|
Showing 1 - 14 of
14 matches in All Departments
This volume provides readers with a rich source of sports metaphors
for understanding organization and management processes and how to
use metaphors to become more effective leaders and managers within
their organizations. Each chapter discusses how sports may be used
to help improved organizational productivity and effectiveness.
These chapters each strive to present new ways of understanding
organizational constructs using sports as a metaphor. It is this
volume's hope that these chapters may provide insight into the
important role sports plays in understanding organizations across
the world. Organizational science profits from taking new
perspectives that may be found when sports is used as a lens for
this study.
This volume provides readers with a rich source of sports metaphors
for understanding organization and management processes and how to
use metaphors to become more effective leaders and managers within
their organizations. Each chapter discusses how sports may be used
to help improved organizational productivity and effectiveness.
These chapters each strive to present new ways of understanding
organizational constructs using sports as a metaphor. It is this
volume's hope that these chapters may provide insight into the
important role sports plays in understanding organizations across
the world. Organizational science profits from taking new
perspectives that may be found when sports is used as a lens for
this study.
A volume in the Research in Organizational Sciences Series Editor
Daniel J. Svyantek, Auburn University This Research in
Organizational Sciences volume to explore and question the received
wisdom of organizational sciences. The chapters in this volume (and
the companion volume) seek to establish boundary conditions for
important organizational constructs and processes. They illustrate
the importance of context for interpreting the received wisdom of
organizational science by showing when constructs must be adapted
to changing circumstances. The volume begins with four chapters
looking at the construct of leadership. Each of these addresses an
important aspect of our understanding of leadership and its
practice. The four chapters on leadership are followed by five
chapters dealing with other organizational processes including
motivation, organizational change, the role of diversity in
organizations and organizational citizenship. The last three
chapters deal with the issue of knowledge in large systems. Two
chapters address how information may be transmitted across
organizations and generations of workers. The final chapter deals
with the use of information by organizational decision-makers. The
12 papers in this volume all, in some way question received wisdom
and present alternatives which expand our understanding of
organizational behavior. These chapters each strive to present new
ways of understanding organizational constructs, and in so doing
reveal how received wisdom does not always lead to best practice in
research or application. It is our hope that these chapters
illustrate how challenging received wisdom in organizational
studies can provide new ways of thinking about organizational
processes. These new ways of thinking in turn can provide better
understanding of the processes necessary to increase organizational
effectiveness.
A volume in the Research in Organizational Sciences Series Editor
Daniel J. Svyantek, Auburn University This Research in
Organizational Sciences volume to explore and question the received
wisdom of organizational sciences. The chapters in this volume (and
the companion volume) seek to establish boundary conditions for
important organizational constructs and processes. They illustrate
the importance of context for interpreting the received wisdom of
organizational science by showing when constructs must be adapted
to changing circumstances. The volume begins with four chapters
looking at the construct of leadership. Each of these addresses an
important aspect of our understanding of leadership and its
practice. The four chapters on leadership are followed by five
chapters dealing with other organizational processes including
motivation, organizational change, the role of diversity in
organizations and organizational citizenship. The last three
chapters deal with the issue of knowledge in large systems. Two
chapters address how information may be transmitted across
organizations and generations of workers. The final chapter deals
with the use of information by organizational decision-makers. The
12 papers in this volume all, in some way question received wisdom
and present alternatives which expand our understanding of
organizational behavior. These chapters each strive to present new
ways of understanding organizational constructs, and in so doing
reveal how received wisdom does not always lead to best practice in
research or application. It is our hope that these chapters
illustrate how challenging received wisdom in organizational
studies can provide new ways of thinking about organizational
processes. These new ways of thinking in turn can provide better
understanding of the processes necessary to increase organizational
effectiveness.
