Elgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary. Managing and organizing are now central phenomena in contemporary societies. It is essential they are studied from a variety of perspectives, and with equal attention paid to their past, their present, and their future. This book collects opinions of trailblazing scholars concerning the most important research topics, essential for study in the next 15-20 years. The opinions concern both traditional functions, such as accounting and marketing, personnel management and strategy, technology and communication, but also new challenges, such as diversity, equality, waste and cultural encounters. The collection is intended to be inspiration for young scholars and an invitation to a dialogue with practitioners. The book's contributions are written by well-established scholars. Each is a leader in their field and will remain important figures for the next twenty years and beyond. Each chapter starts with a short summary of the present situation but focuses on the future of the discipline. The contributors cover practically all subfields of what is called business administration, or management and organization studies and include contain topics that are new, such as invisible organizations or encounters between art, popular culture and organizing. Outlining the future and the state of the art, this comprehensive and innovative book is an essential resource for students and academics seeking to be at the forefront of future research in management and organization studies. Contributors include: Y. Benschop, T. Beyes, F. Cochoy, F. Cooren, H. Corvellec, J. Costas, A. Diedrich, M.-L. Djelic, G.S. Drori, C. Grey, M. Kornberger, M. Kostera, W.J. Orlikowski, M. Parker, P. Quattrone, C. Rhodes, S.V. Scott, J. Smolinski, J.-S. Vayre

Over the past 30 years, many social psychologists have been critical of the practice of using incentive systems in business, education, and other applied settings. The concern is that money, high grades, prizes, and even praise may be effective in getting people to perform an activity but performance and interest are maintained only so long as the reward keeps coming. Once the reward is withdrawn, the concern is that individuals will enjoy the activity less, perform at a lower level, and spend less time on the task. The claim is that rewards destroy people's intrinsic motivation. Widely accepted, this view has been enormously influential and has led many employers, teachers, and other practitioners to question the use of rewards and incentive systems in applied settings. Contrary to this view, the research by Cameron and Pierce indicates that rewards can be used effectively to enhance interest and performance. The book centers around the debate on rewards and intrinsic motivation. Based on historical, narrative, and meta-analytic reviews, Cameron and Pierce show that, contrary to many claims, rewards do not have pervasive negative effects. Instead, the authors show that careful arrangement of rewards enhances motivation, performance, and interest. The overall goal of the book is to draw together over 30 years of research on rewards, motivation, and performance and to provide practitioners with techniques for designing effective incentive systems.

Why does management encounter people problems whenever organizations attempt to change? Green and Butkus say this occurs because organizations overlook one of the most critical problems of change: how employees react it emotionally. Change is not about work processes or information systems alone. It is also about what people believe and feel--emotions such as anger, anxiety, confusion, and fear. Yet managers are usually unaware of these things, and those who are aware usually lack skills to manage these emotions effectively. They tend to rely on traditional incentive systems, which usually do not work. What does work? The one approach that has been applied consistently with positive results is Green's belief system of motivation and performance.

Green and Butkus show how the belief system helps to bring negative feelings and convictions to the surface. They provide ways to identify the underlying emotional problems and find effective solutions. The belief system works, say the authors, because it goes directly to the source of the problem--employees themselves--to discover why motivation and performance problems occur and what can be done to solve them. This book describes applications of the belief system in a variety of work situations, including a recent effort at organizational transformation with AT&T's Business Communications Services (BCS) Division. It outlines in detail the process that BCS used to implement the belief system, starting at the highest management levels and cascading down to the organization's front lines. With a clear exposition of the belief systeM's theoretical underpinnings and nuts-and-bolts methods, Green and Butkus provide executive decision makers and planners throughout the organization with critical insights into the pitfalls in the implementation process and workable guidance on how to avoid them.

Making Innovation Las t considers the long term success of a firm. Authored by a trio of top international scholars who present pioneering new work on what it takes to create long term growth, the book examines the internal conditions that are likely to encourage sustainable innovation, as well as what a culture of innovation should look like.

The corporation model of organizations is in terminal decline, says Cook, and is being displaced by what he calls syntagma, a body of persons forming a division of the population of a country. The point he makes by this is that the emerging organization will be no artifact, no fabrication. It will be innately human, and in that sense, organic. His book traces the philosophical and historical development of the modern corporation through Hellenistic-Judeo-Christian theologies, with particular emphases on the social, political, and economic impacts of rationalistic science, impacts such as humanism, democracy, capitalism, and behaviorism. Cook offers an analysis of the critical aspects of the corporation as it exists today, and draws heavily for evidence upon contemporary management theories and practices. In doing so he argues that it is the radical changes going on in society itself that is rendering the traditional corporation obsolete. And, since western civilization is undergoing an epochal shift, the new, emerging corporation can have no resemblance to the old model. He maintains that the organization evolving to replace it will be characterized by common values, mutual purpose, excess capacity, and creative action, and will have two dynamics, what he calls commensuration and essentiality. Only with this kind of human system is it possible to create an organization that solely and exclusively serves the common good. His book is a provocative contribution to the professional and academic literature of several fields, including management, the social sciences, organizational behavior, development, and history, and will be of particular interest as well to certain well informed nonspecialists with concern for the role played the corporation in their societies.

