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The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model…
The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.
M. Ronald Buckley is a Professor of Management and a Professor of Psychology and the holder of the JC Penney Company Business Leadership Chair in the Michael F. Price College of Business at the University of Oklahoma. He received his Ph.D. in Industrial/Organizational Psychology from Auburn University. His research interests are diverse and include decision making in the employment interview, performance evaluation, organizational entry processes, and the issues surrounding unethical behavior in organizations. He has published over 70 refereed journal articles in, among others, the Academy of Management Review, Journal of Applied Psychology, Applied Psychological Measurement, Journal of Management, and Organizational Behavior and Human Decision Processes on topics related to human resource management issues.
The purpose of this paper is to examine whether B corps’ (for-profit entities whose owners voluntarily commit to conduct business in a socially responsible manner, beyond…
The purpose of this paper is to examine whether B corps’ (for-profit entities whose owners voluntarily commit to conduct business in a socially responsible manner, beyond traditional CSR, that generates profits, but not at the expense of stakeholders) commitment to social issues influences two aspects of financial performance: employee productivity and sales growth.
This paper is an exploratory analysis of B corps. This paper examines B corps with B Lab’s B Impact Assessment reports and PrivCo financial data, for descriptive information. This paper also analyzes the financial impact of obtaining and reporting on excellence in both employee and consumer focus, as well as the differences in financial growth between B corps and non-hybrid peers.
Overall, results suggest that, among B corps whose treatment of employees (consumers) is recognized as an “area of excellence,” employee productivity (sales growth) is significantly higher. Additionally, sales growth is significantly higher for B corps relative to their peer, non-hybrid, matched firms.
Results from this study inform states considering the adoption of the B corp legal status – this legal status does not hinder firm profitability, but instead enhances long-term firm value while allowing firms to beneficially affect their communities, consumers, employees and the environment.
Results from this study provide important insights regarding the current paradigm shift from the traditional business focus on profit maximization to a fruitful coexistence of profits with social interests and initiatives, within a structure of dissolving national boundaries and increasingly divergent logics.
This paper provides an initial empirical examination of B corp performance.
We wonder if, in the history of the world, any conference devoted to the intellectual interests of mankind has ever been held in such circumstances as made memorable the Fortieth Annual Meeting of the Library Association. For the whole week before those in and near London had been submitted to an ordeal well calculated to try the strongest nerves; an ordeal borne, it is true, with remarkable stoicism, but, nevertheless, one not likely to induce that calm, judicial frame of mind in which library topics should be discussed. Fortunately, however, the night before the opening meeting was the last of that particular series of air attacks, and the whole meeting passed in peace, so far as London was concerned. Raids and rumours of them may have reduced the attendance somewhat; it is fair to suppose that they did; yet the attendance, when all things are considered, was creditable to the Association.
IT is known that the Library Association Council has devoted watchful care to the position of libraries in the event of war. As we write, the international situation is as dark as it has been at any time since 1919, and many have that calm, cold feeling that there is nothing to do but to tighten our belts and stand againt the onslaught. Even if that is still avoided, as all who listened to Lord Halifax trust it may be, there should be active protection of the library service which is one of those things which might so easily go under in a time of stress. The Library Association has done well in submitting to Government that experience in the last war proved the value of libraries for information and as a factor in the morale of the people; that their services should, so far as possible, be maintained even during hostilities; that there would be need of library provision for people, and especially for children, “evacuated” to areas where the existing library provision might often be inadequate; and that library buildings should not be used for purposes for which they are unsuitable, seeing that there will be many halls, schools and other buildings that would be better for food‐control, recruiting and so on.
The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance…
The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance, scholarly interest in the topic has diminished over the past 20 years. Fortunately, a recent body of research has sought to reenergize research into work design by expanding our view of work design from a narrow set of motivational work features to one that incorporates broader social and contextual elements. In this chapter we seek to review the literature on work design and develop a framework that integrates both job and team design research. We begin by briefly reviewing the history of work design in order to provide needed historical context and illustrate the evolution of job and team design. We then define work design, particularly as it relates to incorporating job and team design elements and transitioning from a view of jobs to one of roles. Following this, we identify a comprehensive set of work design outcomes that provide the basis for understanding the impact that different work characteristics can have on individuals and teams. We then offer an extended discussion of our integrative model of work design, which includes three sources of work characteristics (task, social, and contextual) and the worker characteristics implied by these characteristics. Having defined the range of work and worker characteristics, we then discuss some of the fit and composition issues that arise when designing work, as well as discuss the mechanisms through which the work characteristics have their impact on outcomes. Finally, we discuss research into informal forms of work design.