This volume in the Research in Organizational Sciences series is
entitled Received Wisdom, Kernels of Truth and Boundary Conditions
in Organizational Studies. Received wisdom is knowledge imparted to
people by others and is based on authority and tenacity as sources
of human knowledge. Authority refers to the acceptance of knowledge
as truth because of the position and credibility of the knowledge
source. Tenacity refers to the continued presentation of a
particular bit of information by a source until this bit of
information is accepted as true by receivers. The problem for
organisational studies, however, is that this received wisdom often
becomes unquestioned assumptions which guide interpretation of the
world and decisions made about the world. Received wisdom,
therefore, may lead to organisational practices which provide
little or no benefit to the organisation and, potentially, negative
organisational effects, because this received wisdom is no longer
valid. The 14 papers in this volume all, in some way, strive to
question received wisdom and present alternatives which expand our
understanding of organisational behaviour in some way. The chapters
in this volume each strive to present new ways of understanding
organisational constructs, and in so doing reveal how received
wisdom has often led to confirmation bias in organisational
science. The knowledge that some perceived truths are actually the
products of received wisdom and do not stand up to close scrutiny
shakes up things within research areas previously thought settled
allowing new perspectives on organisational science to emerge.
This volume in the Research in Organizational Sciences series is
entitled Received Wisdom, Kernels of Truth and Boundary Conditions
in Organizational Studies. Received wisdom is knowledge imparted to
people by others and is based on authority and tenacity as sources
of human knowledge. Authority refers to the acceptance of knowledge
as truth because of the position and credibility of the knowledge
source. Tenacity refers to the continued presentation of a
particular bit of information by a source until this bit of
information is accepted as true by receivers. The problem for
organisational studies, however, is that this received wisdom often
becomes unquestioned assumptions which guide interpretation of the
world and decisions made about the world. Received wisdom,
therefore, may lead to organisational practices which provide
little or no benefit to the organisation and, potentially, negative
organisational effects, because this received wisdom is no longer
valid. The 14 papers in this volume all, in some way, strive to
question received wisdom and present alternatives which expand our
understanding of organisational behaviour in some way. The chapters
in this volume each strive to present new ways of understanding
organisational constructs, and in so doing reveal how received
wisdom has often led to confirmation bias in organisational
science. The knowledge that some perceived truths are actually the
products of received wisdom and do not stand up to close scrutiny
shakes up things within research areas previously thought settled
allowing new perspectives on organisational science to emerge.
This volume is based around 14 chapters and two critical analyses
which provide new perspectives on important organizational
constructs. The first half of the book provides chapters by
advanced graduate students who are making their first contributions
to understanding organizational behavior. The second half of the
book provides chapters illustrating new views of organizational
constructs but from the perspectives of more established
researchers in the field. All chapters share a common theme of
attempting to provide new ways of viewing organizations and
organizational behavior. Each chapter is based on the premise that,
when presented with problems that seem impossible to solve, often
the best results are achieved by finding new perspectives on the
basic constructs being studied. These new perspectives provide
insights which illuminate the problems for the theory of
organizations as well as improving the ability of organizational
members to solve practical organizational problems.
This volume is based around 14 chapters and two critical analyses
which provide new perspectives on important organizational
constructs. The first half of the book provides chapters by
advanced graduate students who are making their first contributions
to understanding organizational behavior. The second half of the
book provides chapters illustrating new views of organizational
constructs but from the perspectives of more established
researchers in the field. All chapters share a common theme of
attempting to provide new ways of viewing organizations and
organizational behavior. Each chapter is based on the premise that,
when presented with problems that seem impossible to solve, often
the best results are achieved by finding new perspectives on the
basic constructs being studied. These new perspectives provide
insights which illuminate the problems for the theory of
organizations as well as improving the ability of organizational
members to solve practical organizational problems.
