This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more."

This text features essays that address the topic of equivalence in measurement. Among the issues covered are: perceptions of organizational politics in the USA and the Middle East; the importance of measurement equivalence in transnational research; and Alpha, Beta and Gamma change.

A volume in Research in Management (Sponsored by the Southern Management Association) Series Editors Linda L. Neider and Chester A. Schriesheim, University of Miami Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern. Thus, Volume 8 of Research in Management is devoted to exploring what has been called "The Dark Side" of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership. Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of "dark side" behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

Mark Twain, the great American writer, once stated that synergy is the bonus achieved when things work together harmoniously. Organizations in the twenty-first century are driven by a need to achieve synergy for all of their various processes, and organizational structures such as teams have become one of the major ways to do so. Thus, the fourth volume of ""Research in Management"" is devoted to highlighting conceptual frameworks and research investigations which elucidate factors related to effective team processes and those which may, in fact, hinder effectiveness.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

The primary mission of the series is to disseminate and advance knowledge in the field of management, broadly defined. As such, topics include traditional areas of management such as planning, controlling, leading, and organizing, as well as related disciplines.

We are living in an age of pervasive distrust, one so severe that journalists discuss the "trust deficit" almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organisations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organisations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives, liberals, the wealthy, the poor, executives, police officers, managers - the list goes on and on. Some months back, an NBC/WSJ survey showed an eye-popping 82% disapproval rating for the U.S. Congress, the lowest in the history of the poll! With this climate as a backdrop, Volume 9 of the Research in Management series brings together seven chapters written by leading scholars in the field of justice and trust who present new research, models and conceptualisations to provide insights for key issues in this field both from a scholarly perspective as well as pragmatic suggestions for practice.

Perhaps the best word to describe the past fifteen or so years of the twenty first century is "change." Spurred on by the massive layoffs, and reorganizations that took place during the recessionary period starting in late 2007, to changes in labor demographics, technology, competitiveness, and the very nature of work, business transformations have become the norm. Even the most stodgy and inflexible organizations - universities - are beginning to understand the need for radical change if they hope to be sustainable in the future. From our perspective as researchers in management, we became increasingly interested in new trends and ideas in the field of transforming business and non?profit enterprises. What are the variables associated with success? What determinants may mediate whether or not change efforts actually lead to more sustainable systems? And, how do such change efforts differ from strategic planning, which has obviously been around and used for many years? To begin answering such questions, this volume attempts to bring together a number of scholars who present conceptualizations and preliminary research insights concerning organizational change, and in two of the chapters, explore the relationship between change efforts and strategy formulation/implementation.

Perhaps the best word to describe the past fifteen or so years of the twenty first century is "change." Spurred on by the massive layoffs, and reorganizations that took place during the recessionary period starting in late 2007, to changes in labor demographics, technology, competitiveness, and the very nature of work, business transformations have become the norm. Even the most stodgy and inflexible organizations - universities - are beginning to understand the need for radical change if they hope to be sustainable in the future. From our perspective as researchers in management, we became increasingly interested in new trends and ideas in the field of transforming business and non?profit enterprises. What are the variables associated with success? What determinants may mediate whether or not change efforts actually lead to more sustainable systems? And, how do such change efforts differ from strategic planning, which has obviously been around and used for many years? To begin answering such questions, this volume attempts to bring together a number of scholars who present conceptualizations and preliminary research insights concerning organizational change, and in two of the chapters, explore the relationship between change efforts and strategy formulation/implementation.

We are living in an age of pervasive distrust, one so severe that journalists discuss the "trust deficit" almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organisations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organisations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives, liberals, the wealthy, the poor, executives, police officers, managers - the list goes on and on. Some months back, an NBC/WSJ survey showed an eye-popping 82% disapproval rating for the U.S. Congress, the lowest in the history of the poll! With this climate as a backdrop, Volume 9 of the Research in Management series brings together seven chapters written by leading scholars in the field of justice and trust who present new research, models and conceptualisations to provide insights for key issues in this field both from a scholarly perspective as well as pragmatic suggestions for practice.

A volume in Research in Management (Sponsored by the Southern Management Association) Series Editors Linda L. Neider and Chester A. Schriesheim, University of Miami Mirroring a parallel movement in psychology, one recent trend in the study of organizations has been an increased focus on positive management and organizational behavior. However, while contributing to an enhanced understanding of organizational phenomena, this focus tends to ignore negative aspects of workplace behavior, which can have very serious consequences for individuals, groups, and organizations. Given what many of us have seen over the past year in terms of the handling (mis-handling) of downsizing, restructuring, and compensation, it seems clear that the darker side of management is a topic of great concern. Thus, Volume 8 of Research in Management is devoted to exploring what has been called "The Dark Side" of management and organizational behavior. It includes seven chapters that are written by leading experts on a diverse range of topics, including abusive supervision attributions, dysfunctional mentors, destructive executives, social exclusion, public and private deviance, instrumental counterproductive behavior, and an examination of the difference between abusive and supportive leadership. Each of these chapters makes a unique contribution to understanding negative workplace behavior and each should stimulate a future stream of research in the same or related domains. Comments by the editors are also provided, highlighting other areas where the study of "dark side" behavior and phenomena would seem particularly beneficial for the advancement of knowledge about organizations and their effective functioning.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more.

The primary mission of the series is to disseminate and advance knowledge in the field of management, broadly defined. As such, topics include traditional areas of management such as planning, controlling, leading, and organizing, as well as related disciplines.

This text features essays that address the topic of equivalence in measurement. Among the issues covered are: perceptions of organizational politics in the USA and the Middle East; the importance of measurement equivalence in transnational research; and Alpha, Beta and Gamma change.

Mark Twain, the great American writer, once stated that synergy is the bonus achieved when things work together harmoniously. Organizations in the twenty-first century are driven by a need to achieve synergy for all of their various processes, and organizational structures such as teams have become one of the major ways to do so. Thus, the fourth volume of ""Research in Management"" is devoted to highlighting conceptual frameworks and research investigations which elucidate factors related to effective team processes and those which may, in fact, hinder effectiveness.