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The 12th edition of International Management: Culture, Strategy,
and Behavior takes a user-friendly, well-balanced approach in
covering all the critical dimensions and the interdependencies
between them. This edition covers environment and OB/HRM over three
chapters each, along with Culture and Strategy getting their own
four chapters. The text also emphasizes a balance of research and
application. The 12th edition has been updated to reflect how the
COVID-19 pandemic has challenged the fundamental assumptions about
how international business is conducted. The authors also
incorporated coverage of emerging markets that are facing a high
level of stress and how the development of new technology, such as
artificial intelligence and robotics, will result in fundamental
changes to the global job market. This edition also marks the
addition of a new author, Ajai Gaur, a Professor of Strategy and
International Business at Rutgers University. Ajai brings subject
expertise in global business strategy, emerging markets,
institutions, and a range of other topics. He also has deep ties
and links to East and South Asia and helps to further "globalize"
the book.
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.
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.
Our goal with this 13th Edition is to keep this first mainline
organizational behavior text up-todate with the latest and relevant
theory building, basic and applied research, and the best-practice
applications. We give special recognition of this scientific
foundation by our subtitle - An Evidence-Based Approach. As
emphasized in the introductory chapter, the time has come to help
narrow the theory/research-effective application/practice gap. This
has been the mission from the beginning of this text. As "hard
evidence" for this theory/research based text, we can say
unequivocally that no other organizational behavior text has close
to the number of footnote references. For example, whereas a few
texts may have up to 40 or even 50 references for a few chapters,
all the chapters of this text average more than twice that amount.
This edition continues the tradition by incorporating recent
breakthrough research to provide and add to the evidence on the
theories and techniques presented throughout. Two distinguishing
features that no other organizational behavior textbook can claim
are the following: 1) We are committed at this stage of development
of the field of OB to a comprehensive theoretical framework to
structure our text. Instead of the typical potpourri of chapters
and topics, there is now the opportunity to have a sound conceptual
framework to present our now credible (evidence-based) body of
knowledge. We use the widely recognized, very comprehensive social
cognitive theory to structure this text. We present the background
and theory building of this framework in the introductory chapter
and also provide a specific model (Figure 1.5) that fits in all 14
chapters. Importantly, the logic of this conceptual framework
requires two chapters not found in other texts and the
rearrangement and combination of several others. For example, in
the opening organizational context part there is Chapter 4, "Reward
Systems," and in the cognitive processes second part, Chapter 7,
"Positive Organizational Behavior and Psychological Capital," that
no other text contains. 2) The second unique feature reflects our
continuing basic research program over the years. Chapter 7
contains our most recent work on what we have termed "Positive
Organizational Behavior" and "Psychological Capital" (or PsyCap).
[The three of us introduced the term "Psychological Capital" in our
joint article in 2004]. To meet the inclusion criteria (positive;
theory and research based; valid measurement; open to development;
and manage for performance improvement), for the first time the
topics of optimism, hope, happiness/subjective well-being,
resiliency, emotional intelligence, selfefficacy, and our overall
core construct of psychological capital have been given chapter
status. Just as real-world management can no longer afford to
evolve slowly, neither can the academic side of the field. With the
uncertain, very turbulent environment most organizations face
today, drastically new ideas, approaches, and techniques are needed
both in the practice of management and in the way we study and
apply the field of organizational behavior. This text mirrors these
needed changes. Social Cognitive Conceptual Framework. The book
contains 14 chapters in four major parts. Social cognitive theory
explains organizational behavior in terms of both environmental,
contextual events and internal cognitive factors, as well as the
dynamics and outcomes of the organizational behavior itself. Thus,
Part One provides the evidence-based and organizational context for
the study and application of organizational behavior.
Although there are as many answers to the question of how
organizations can gain competitive advantage in today's global
economy as there are books and experts, one lesson seems very
clear: traditional answers and resources are no longer sufficient.
