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The article seeks to show that companies should and can build winning cultures.

A total of 365 companies in Europe, Asia and North America were surveyed for links between financial out‐performance and winning culture. Three dozen high performers were analyzed in in‐depth case studies; one from each region that has transformed its culture is presented.

Findings were that building a winning culture – which fewer than 10 per cent of companies succeed in doing, despite broad recognition that culture provides the greatest source of competitive advantage – requires five key steps: setting expectations, aligning leaders, accountability for delivery, organization‐wide consistency and communication/celebration. Winning cultures tend to display six key behaviours: high aspirations, external focus (customers and competitors), attitude of ownership, bias to action, valuing collaboration and striving for the exceptional. These can be measured through the daily performance of the company's front line.

By definition, out‐performance is rare, but further insights into winning cultures may result when the survey of companies is extended to new regions, such as Latin America.

Practical implications are the winning culture key behaviours, key building steps and performance measurement identified. The article also shows that challenges and even crisis can help, rather than hinder, the transformation of a corporate culture into a winning one.

The article will help focus company leaders on the opportunity and challenges in building a winning culture. It identifies the key behaviours of winning cultures, key steps in building them, and how to measure their progress. It should be of value to all management levels from the chief executive to front‐line staff.

It is suggested that mentor teachers engage in reflective conversations with preservice teachers to develop formative assessment as a teaching skill. However, there is minimal evidence documenting this process. The purpose of this paper is to investigate the process and impact of reflective conversation on preservice teachers’ learning about implementing formative assessment in the classroom.

This study draws on two dyads of mentor and preservice teachers to examine the role of conversation in helping preservice teachers learn to use formative assessment in elementary classrooms in the USA. A comparative case study method is used to analyze and synthesize the similarities, differences and patterns across both cases.

Qualitative data indicate that reflective conversations enable preservice teachers to reflect on their teaching practices and learn how to conduct formative assessment. However, a lack of critical reflection in the conversations results in generic solutions that do not focus on specific aspects of student learning.

This study suggests that mentor teachers using reflective conversation to guide preservice teacher’s critical analysis of their prior assumptions and teaching practices while referencing actual student learning is an essential element in learning to use formative assessment in the classroom.

This study contributes to the line of research that explores conversation between mentor and preservice teachers and provides an empirical analysis of conversations focused on learning to use formative assessment in elementary classrooms.

This chapter proposes a research agenda for the study of large law firm culture and explains how the research would contribute to both legal ethics and organizational theory. It focuses on two sets of questions that are uniquely suited to investigation in large law firms. First: what is the significance of organizational culture, relative to that of professional networks and subgroups? To what extent does organizational membership shape lawyers’ understandings about “how things are done”? Second: how is organizational culture sustained? What are the mechanisms of cultural integration in volatile, multioffice firms? The chapter draws on a pilot study of law firm culture in one 500-lawyer firm.

This study documents the role of relational trust in an afterschool organization and its influences on young people’s experiences.

Through a 10-month ethnographic study of one afterschool program that teaches teens how to make documentaries, I demonstrate that the confluence of blurred organizational goals; weak relational trust among staff; and funding pressures may have the unintended consequence of exploiting students for their work products and life stories.

The study finds that, while not all organizations function with student work at its center, many afterschool organizations are under increasing pressures to document student gains through tangible measures.

Implications from these findings reveal the need for developing strong relationships among staff members as well as establishing transparency in funding afterschool programs from within the organization and from foundations in order to provide quality programming for young people.

This study informs organizational theory, specifically in terms of measures of variation in relational trust within an organization and its influence on young people. This chapter includes student accounts of experiences with staff to enhance the significance of relational trust.

The study investigates the antecedents and consequences of digital ad avoidance in the e-commerce industry. This study aims to investigate how digital ad avoidance relates to internet usage over time, using a two-wave longitudinal research design. This study also explores how real-world advertising clutter (clutter and non-clutter) affects these relationships.

The data were collected from 192 online consumers in Türkiye, and a two-wave longitudinal research design and structural equation modeling were conducted to test the hypotheses of the conceptual model.

The results indicated that perceived goal impediment and prior negative experience had positive effects on affective avoidance in both ad-clutter and non-clutter periods. Further, affective avoidance had a significant positive effect on both cognitive and behavioral avoidance in either period. In addition, ad clutter moderated the effects of cognitive and behavioral avoidance on online purchase intention.

This research provides new evidence of the crucial role perceived goal impediment, prior negative experience and perceived control each play in driving digital ad avoidance. This paper contributes to the body of knowledge in the field by exploring how advertising clutter (both cluttered and non-cluttered settings) moderates these relationships through a two-wave longitudinal study.