The faking of personality tests in a selection context has been
perceived as somewhat of a nuisance variable, and largely ignored,
or glossed over by the academic literature. Instead of examining
the phenomenon many researchers have ignored its existence, or
trivialized the impact of faking on personality measurement. The
present volume is a much needed, timely corrective to this
attitude. In a wide range of chapters representing different
philosophical and empirical approaches, the assembled authors
demonstrate the courage to tackle this important and difficult
topic head-on, as it deserves to be. The writers of these chapters
identify two critical concerns with faking. First, if people fake
their responses to personality tests, the resulting scores and the
inferences drawn from them might become invalid. For example,
people who fake their responses by describing themselves as
diligent and prompt might earn better conscientiousness scores, and
therefore be hired for jobs requiring this trait that in fact they
might not perform satisfactorily. Second, the dishonesty of the
faker might itself be a problem, separate from its effect on a
particular score. Someone who lies on a pre-employment test might
also lie about the hours he or she works, or how much cash is in
the till at the end of the shift. Worse, these two problems might
exacerbate each other: a dishonest applicant might get higher
scores on the traits the employer desires through his or her lying,
whereas the compulsively honest applicant might get low scores as
an ironic penalty for being honest. Outcomes like these harm
employers and applicants alike. The more one delves into the
complexities of faking, as the authors of the chapters in this
volume do so thoroughly and so well, the more one will recognize
that this seemingly specialized topic ties directly to more general
issues in psychology. One of these is test validity. The
bottom-line question about any test score, faked or not, is whether
it will predict the behaviors and outcomes that it is designed to
predict. As Johnson and Hogan point out in their chapter, the
behavior of someone faking a test is a subset of the behavior of
the person in his or her entire life, and the critical research
question concerns the degree to which and manner in which behavior
in one domain generalizes to behavior in other domains. This
observation illuminates the fact that the topic of faking is also a
key part of understanding the relationship between personality and
behavior. The central goal of theoretical psychology is to
understand why people do the things they do. The central goal of
applied psychology is to predict what someone will do in the
future. Both of these goals come together in the study of applicant
faking.
The faking of personality tests in a selection context has been
perceived as somewhat of a nuisance variable, and largely ignored,
or glossed over by the academic literature. Instead of examining
the phenomenon many researchers have ignored its existence, or
trivialized the impact of faking on personality measurement. The
present volume is a much needed, timely corrective to this
attitude. In a wide range of chapters representing different
philosophical and empirical approaches, the assembled authors
demonstrate the courage to tackle this important and difficult
topic head-on, as it deserves to be. The writers of these chapters
identify two critical concerns with faking. First, if people fake
their responses to personality tests, the resulting scores and the
inferences drawn from them might become invalid. For example,
people who fake their responses by describing themselves as
diligent and prompt might earn better conscientiousness scores, and
therefore be hired for jobs requiring this trait that in fact they
might not perform satisfactorily. Second, the dishonesty of the
faker might itself be a problem, separate from its effect on a
particular score. Someone who lies on a pre-employment test might
also lie about the hours he or she works, or how much cash is in
the till at the end of the shift. Worse, these two problems might
exacerbate each other: a dishonest applicant might get higher
scores on the traits the employer desires through his or her lying,
whereas the compulsively honest applicant might get low scores as
an ironic penalty for being honest. Outcomes like these harm
employers and applicants alike. The more one delves into the
complexities of faking, as the authors of the chapters in this
volume do so thoroughly and so well, the more one will recognize
that this seemingly specialized topic ties directly to more general
issues in psychology. One of these is test validity. The
bottom-line question about any test score, faked or not, is whether
it will predict the behaviors and outcomes that it is designed to
predict. As Johnson and Hogan point out in their chapter, the
behavior of someone faking a test is a subset of the behavior of
the person in his or her entire life, and the critical research
question concerns the degree to which and manner in which behavior
in one domain generalizes to behavior in other domains. This
observation illuminates the fact that the topic of faking is also a
key part of understanding the relationship between personality and
behavior. The central goal of theoretical psychology is to
understand why people do the things they do. The central goal of
applied psychology is to predict what someone will do in the
future. Both of these goals come together in the study of applicant
faking.
