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This issue is a continuation of the International Journal of Organizational Analysis's special issue on emotional intelligence published in the last issue of the 2002 volume. The introduction to that issue noted that research investigating the relationship between intelligence and behavior in organizations had traditionally focused on the general intelligence construct, g, but that a growing number of researchers were focusing on other aspects of intelligence (Svyantek & Rahim, 2002). Theorists such as Gardner (1983; 1999) and Sternberg (2002) have provided conceptualizations of intelligence as an adaptive mechanism for individuals residing within organizations based on specific intelligences, not g. One of these specific intelligences is emotional intelligence (EI) (Goleman, 1995; 1998).

Analyses of organizational behavior traditionally use methods based on linear statistics. However, aspects of complex system behavior, such as market share performance, may be better modeled and understood using graphical approaches. These approaches can be used to clarify the relationships between variables found in psychological research and can provide a complement to traditional research representations that has particular value for the practitioner in organizations. This paper demonstrates how three‐dimensional graphs can be valuable tools for understanding, explaining, and communicating research results by using longitudinal performance data from the automotive industry as an illustration.

This paper investigated the interactions between gender stereotypes for jobs, applicant gender, and the communication styles used by male and female applicants during an interview. This study was conducted as a laboratory experiment, utilizing a 2x2x2 mixed design. Subjects read one job description and heard three audiotapes of all male or all female job applicants exhibiting a dominant, submissive, or neutral communication style. The subjects then rated the applicant on five dimensions. These dimensions are likeability, competence, sociability, overall impression, and hireability. Results showed significant interactions of applicant gender and communication style on four of the five dimensions rated in this study. An inspection of the dimension means revealed different effects for gender‐appropriate and gender‐inappropriate behavior for males and females. Males were penalized on ratings of overall impression and hireability for communicating in stereotypically gender‐inappropriate manners. Females were penalized on ratings of sociability and likeability for communicating in a stereotypically gender‐inappropriate fashion. The implications of these findings for using interviews are then discussed in terms of aversive genderism.

This paper takes the stance that there are two criteria for evaluation of diversity in organizations. These criteria are (a) competition with other organizations and (b) the maintenance of the organization across time. Organizations which seek diversity without considering its effects on competitive and maintenance goals place themselves at a disadvantage vis‐a‐vis their competitors. Two case examples, the Persian and Roman Empires, are used to show how different diversity management practices affect organizations. Differences between the two empires are related to the degree to which they allowed for inclusion of diverse cultural groups. The Persian Empire was exclusionary. The Roman Empire was inclusionary. Roman inclusionary practices were based on merit. Inclusion by merit is shown to lead to increased organizational effectiveness primarily in terms of increased organizational resiliency across time.

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate literature for the best employee and organizational results. For the most part, socialization tactics of the organization and information seeking of the individual have been overlooked as factors in the success of expatriates. We propose that combining knowledge gained through research in these two areas is essential in gaining a theoretical understanding of expatriate turnover. The Attraction‐Selection‐Attrition (ASA) model of how organizational culture is transmitted across organizational members is discussed. This model is used to demonstrate how the socialization of expatriates can benefit both the organization and the individual.

The International Journal of Organizational Analysis (IJOA) would not exist without the hard work and dedication of its founder and editor for twelve years, Dr. M. Afzalur Rahim. The journal is the result of the hard work and dedication of Dr. Rahim. Dr. Rahim is responsible for its development and growth as an outlet for quality articles in a wide range of areas including organizational theory, strategic management, organizational behavior, and human resource management. Dr. Rahim has worked very hard to make the title of this journal be reflected in the articles published in IJOA. Thanks to Dr. Rahim's hard work, many articles in IJOA are published by authors outside of the USA and deal with international samples.

Over one million individuals diagnosed with autism spectrum disorder (ASD) will be entering adulthood and attempting to cultivate fulfilling, meaningful life experiences. These young adults with ASD represent Generation A. The workplace will be a major element in cultivating fulfilling lives for Generation A. Social interaction is an integral component for functioning within most postsecondary and occupational settings. It is necessary to understand the interaction between autistic adults and organizations to understand potential social and behavioral deficits. The workplace is inherently a social place. Understanding both formal and informal social information in the workplace may be critical to successful job performance. Fit, particularly person–organization fit, is used to address this social nature of the workplace. Understanding this interaction helps provide a means for crafting both individual and organizational interventions which support autistic adults in the workplace. This chapter provides an analysis of interventions that support those with ASD in the workplace. It is proposed that these interventions will help create a more supportive work environment for those with ASD. As important, it is proposed that the accommodations for those with ASD are reasonable for any organization seeking to improve both satisfaction and performance for all its employees. By addressing these issues, organizations have the potential to create a more satisfying workplace for all workers, not just those in Generation A.

Organizational decision‐makers require information presented in ways that allow them to make informed decisions on the effectiveness of change interventions. Current statistical methods do not provide enough information about the practical value of organizational interventions to decision‐makers. It is proposed that a strong hypothesis testing strategy provides a partial answer to this problem. The hypothesis testing method presented here uses Bayesian statistics to test null hypotheses other than the traditional Ho = 0. A description of the evaluation of a change project in six manufacturing plants of a large United States corporation is provided. The data from this project is used to show how both statistical and practical significance may be tested using this hypothesis testing method. The applicability of the strong hypothesis testing approach to the assessment of organizational change is then discussed, and recommendations are made for evaluations conducted in field settings.

This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task performance) and discretionary behaviors (e.g., helping) that may or may not be performed by employees (contextual performance). The two types of performance measures were shown to have different patterns of association with work experience and personality dimensions, such that personality was more predictive of contextual performance, while job experience was more predictive of task‐based performance. Noticeably, conscientiousness did not predict task‐based performance. Implications and limitations of the present study, as well as directions for future research, are discussed.

This issue marks a clear transition issue for this journal: This transition will, we hope, provide new directions which aid the development of the journal into a more recognized and used journal. These changes include a name change; a new group of editors; the re‐establishment of the journal's time‐line for publication; changes in the editorial board; and some information on new directions in the journal. We would like to describe some of these developments and provide you with information on the new directions for the journal in this year and upcoming years.