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The purpose of this paper is to compare views of the community, views of the organization head, and perceptions of organizational justice between deputies working in sheriff’s offices and officers working in municipal police departments.

This study used surveys of 2,012 sworn deputies representing 19 full-service county sheriff’s offices and 10,590 sworn officers representing 70 municipal police departments. Bivariate and multivariate analyses were used to compare the three dependent variables between sheriff’s offices and municipal police departments.

Deputies in sheriff’s offices expressed more positive views of the community and organization head, and more favorable perceptions of organizational justice than officers in municipal police departments. Regression analyses indicated that views of the organization head and perceptions of organizational justice remained significantly more positive in sheriff’s offices than municipal departments, even after controlling for agency size and concentrated disadvantage.

The sample of agencies should not be considered as a representative of all sheriff’s offices and municipal police departments in the USA. The number and scope of agency-level variables included in the regression models were limited.

The results suggest the importance of ensuring more equitable systems of rewards and organization heads taking steps to communicate more effectively with sworn personnel, especially in municipal departments.

By its focus on sheriff’s offices, the study broadens knowledge of law enforcement agencies and sworn personnel, which is usually based on studies of municipal police departments and officers.

The authors examine the factors influencing membership in farmer organizations (FO) and their effects on the decision to adopt farm technologies by rice farmers in Ghana.

This study uses a farm survey of 900 households from Northern Ghana and a recursive bivariate probit (RBP) model that accounts for selection bias and endogeneity.

The results indicate that the household head’s decision to adopt machinery and row planting increases by 38.4 and 25.3%, respectively, upon joining a farmer organization. Membership in farmer organization is positively influenced by off-farm income, asset value, farmer organization location and farmer location in Upper West region but negatively by males, age and total livestock units owned. Machinery adoption is positively influenced by membership in farmer organizations and respondent being male but negatively influenced by the years of schooling, farm size, farm distance and location of a farmer in Ghana's Upper East and West regions. Similarly, row planting adoption is positively influenced by membership in farmers' organization but adversely by farm size, farm distance and a farmer's location in Upper East region of Ghana.

It can be concluded that membership in farmers' organizations significantly impacts farm household head’s decision to adopt machinery and row planting in rice production, which potentially enhance crop productivity.

These results show the importance of agricultural stakeholders in encouraging the formation and strengthening of farmer organizations to support the adoption of modern farming technologies.

Developing literature has demonstrated that farmer organizations promote the adoption of agricultural innovations. However, most of these studies have concentrated on conventional agricultural innovations and have used methods that fail to account for potential selection bias. This paper fills this important gap.

This paper aims to study the state of the art of corporate social responsibility (CSR) governance and operational structure within the most sustainable companies to arrive at a typology of CSR organization. Whether companies consider corporate social responsibility (CSR) a strategic management task is mirrored in the department and governance structure of CSR.

By conducting a web content analysis, the authors apply a “best practice” approach to examine the vertical and horizontal organization of CSR within the “most sustainable companies worldwide” (Robeco SAM, 2013).

The results show that most corporations have in place governance structures for CSR that organize it horizontally in stand-alone departments. Three types of CSR organization best practice emerged: the single-headed, two-headed and infused types.

The paper indicates three different ways that companies can organize CSR internally. The authors discuss the feasibility of such organization for large and small companies and their day-to-day business.

The paper addresses the under-researched area of vertical and horizontal CSR organization at the micro level. The authors analyze the state of the art of organizational and governance structures of CSR in the most sustainable companies and deduce three types of CSR governance and operational architecture.

This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents.

Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect.

Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented.

Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation.

The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.

To quantitatively assess a Senge learning organization (LO) intervention to determine if it would result in improved employee satisfaction.

A Senge LO intervention in Division 123 of Company ABC was undertaken in 2000. Three employee surveys using likert‐scale questions over five years and correlation analysis were used to compare the impacts in the division, and with the company.

Employees in Division 123 accepted Senge's concepts more and had improved employee job satisfaction over those five years demonstrated by statistically significant gain scores and positive correlation results. However, the division's gain scores were not statistically better than the bank, and correlation analysis did not show a positive relationship between the intervention and job satisfaction compared to no intervention.

This research was limited by the survey questions used by the bank, by the difficult conditions in Division 123, and by the implementation approach. Additional research is needed to quantitatively assess another organization undergoing a Senge LO intervention.

Aspects of a Senge LO intervention such as team learning, systems thinking, and shared vision were valuable as part of a change effort in an organization. Senge's disciplines appeared insufficient as a total change methodology.

This research meets the need for comprehensive empirical testing of Senge's disciplines which has been lacking here‐to‐fore. It also helps leaders better understand, from a leader's perspective, the tools to use in creating a learning organization.

In an exploding and fluctuating construction market, managers are facing a challenge, which is how to manage business on a wider scale and to utilize modern developments in information technology to promote productivity. The extraordinary development of telecommunications and computer technology makes it possible for people to plan, lead, control, organize and manage projects from a distance without the need to be on site on a daily basis. A modern management known as distance management (DM) or remote management is emerging. Physical distance no longer determines the boundary of management since managers can now operate projects through virtual teams that organize manpower, material and production without face‐to‐face communication. What organization prototype could overcome psychological and physical barriers to reengineer a successful project through information technology? What criteria distinguishes the adapted way of communication of individual activities in a teamwork and assist the integration of an efficient and effective communication between face‐to‐face and a physical distance? The entire methodology has been explained through a case application on refuse incineration plant projects in Taiwan.

Presents a case study of how over the last six years a large, traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new organizational body that has an entrepreneurial spirit and consists of different types of personnel, then continuously promoted emergent strategies. At the same time, in an attempt to implement strategic innovation the company integrated the above strategies with deliberate strategies practised by the existing line organizational body. Through a case study, discusses the factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, i.e. the creation of a new market through the creation of strategic communities based on cooperation between different organizations.

This paper seeks to point out the relationship between women leadership and their role in the transformation of university organizations, on the basis of eight case studies analysed in the framework of a broader research on women who occupy high‐managerial posts in Spanish universities.

Two of the eight cases studied are more deeply described and discussed in terms of the relationship among the organizational context in which these women leaders perform their managerial functions, the leadership styles that they deploy, as well as the transformations they promoted in critical moments of the organizations that they head.

Even though the differences in all these aspects between the two cases studied do not allow a single and homogeneous “feminine style” of management to be identified, a flexible and adaptive common orientation in terms of leadership was found, which leads one to suggest that leadership style is not a relevant issue when managing loosely coupled organizations. Furthermore, some conclusions were established about the ability of these woman managers both to read organizational culture and to drive such changes, preserving social cohesiveness and the workplace climate. To achieve this, they adopted a flexible leadership style on the basis of a wide range of power sources.

The findings support the idea that the loosely coupled structures characteristic of a higher education organization need “soft” ways of power management, oriented more towards informal social networks than formal issues. This allows one to discuss the innovative role that women potentially and actually play in higher education organizations.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

This paper presents a case study of how, over the last six years a large, a traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new organizational body that has an entrepreneurial spirit and consists of different types of personnel, then the company continuously promoted entrepreneurial strategies based on time pacing. At the same time, in an attempt to implement strategic innovation, the company integrated the above strategies with deliberate strategies based on event‐based pacing practiced by the existing line organizational body. Through a case study, this paper discusses the factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, i.e. the creation of a new market, through intentionally and strategically having, and furthermore integrating, paradoxical organizations and strategies under a single corporate umbrella.