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The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. Part Two aims to describe a real‐time case study and examine performance evaluations in depth as they relate to this case analysis.

This article consists of a comprehensive review of literature demonstrating functional areas within a matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections: defining a matrix organization; demonstrating effective evaluation methods and strategies; and, finally, how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers.

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored.

The purpose of this paper is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. The paper aims to demonstrate the tools, corporate participation and acceptance levels required in order to ensure employee and manager “buy in” and implementation.

This paper consists of a comprehensive review of literature demonstrating functional areas within matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections, defining a matrix organization, demonstrating effective evaluation methods and strategies, and finally showing how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers. Additionally, peer evaluations can prove to be constructive and contribute positively to the development of the employee. This paper can be a practical aid for managers in matrix organization that need to successfully and constructively evaluate employees, but are having difficulty doing so in an effective method..

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored. The paper demonstrated in “real time” the critical synthesis for PA and the matrix organization – an absence noted in the literature.

The purpose of this article is to examine and ultimately suggest the most effective method with which to evaluate employees operating within a matrix organization. The authors will demonstrate the tools, corporate participation and acceptance levels required in order to ensure employee and manager “buy in” and implementation.

This article consists of a comprehensive review of literature demonstrating functional areas within a matrix organization as well as employee evaluation methods within various organizations. It is presented in three sections: defining a matrix organization; demonstrating effective evaluation methods and strategies; and finally how the two should work together. Critical incidents are interspersed throughout the article in order to demonstrate how the research compares to the methods employed by a leading aviation engineering firm.

Ineffective evaluation methods within matrix organizations can lead to lower employee morale as well as an ambiguous understanding of employee roles within such an organization. Employee and management buy in and support of an evaluation system and its goals are crucial to the success of the program. The multi‐rater system appeared to be most effective.

Several tools exist to help employers effectively evaluate their employees in a constructive and effective manner. Among them are clear job description and corporate structure, followed by a review of performance by both functional and project managers. Additionally, peer evaluations can prove to be constructive and contribute positively to the development of the employee. This article can be a practical aid for managers in a matrix organization that need to successfully and constructively evaluate employees, but are having difficulty doing so in an effective method.

Given the limited research with respect to evaluations within a matrix structure, this paper demonstrates an understanding of a subject that has not been adequately explored. The article demonstrated in “real time” the critical synthesis for PA and the matrix organization – an absence noted in the literature.

We examine why some groups use violence while others use nonviolence when they push for major political change. Nonviolence can be less costly, but nonstate actors must mobilize a large number of people for it to be successful. This is less critical for violent rebellion, as successful attacks can be committed by a small number of people. This means that groups that believe that they have the potential to mobilize larger numbers of people are less likely to use violence. This potential is related to the lines along which the group mobilizes. Campaigns mobilized along ethnic or Marxist lines have fewer potential members and are most likely to use violence. Prodemocracy campaigns have a higher number of potential members and are more likely to use nonviolence. For movements against a foreign occupation, campaigns in larger countries are more likely to use nonviolence. These predictions are supported in a multilevel logit model of campaigns from 1945 to 2006. The mechanism is tested by looking at the interactive effect of democratic changes on the likelihood of nonviolence and looking at a subsample of 72 campaigns that explicitly draw from certain ethnic or religious groups.

Framed by the intersectionality perspective and results from prior research, we examined the effects of race/ethnicity, gender, probation violations, and type of violation on juvenile justice case outcomes in a Mid-Atlantic state.

Bivariate and multivariate analyses in the form of logistic regression were used to assess the extent race and ethnicity, gender, probation violations, and the type of violation, individually and in combination, impact case outcomes.

The findings indicate that the race/ethnicity of the youth, his or her gender, and whether involved in a probation violation and to some degree the type of violation, individually and in some cases, jointly, effect juvenile justice decision making. These relationships often involve receiving both harsh and lenient outcomes. We interpret the results as evidence that stereotyping plays out differently when race/ethnicity and gender intersect.