A detailed analysis of the nature of organizational capabilities by a team of distinguished international contributors. Offering both theoretical analysis and detailed evidence from a variety of individual firms and sectors, this book presents insights into the relationship between organizational structures and organizational capabilities, the patterns of accumulation of technological knowledge, and the management of competence-building in changing markets.

Responsible behaviors in the realm of business continue to remain a crucial component of organizational development. By exploring core aspects of contemporary corporate strategies, businesses can create more value in social welfare initiatives. CSR 2.0 and the New Era of Corporate Citizenship is an authoritative reference source for the latest scholarly research on the ways in which corporate entities can implement responsible strategies and create synergistic value for both businesses and society. Featuring extensive coverage across a range of relevant perspectives and topics, such as corporate citizenship, stakeholder engagement, and business ethics, this publication is ideally designed for students, academics and researchers seeking current concise and authoritative research on the business case for corporate social responsibility.

Although human lives towards the second half of the twentieth century became increasingly mediated by objects and artifacts and have depended heavily on the functioning of technical systems, materiality in a broad sense became relatively marginalized as a topic of research interest. This volume contributes to redressing the balance by drawing together the work of scholars involved in exploring the sociomaterial dimensions of organizational life. It will look at the way material objects and artifacts are conceived in organizations, and how they function in interaction with human agents. The book offers a new conceptual repertoire and vocabulary that allows deeper thought and discussion about the inherent entanglement of the social and material. Like the preceding volumes in the Perspectives on Process Organization Studies series, the book displays the richness that characterizes process thinking, and combines philosophical reflections with novel conceptual perspectives and insightful empirical analyses.

"Performance Management" presents an end-to-end practical model of effective performance management that shows how to develop and implement performance management systems that yield bottom line results.Practical step by step guidance and examples
Realities associated with implementing best practices and avoiding common pitfalls
Jobs and circumstances where common practices will and will not work well
Proven approaches from leading organizations
Insights for everyone involved in performance management through senior leadership

Written for human resources and training professionals, this book addresses a recurring problem for managers and corporations: how can we efficiently, cost effectively, and humanely motivate employees to work at or near their top potential? Arguing that opportunities to heighten employee motivation are often missed when managers rely on overly simplistic theories of human motivation, Grant develops his own multifaceted Effort-Net Return Model and offers a sampling of over 200 prescriptions for motivating employees that can be derived from the model. The model itself is based upon four basic principles, each grounded in research and each of which has supporting propositions which determine the motivational prescription to be employed. Because the motivational prescriptions indicated can be easily tailored to the recipient's own personal value system, the model is applicable across a broad spectrum of employee groups.

Grant introduces and describes the Effort-Net Return Model in Chapter One, demonstrating its superiority over previous models which rely on the application of restrictive formulas and constructs to determine motivational strategies. The next four chapters address in turn each of the four principles upon which the model is based and their supporting propositions. In these chapters, Grant also provides a representative inventory of the kinds of avenues managers can pursue to enhance employee motivation. Throughout, Grant emphasizes the impact of individual differences on the end results to be expected from a given motivational prescription, cautioning the reader to take these differences into account when beginning to put together a motivational plan. The final chapter presents real-world case problems, together with analyses and suggested prescriptive packages, to enable the reader to move from theory to actual practice. Numerous exercises and application instruments are also included to help the manager apply the Effort-Net Return Model in the workplace.

In this study, Matejko proposes the organization as a social phenomenon. The discrepancy between organizational demands and organization capacity leads to organizational stress. Because of the conflicting demands on available resources, organizations are, in reality, "tension-management" entities. There is the tendency in organizations to resist actions which do not serve their own purposes. This leads to a lack of commitment among organization members, slowing down of the socialization process, and undermining managerial effectiveness.

The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs. Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul. We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations? In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace. Reinventing Organizations describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.

Despite the sustained scholarly attention that the United Nations and international NGOs have received in the twenty-first century, they still remain under-researched from a management studies perspective. This volume brings together rich analyses of these organizations' functioning, arguing that they are best understood as intermediaries between international decision-making and funding bodies in the developed world and initiatives that take place on the ground, primarily in the Global South. Based on current management research, this follow-up to Rethinking International Organizations (Berghahn, 2002) provides a wealth of both empirical and theoretical insights, along with practical recommendations how these organizations can function more effectively.

This book provides practitioners with a basic understanding of strategy and the process of strategic management. Using academic foundations and best practices from business life, the authors present the most important strategy tools and how they interact. The book gives a concise overview over the focal areas and considerations of strategy in practice. It enables managers to analyze and interpret business information with regard to the underlying strategic notions. A hands-on introduction to strategic management by leading marketing authority Philip Kotler, top management consultancy founder Roland Berger, and strategy expert Nils Bickhoff.

