about why the culture movement at Stanford more or less ended but might yet be revived, either by those studying institutionalization processes or by those who resist them.

In some organizations action is taken to stimulate creativity and innovation. The right steps may have been taken, such as involving employees in decision making, recruiting and appointing employees who evidence characteristics of creativity, setting standards for work performance and giving regular feedback, yet creativity and innovation are hampered in some way. The culture of an organization may be a factor contributing to the extent to which creativity and innovation occur in an organization (Johnson, 1996; Judge et al., 1997; Pienaar, 1994; Shaughnessy, 1988; Tesluk et al., 1997; Tushman & O’Reilly, 1997 in Martins & Terblanche, 2003). The current organizational culture and the demands of creativity and innovation may lead to a conflict situation.