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Organizational Perspectives (organizational + perspective)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Continuous Learning in Organizations: Individual, Group, and Organizational Perspectives by Valerie I. Sessa and Manuel London

PERSONNEL PSYCHOLOGY, Issue 2 2008
Article first published online: 12 MAY 200
No abstract is available for this article. [source]

Career and international assignment fit: Toward an integrative model of success

HUMAN RESOURCE MANAGEMENT, Issue 1 2009
Jean-Luc Cerdin
Abstract This article examines how the fit between career and international assignment is likely to affect the success of the international assignment (IA) at its various stages. We propose an integrative model of IA success that encompasses three stages: pre-expatriation, expatriation, and repatriation. The main objective of this article is to contribute to the understanding of how individuals' career characteristics infl uence IA success during expatriation and repatriation. In our model, IA success is considered from both the individual and organizational perspective. In addition to drawing on the theory of fit to examine IA success during the expatriation and repatriation stages, we also use human capital and signal theory to examine the relationship between expatriation success and repatriation success. The propositions of our conceptual research provide practical and theoretical implications. © 2009 Wiley Periodicals, Inc. [source]

The extent of dissent: The effect of group composition and size on Israeli decisions to confront low intensity conflict

EUROPEAN JOURNAL OF POLITICAL RESEARCH, Issue 4 2002
Ranan D. Kuperman
This article tests a number of hypotheses about foreign policy decision making within parliamentary democracies. First it explores the origins of debates among decision-makers. Are deliberations provoked by alternative organizational perspectives or by conflicting ideological orientations? Second, it asks how debates are resolved. On the one hand, it has been suggested that, because each minister has an equal vote, a compromise between decision-makers must be reached. On the other hand, it has been argued that the Prime Minister exerts considerable control and power in foreign policy matters in relation to other decision-makers. These questions were studied with the aid of data collected from a sample of 97 decision episodes between 1949 and 1982, where the Israeli government discussed how to respond to low-intensity aggression against Israeli citizens and soldiers. The results of this research demonstrate that internal debates are poorly associated with organizational or political diversity. Instead group size seems to be more important, although the relationship is not linear. In any case, the discussions usually concluded in a consensus around the Prime Minister's policy of choice, thus indicating that he or she is the paramount decision-maker. [source]

Empowering salespeople: Personal, managerial, and organizational perspectives

PSYCHOLOGY & MARKETING, Issue 2 2006
Rolph E. Anderson
The traditional seven steps of personal selling have remained virtually unchanged since the early 1900s. Meanwhile, the actual roles and duties of salespeople have pushed far into customer relationship management (CRM). Psychologically and professionally, salespeople need greater empowerment for their expanding CRM responsibilities. However, empowerment is a complex process requiring several individual, managerial, and organizational changes for successful implementation. As part of the empowerment process for its salespeople, companies need to provide supporting structures, processes, and incentives for customer-oriented behavior. At the same time, the Internet and other telecommunications advances in the macroenvironment are accelerating empowerment changes in personal selling,mainly on the customer side of the exchange. To effectively and efficiently carry out their growing yet still poorly defined CRM roles, salespeople need to be comprehensively empowered, trained, motivated, and rewarded. Companies that most effectively empower their salespeople should reap substantial rewards in profitability and loyalty from both their salespeople and customers. © 2006 Wiley Periodicals, Inc. [source]