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This chapter assembles the key literature on value creation for consideration in relationship to stakeholder theory. The literature review identifies and explains the core topics concerning value creation and related ideas. The purpose is to stimulate research into the theory, practice, and social consequences of value creation in a stakeholder management framework. The construct of “value” lacks theoretical precision and empirical verification. The most fundamental and disputed question addressed is which value approach for the firm best contributes to overall (aggregate) social welfare. The vital issue is whether the managerial stakeholder theory is superior, at long-run value creation for multiple stakeholders including society at large, to the conventional agency theory. Business executives and directors are the ones who choose between agency and stakeholder approaches to management. Their actions influence organizational and social outcomes. Research is limited to a literature review, followed by a discussion of the likely role of value creation theory in future stakeholder research. The chapter first defines value. The basic approach is then to focus on key topics in the relevant literature. The last section addresses the role of value creation theory in future stakeholder research.

Constructing and evaluating behavioral science models is a complex process. Decisions must be made about which variables to include, which variables are related to each other, the functional forms of the relationships, and so on. The last 10 years have seen a substantial extension of the range of statistical tools available for use in the construction process. The progress in tool development has been accompanied by the publication of handbooks that introduce the methods in general terms (Arminger et al., 1995; Tinsley & Brown, 2000a). Each chapter in these handbooks cites a wide range of books and articles on specific analysis topics.

Theories of outstanding, historically notable, leadership have traditionally emphasized charisma. Recent research, however, suggests that charisma may represent only one pathway to outstanding leadership. Outstanding leadership may also emerge from ideological and pragmatic leadership. In this article, we examine the conditions influencing the emergence and performance of charismatic, ideological, and pragmatic leaders. It is argued that different conditions operating at the environmental, organizational, group, and individual levels influence the emergence and performance of each of these three types of leaders. Implications for understanding the origins and impact of charismatic, ideological, and pragmatic leaders are discussed.

This study applies a new taxonomy of racial/ethnic misclassification that considers shifts in racial/ethnic status to investigate physical and emotional responses to racial treatment among different misclassification types. It finds that the odds of reporting physical and emotional symptoms increase 3.3 and 2.9 times, respectively, among individuals who experience racial/ethnic status loss (i.e., are misclassified into a racial/ethnic category with lower status compared to their self-reported category) compared to their correctly classified counterparts. In contrast, individuals who experience racial/ethnic status gain (i.e., are misclassified into a racial/ethnic category with higher status compared to their self-reported category) are no more likely to suffer from symptoms compared to correctly classified individuals. The results suggest that being misclassified per se does not necessarily harm well-being, but the loss of social status inherent in some types of misclassification does.

For nearly two decades, researchers across the disciplines of social science and medicine have grappled with how to conceptualize and measure race to better explain racial inequality. Improvements have been made, but most scholars continue to assume that a “correct” measure of race exists or that different estimates between measures are essentially quantitative errors. However, obtaining different estimates from different measures of race might instead suggest that there are substantively different explanations for the disparities. I explore this possibility by revisiting conventional findings about racial differences in reported health screenings using data from the 1988 National Survey of Family Growth, which includes both the respondent's self-identification and how she was classified by the survey interviewer. Regression results indicate that differences in interviewer-classified race are more closely related to disparities in health screenings than self-identification; these findings complement recent research on the role of racial discrimination and implicit prejudice in clinical encounters and highlight the importance of using multiple measures of race in health care research.

It has generally been assumed that effective leadership is a key to successful change. But, as some authors have noted, there is a dearth of empirical research regarding the impact of leadership on organization change. In this chapter, we review the empirical evidence from the past 20 years in an attempt to determine the impact of leadership on the conduct and outcomes of organizational change. Our conclusions indicate that the leadership of change is more complex than envisioned, involving multiple forms of leadership engaged in different approaches, behaviors, and activities, only some of which are effective.

Understanding how health status and physiological factors affect performance is a daunting task. This chapter will discuss physiological, behavioral, and psychological factors that influence or determine the capacity to fight, and will consider metrics that can be used to measure their status. The premise of this discussion is that there is a set of physiological and psychological factors that intimately affect performance and that the relative contribution of these variables is individually unique. These factors can be identified and assessed, and are amenable to modification. A fuller understanding of these variables can lead the effort to maintain and improve performance in the adverse and challenging environments of military operations.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.