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The purpose of this paper is to investigate how HR professionals use social networking website information to evaluate applicants’ propensity to engage in counterproductive work behaviors and suitability for hire.

Using an experimental design, 354 HR professionals participated in a two-part study. In part 1, participants viewed a fictitious resume and rated the applicant’s likelihood to engage in counterproductive work behavior as well as likelihood of a hiring recommendation. In part 2, participants viewed a fictitious social networking website profile for the applicant and repeated the ratings from part 1. The authors analyzed their responses to determine the effect viewing a social network website (SNW) profile had on ratings of the applicant.

Unprofessional SNW information negatively affected ratings of applicants regardless of applicants’ qualifications, while professional SNW profile information failed to improve evaluations regardless of qualifications.

Anecdotal reports suggest that many employers use SNW information to eliminate job applicants from consideration despite an absence of empirical research that has examined how SNW content influences HR recruiters’ evaluation of job applicants. This study represents one of the first attempts to understand how HR professionals use such information in screening applicants. The findings suggest that unprofessional SNW profiles negatively influence recruiter evaluations while professional SNW profile content has little to no effect on evaluations.

The purpose of this paper is to investigate the integrative influence of content, context, process, and individual differences on organizational change efforts.

Data were collected from employees involved in a recent de‐merger. Using structural equation modeling, a hypothesized model that integrated individual differences with change content, context, and process factors was tested.

Results led to the acceptance of a model indicating that change context mediated the relationship between individual differences and change process and content. Similarly, change content and process mediated the relationship between change context and organizational change commitment.

Owing to the nature of the study, inferences of causality cannot be made. Additionally, common method bias may be a concern because criterion and response variables were collected at the same time.

An organization's prior change history (i.e. context) has the potential to negatively influence change success. In order to counteract these effects, change agents should concentrate on clearly communicating the change details (i.e. process) to employees.

This study is one of the first to integrate factors common to all change efforts, i.e. content, context, process and individual differences. Further, it elaborates on how these factors interact to influence change success.

The paper seeks to investigate whether or not leader‐member exchange (LMX) is influenced by the personality of subordinates and/or supervisors.

Previous literature from the general leadership, personality, and LMX domains was used as a theoretical background for proposing certain types of relationships between the personality traits that make up the Big Five and employees’ perceptions of LMX. Personality data were collected from 195 matched pairs of employees and supervisors. LMX data were collected from 195 employees. Structural equation modeling (SEM) was used to test the hypothesized relationships.

Employees' conscientiousness, extroversion, openness, and neuroticism were found to impact perceptions of LMX. Likewise, supervisors' conscientiousness and agreeableness also impacted employees' perceptions of LMX.

The present study included two potential research limitations. First, personality was measured using the short‐version of the NEO‐FFI; thus, we were unable to run analysis at the facet level. Second, although we did have two sources of data (i.e. the supervisor and subordinate), there is a possibility that common method variance may have influenced some of the hypothesized relationships.

Results indicate there may be a dispositional basis to perceptions of LMX. Thus, the relationship between LMX and outcome variables (i.e. performance, turnover, satisfaction, etc.) may be only part of the story. Practitioners that want to maximize the relationship between employees and their supervisors would be well served to actively consider personality issues. In particular, some employees and some supervisors appear to be more willing to engage in exchanges than others.

As far as we know, this is the first study to investigate the influence of personality from two sources (i.e. the supervisor and subordinate) on LMX. It moves beyond the traditional study of demographic similarity.

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.

In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.

The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.

The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.

A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions.

A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design.

The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction.

This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process.

This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.

The purpose of this paper is to study the phenomenon of organizational change failure through an emic approach. Grounded in empirical examples, the paper unfolds why the phenomenon seems to be missing from the literature of the becoming view (e.g. Tsoukas and Chia, 2002).

Inspired by the methodological strategy of “studying through,” organizational changes are followed through space and time within the setting of a Nordic bank, from where the empirical data have been collected via longitudinal study. The empirical data are generated through a combination of methods: shadowing, interviews, in situ observations and desk research in order to capture the ever-changing phenomenon of organizational change.

The paper finds that organizational changes drift away, either by slipping into the everyday practices of the organization, or by drifting away in time when history is reinterpreted. The paper concludes that organizational change failures suffer the same fate as organizational changes more generally and drift away in space and time.

The paper contributes to the becoming view by illustrating how methodologically an ever-changing phenomenon such as organizational change can be studied. Further, it contributes to the field of organizational change failure by unpacking the fate of organizational change failure when change is natural and slippery in nature. The paper includes reflections on what the consequences might be for praxis.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.