The COVID-19 pandemic provides an illustration of how chaotic
changes to large systems are caused by small, seemingly
insignificant environmental events such as the initial case(s) of
COVID-19 in China. From this small starting point for the pandemic,
there have been (and continue to be) millions of lives lost and
trillions of dollars spent trying to alleviate the effects of the
COVID-19 pandemic. World government and corporate leaders are
striving to deal with this pandemic, but uncertainty is felt across
the globe. Unprecedented strategies (e.g., the United States
government's multi-trillion-dollar stimulus package (s)) have been
used to halt the spread of COVID-19. These small events cascade
throughout larger and larger systems leading to unforeseeable
consequences. Organizations must experiment and make decisions on
how to react. Decisions must be made and implemented to see what
the effects of these decisions are. The chapters in this volume
provide important insights for all organizations during this time
of crisis. The chapters express bottomup and top-down approaches to
a crisis-initiating environmental change by organizations. The
chapters provide insight into the way organizations perceive the
effect of COVID-19 as 1) a permanent or transitory change in the
organization's environment; and 2) as a crisis or opportunity.
Taken together, the chapters provide both scientists and
practitioners with a starting point for understanding the impact of
COVID-19 on organizational theory and on management practice for
readers.
The COVID-19 pandemic provides an illustration of how chaotic
changes to large systems are caused by small, seemingly
insignificant environmental events such as the initial case(s) of
COVID-19 in China. From this small starting point for the pandemic,
there have been (and continue to be) millions of lives lost and
trillions of dollars spent trying to alleviate the effects of the
COVID-19 pandemic. World government and corporate leaders are
striving to deal with this pandemic, but uncertainty is felt across
the globe. Unprecedented strategies (e.g., the United States
government's multi-trillion-dollar stimulus package (s)) have been
used to halt the spread of COVID-19. These small events cascade
throughout larger and larger systems leading to unforeseeable
consequences. Organizations must experiment and make decisions on
how to react. Decisions must be made and implemented to see what
the effects of these decisions are. The chapters in this volume
provide important insights for all organizations during this time
of crisis. The chapters express bottomup and top-down approaches to
a crisis-initiating environmental change by organizations. The
chapters provide insight into the way organizations perceive the
effect of COVID-19 as 1) a permanent or transitory change in the
organization's environment; and 2) as a crisis or opportunity.
Taken together, the chapters provide both scientists and
practitioners with a starting point for understanding the impact of
COVID-19 on organizational theory and on management practice for
readers.
Organizational science profits from taking new perspectives using a
simple model to understand why behaviors of particular types occur
within them. This volume provides readers with a rich source of
casestudies and empirical studies of the role played by the
interaction between individual actors, organizational contexts, and
the actual behaviors being performed the actors. These chapters
each seek to describe how these three interact in to create
organizational practices with negative effects on either internal
members of the organization or external stakeholders (e.g,.
clients). The chapters provide insight into how organizations may
control these negative behaviors with basic Human Resource
Management practices. It is this volume's hope that these chapters
may provide insight into the important role these three factors
plays in understanding negative organizational behavior within
organizations across the world.
Organizational science profits from taking new perspectives using a
simple model to understand why behaviors of particular types occur
within them. This volume provides readers with a rich source of
casestudies and empirical studies of the role played by the
interaction between individual actors, organizational contexts, and
the actual behaviors being performed the actors. These chapters
each seek to describe how these three interact in to create
organizational practices with negative effects on either internal
members of the organization or external stakeholders (e.g,.
clients). The chapters provide insight into how organizations may
control these negative behaviors with basic Human Resource
Management practices. It is this volume's hope that these chapters
may provide insight into the important role these three factors
plays in understanding negative organizational behavior within
organizations across the world.
|
You may like...
Gloria
Sam Smith
CD
R238
R185
Discovery Miles 1 850
Loot
Nadine Gordimer
Paperback
(2)
R398
R330
Discovery Miles 3 300
|