The study contributes to the general literature by (1) examining the neglected combination effects of race/ethnicity and gender with increased social control within juvenile justice proceedings; (2) including Hispanic youth; and (3) looking at the interrelationships among race/ethnicity and gender with the treatment of probation violators.

The purpose of this paper is to review an evidence-based tool for training child forensic interviewers called the National Institute of Child Health and Human Development Protocol (NICHD Protocol), with a specific focus on how the Protocol is being adapted in various countries.

The authors include international contributions from experienced trainers, practitioners, and scientists, who are already using the Protocol or whose national or regional procedures have been directly influenced by the NICHD Protocol research (Canada, Finland, Israel, Japan, Korea, Norway, Portugal, Scotland, and USA). Throughout the review, these experts comment on: how and when the Protocol was adopted in their country; who uses it; training procedures; challenges to implementation and translation; and other pertinent aspects. The authors aim to further promote good interviewing practice by sharing the experiences of these international experts.

The NICHD Protocol can be easily incorporated into existing training programs worldwide and is available for free. It was originally developed in English and Hebrew and is available in several other languages.

This paper reviews an evidence-based tool for training child forensic interviewers called the NICHD Protocol. It has been extensively studied and reviewed over the past 20 years. This paper is unique in that it brings together practitioners who are actually responsible for training forensic interviewers and conducting forensic interviews from all around the world.

With the large majority of colleges and schools of business integrating ethics into their curricula, business ethics educators must work to improve the quality of instruction and find methods that enhance student learning. Because many films now address business ethics issues, the content of these films may be used to enhance the teaching of business ethics to undergraduate and graduate business students. This chapter suggests films that may be presented in business ethics classes to illustrate the four ethical categories set forth by the accrediting body for schools of business, The Association to Advance Collegiate Schools of Business (AACSB International), in their 2004 report on ethics education in business schools: ethical decision-making, ethical leadership, responsibility of business in society, and corporate governance.

“Since films attract an audience of millions, the need and appetite for information about them is enormous.” So said Harold Leonard in his introduction to The Film Index published in 1941. The 1970's has produced more than enough — too much — food to satisfy that appetite. In the past five years the number of reference books, in this context defined as encyclopedias, handbooks, directories, dictionaries, indexes and bibliographies, and the astounding number of volumes on individual directors, complete histories, genre history and analysis, published screenplays, critics' anthologies, biographies of actors and actresses, film theory, film technique and production and nostalgia, that have been published is overwhelming. The problem in film scholarship is not too little material but the senseless duplication of materials that already exist and the embarrassing output of items that are poorly or haphazardly researched, or perhaps should not have been written at all.

This paper aims to outline a conceptual framework for the quality evaluation of web-based sustainability reports (SRs) aiding managers in determining and evaluating quality criteria for the sustainability report of their company.

The paper reviews quality criteria in existing standards and guidelines on sustainability reporting and identifies research gaps. A conceptual framework including a multi-method approach for the quality evaluation of SRs is developed and evaluated.

Existing standards and guidelines on sustainability reporting mainly focus on the content of the reports and neglect common information systems (IS) acceptance criteria such as ease of use and visual appeal. The proposed framework directly involves different stakeholder groups and research methodologies into the quality evaluation process.

The limitations of the research approach offer a number of starting points for future research. The proposed framework needs to be further evaluated by a larger number of test users in a more natural use setting.

The application of a multi-method approach as well as the direct involvement of the stakeholders allows for an in-depth quality evaluation of SRs, enabling reporting companies to meet the readers' demand for information on economic, environmental and social activities of the reporting company. Common acceptance factors from the field of IS should be integrated into existing standards and guidelines on sustainability reporting. Coaching of the users through help functions, wizards, instructional videos or avatars is desirable.

The proposed framework applies innovative technologies such as eye-tracking and software-supported attention analysis. By applying the framework to a set of sample reports, its usefulness and applicability are demonstrated.