Contrary to the common saying: we do want you to judge this new edition of Organizational Behavior by its front cover. Specifically, featured is that this is the 14th edition, it takes an ""Evidence-Based Approach," and similar to the previous edition there are now three Luthans authors. This 14th edition is based on the foundation provided by the first mainline text which has become the classic for the study and understanding of organizational behavior. However, by taking an evidence based approach, this insures that, even though a classic, this new edition adds the most recent and relevant research to the most extensive, up-to-date reference-base of any organizational behavior text. By adding the two closely related authors (professor sons) literally pumps ""new blood"" into the sustainability of this classic text by Fred Luthans. Importantly, Fred has recently been recognized with: 1) Lifetime Achievement Award in Organizational Behavior; 2) Top 1% of Citation Count of all researchers in the world; and 3) the #1 most cited author in Organizational Behavior textbooks. Finally, this new edition recognizes that even though the theoretical framework and coverage largely remains, the context of organizational behavior is rapidly changing. This new edition reflects the ""New Age"" environment, but still holds to the premise that in today's organizations, success and competitive advantage still comes from the understanding, prediction, and effective management of human resources. With this new edition we invite you to continue the never-ending journey guided by the best organizational behavior theory, research, and application.

This guide places emphasis on both the individual and highly successful global businesses which have realized that personal and organizational growth depend on the ability to attract, develop and retain competent committed people.

As the size and complexity of a company change in the course of its evolution it experiences predictable stages of growth. During these stages, a company discovers that what worked in the past no longer works. At such times, managers have to juggle the three variables of organizational evolution--the firM's purpose, its business and management processes, and its human resource issues--and keep them in balance as they reinvent new ways of structuring the firm. Typically, tension develops as one variable is stressed at the expense of the others. Managers need to know how to delegate decision making without abdicating overall control of the organization. The model developed here derives from the authors' understanding of how successful firms have managed these tensions.

Fletcher and Taplin deal with teamwork, leadership, and the nature of dynamic change while successfully avoiding the cliches to which many experts in those areas are prone. They discuss teamwork in the context of wider performance and process issues. They address leadership not by talking about personality traits but by examining the tensions within authority structures as senior managers attempt to reconcile organizational logics (history and past practices that have sustained the firm) and their own definition of the challenges that face the firm. The authors argue that such contradictions follow a predictable pattern. Managers can either ignore the underlying instability or confront it in ways that will ease the transition and sustain the organization's dynamic growth.

During the past two decades, the nature of work has changed dramatically, as more and more organizations downsize, outsource and move toward short-term contracts, part-time working and teleworking. The costs of stress in the workplace in most of the developed and developing world have risen accordingly in terms of increased sickness absence, labour turnover, burnout, premature death and decreased productivity. This book, in one volume, provides all the major theories of organizational stress from the leading researchers and writers in the field. It is a guide to identifying the sources of pressures in jobs and the workplace so that we may be able to intervene to change and manage the growing problem of organizational stress.

Sims and the contributors to this challenging new volume maintain that public sector organizations must radically reinvent themselves, if they are to survive and succeed in their missions: to provide quality service to their clients at a cost taxpayers can afford (or are willing to pay). They offer a firsthand look at how change occurs at all levels of government, and from this and other experiences they lay out strategies and tools that others in government can use quickly and with good results in their own public organizations. However, Sims and his panel of experts also note that not everything in organizational change will produce positive benefits; some results will be negative, and these too must be understood and dealt with. By compiling the viewpoints, advice, experiences, recommendations of public managers themselves, plus consultants, academics, and citizens who benefit from government (and are often its harshest critics), Sims gives readers a solid, realistic insight into the problems of today's public agencies, and workable advice on how to solve them.

"Accountability and Radical Change in Public Organizations" examines the current government and reinvention initiative occurring in public organizations at the local, county, state, federal and international levels. The book highlights the importance of understanding that change in government will continue to be a way of life for public managers, thus requiring an ongoing analysis of those forces driving change and the need to increase our understanding of why certain change efforts work and others fail miserably in government. The contributors to this volume emphasize that while reinvention, accountability, and change are serious initiatives that public managers must confront they must take caution and learn from each others' experiences.

Covering the period of the financial crisis, this Research Handbook discusses the degree of importance of different driving forces on employee turnover. The discussions contribute to policy agendas on productivity, firm performance and economic growth. The contributors provide a selection of theoretical and empirical research papers that deal with aspects of employee turnover, as well as its effects on workers and firms within the current socio-economic environment. It draws on theories and evidence from economics, management, social sciences and other related disciplines. With its interdisciplinary approach, this book will appeal to a variety of students and academics in related fields. It will also be of interest to policy makers, HR experts, firm managers and other stakeholders. Contributors: I. Beltran Martin, S. Bevan, M. Bossler, C. Carrillo-Tudela, W.-J.A. Chang, M. Coles, C.L. Cooper, H. Dale-Olsen, M. Daskalaki, T. Eriksson, P. Ferreira, R.W. Griffeth, K.E. Hall, L. Holbeche, J.-T. Kao, Y. Lai, C.S. Long, A.-M. Mohammed, K. Morrell, E. Parry, J. Purl, G. Saridakis, S. Taylor, R. Upward, P. Urwin, W.K. Wan Ismail, M. Wong El Leen