This seminal book offers not only an answer regarding how to gain
competitive advantage through people, but also a brand new,
untapped human resource-psychological capital, or simply PsyCap.
Generated from both the positive-psychology movement and the
authors' pioneering work on positive organizational behavior,
PsyCap is a rigorous concept: to be included in PsyCap, a given
positive construct must be based on theory, research, and valid
measurement, must be open to development, and must have measurable
performance impact. The positive constructs that have been
determined to best meet these PsyCap criteria-efficacy
(confidence), hope, optimism, and resiliency-are covered in
separate chapters in Psychological Capital and Beyond. Following an
exploration of other potential positive constructs such as
creativity, wisdom, well-being, flow, humor, gratitude,
forgiveness, emotional intelligence, spirituality, authenticity,
and courage, the authors summarize the research demonstrating the
performance impact of PsyCap. They go on to provide the PsyCap
Questionnaire (PCQ) as a measurement tool, and the PsyCap
Intervention (PCI) as a development aid. Psychological Capital and
Beyond provides theory, research, measurements, and methods of
application for psychological capital, a resource that can be
developed and sustained for competitive advantage. Each copy
includes a complimentary PsyCap online self-assessment.
Our goal with this 13th Edition is to keep this first mainline
organizational behavior text up-todate with the latest and relevant
theory building, basic and applied research, and the best-practice
applications. We give special recognition of this scientific
foundation by our subtitle - An Evidence-Based Approach. As
emphasized in the introductory chapter, the time has come to help
narrow the theory/research-effective application/practice gap. This
has been the mission from the beginning of this text. As "hard
evidence" for this theory/research based text, we can say
unequivocally that no other organizational behavior text has close
to the number of footnote references. For example, whereas a few
texts may have up to 40 or even 50 references for a few chapters,
all the chapters of this text average more than twice that amount.
This edition continues the tradition by incorporating recent
breakthrough research to provide and add to the evidence on the
theories and techniques presented throughout. Two distinguishing
features that no other organizational behavior textbook can claim
are the following: 1) We are committed at this stage of development
of the field of OB to a comprehensive theoretical framework to
structure our text. Instead of the typical potpourri of chapters
and topics, there is now the opportunity to have a sound conceptual
framework to present our now credible (evidence-based) body of
knowledge. We use the widely recognized, very comprehensive social
cognitive theory to structure this text. We present the background
and theory building of this framework in the introductory chapter
and also provide a specific model (Figure 1.5) that fits in all 14
chapters. Importantly, the logic of this conceptual framework
requires two chapters not found in other texts and the
rearrangement and combination of several others. For example, in
the opening organizational context part there is Chapter 4, "Reward
Systems," and in the cognitive processes second part, Chapter 7,
"Positive Organizational Behavior and Psychological Capital," that
no other text contains. 2) The second unique feature reflects our
continuing basic research program over the years. Chapter 7
contains our most recent work on what we have termed "Positive
Organizational Behavior" and "Psychological Capital" (or PsyCap).
[The three of us introduced the term "Psychological Capital" in our
joint article in 2004]. To meet the inclusion criteria (positive;
theory and research based; valid measurement; open to development;
and manage for performance improvement), for the first time the
topics of optimism, hope, happiness/subjective well-being,
resiliency, emotional intelligence, selfefficacy, and our overall
core construct of psychological capital have been given chapter
status. Just as real-world management can no longer afford to
evolve slowly, neither can the academic side of the field. With the
uncertain, very turbulent environment most organizations face
today, drastically new ideas, approaches, and techniques are needed
both in the practice of management and in the way we study and
apply the field of organizational behavior. This text mirrors these
needed changes. Social Cognitive Conceptual Framework. The book
contains 14 chapters in four major parts. Social cognitive theory
explains organizational behavior in terms of both environmental,
contextual events and internal cognitive factors, as well as the
dynamics and outcomes of the organizational behavior itself. Thus,
Part One provides the evidence-based and organizational context for
the study and application of organizational behavior.
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