Despite the potentially vital implications of time pressure for group performance in general and team effectiveness in particular, research has traditionally neglected the study of time limits and group effectiveness. We examine the small, but growing, body of research addressing the effect of time pressure on group performance and introduce our Attentional Focus Model of group effectiveness (Karau & Kelly, 1992). We examine recent research on the utility of the model and identify selected implications of the model for how time pressure may interact with other factors such as task type, group structure, and personality to influence team performance. Finally, we discuss methodological issues of studying attention, interaction processes, and team performance.

The purpose of this study is to examine Kelly's proposed fundraising roles scales to describe the daily activities of male and female fundraisers.

The data collection procedure involved a national survey to a random sample of 286 fundraisers from the American Health Association. The pen‐and‐paper survey had a 48 percent response rate, and the scale indices were found to be reliable with Cronbach alpha tests.

The study found that there were no statistical differences in how male and female fundraisers enacted the technician role; however, gender differences emerged for all three managerial roles with males enacting the roles at statistically significant greater rates.

This study represents an important initial step in advancing theoretical knowledge on fundraising, and it is the first quantitative test of Kelly's proposed fundraising role scales.

The present study seeks to trace the unionization process of a global top 10 video game company (Company N) in which workers formed the first enterprise union in South Korea's game sector. Drawing upon the analytical framework of Kelly's (1998) mobilization theory, the authors investigated what motivated workers to form a union and what factors facilitated unionization.

This study used a qualitative research method on a single case study basis. The authors collected 41 in-depth interviews with game developers, full-time union staff from the case company and union leaders in their affiliated union, as well as game journalists, labour attorneys, and human resource professionals in the video game industry. The authors had their original data supplemented and triangulated by archival data including union letters and other documents and media reports. They analysed the data using computer-assisted qualitative data analysis software (CAQDAS).

There are three key findings. First, in the game sector, a high barrier against unionization exists, arising from industry characteristics such as a project-based work system, high mobility, reputation-based hiring, meritocracy, and a continuous influx of game-loving young developers. Hence, although the time was ripe for worker activism, latent grievances failed to be converted into real collective mobilization, resulting in non-organized workplaces for the past decades. Second, the mandatory labour-management negotiations arising from a legal change acted as a key catalyst for unionization at Company N. The newly elected three employee representatives came to identify and develop their own collective interests through the direct experience of negotiations, which greatly augmented their negative emotions and improved their legal consciousness. These three representatives could identify numerous deep-rooted problems, attribute these problems to their employer, and realize that they are ordinary salaried workers different from their employer. Going through the three-month negotiation and post-negotiation period, a set of ordinary game developers transformed themselves into natural union leaders who started a union in the game industry, which was traditionally non-organized. Third, various layers of external factors, such as a sister union, the upper umbrella union, the changed socio-political atmosphere following the candlelight protests for presidential impeachment, and the improved union image facilitated the unionization at Company N.

This study offers practical implications to governments, union activists, and employers in the game sector and more broadly in the tech industry, where labour-management conflicts are escalating across the globe.

Our study of a rare unionization event in the difficult game sector offers a nuanced understanding of mobilization and its process. Theoretically, by introducing the dynamic process of natural leader emergence and spontaneous union formation in a young industry where neither pre-existing leadership nor extant union influence exists, this study suggests that the mobilization process is more complex and variegated than suggested by Kelly's study and subsequent studies. Therefore, this study can advance the current discussion of mobilization mechanisms in the field of industrial relations. Our study also contributes to current research by introducing collective mobilization in a new context, i.e. the young, dynamic game industry in a non-Western country, which is a context that has been under-studied thus far.

In Britain, labor−management partnership has been the fulcrum of the Labor Government's employment relations programme since its election in 1997. The Involvement and Participation Association (IPA, 1997; website: http://www.partnership-at-work.com) − the influential employers’ organization − has been at the forefront of promoting labor−management partnership to improve productivity in UK firms through greater employee involvement and participation (see http://www.partnership-at-work.com). The Trades Union Congress (TUC; partnership institute website: http://www.partnership-institute.org.uk) and several of its constituent unions have also endorsed partnership with employers as a route to promote employee ‘voice’ at work, secure better bargaining outcomes and improve union membership levels and density (Undy, 2001). Union density in the UK private sector has declined from 19.9 per cent in autumn 1997 to 17.2 per cent in autumn 2005, while in the public sector it has declined from 60.9 per cent to 58.6 per cent over the same period of time (Grainger, 2006). Advocates of partnership argue that such arrangements deliver mutual gains to the parties involved, viz. higher productivity and profits for employers, better wages and higher employment security to workers and greater influence over management decisions for unions, which in turn help them to attract and recruit new members (e.g. Haynes & Allen, 2001; Deery & Iverson, 2005).

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.