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Organizational Research (organizational + research)
Selected Abstracts,Have You Got a Boyfriend or are You Single?': On the Importance of Being ,Straight' in Organizational ResearchGENDER, WORK & ORGANISATION, Issue 3 2006Attila Bruni The article focuses on heterosexuality as a covert feature of organization studies as well as of organizational research. In fact, while organization studies have discussed the gendered and the gendering aspects of organizational practices and organizational theory, the implication of heterosexuality has yet to receive intensive analysis in these fields. And while the mutual and reflexive constitution of the observer and the observed has been the topic of a considerable amount of research, the dimension of (heterosexual) desire in this process of mutual constitution is still largely unexplored. Referring to three different episodes that occurred while the author was doing organizational ethnography, the article suggests that a heterosexual model of desire is called into action both in organizational and research activities and that focusing on it can be an occasion to question not only the gender (and heterosexual) biases of organizational practices but also the way in which gender and sexuality are mobilized while doing research. In particular, on the basis of the concept of cathexis, the article shows how heterosexuality is learnt and enacted as a situated practice and through a variety of processes: performing power, negotiating and displaying that one belongs to an organizational culture, obscuring the hetero-normativity of professional identities and neglecting the emotional engagement that characterizes research activities and that exposes the researcher to an otherwise vulnerable position. [source] ,In the Company of Men': A Reflexive Tale of Cultural Organizing in a Small OrganizationGENDER, WORK & ORGANISATION, Issue 4 2002Denise Fletcher A tale of fieldwork in a small organization is discussed in this article with a view to highlighting how social processes, cultural understandings and expressions of gender are produced during fieldwork interaction. The tale is told reflexively and retrospectively, recording an ongoing conversation about fieldwork experience. Central to the tale is discussion of how the researcher is drawn into ,culture,making' within the organization and the ways in which fieldwork interaction creates a ,space' through which organizational members engage with, work through and realize work,place values. In this article there are multiple levels of reflection. At one level it is examined how the organizational,researcher role of ,emotional nurturer' was constructed during fieldwork. At the same time some cultural insights drawn from ethnographic inquiry and intensive interviewing within the small organization are presented. The analysis is also shaped by a further layer of post,fieldwork reflection and interpretation which draws in emotional issues and expressions of gender. It is argued that a close scrutiny of fieldwork roles is important to organizational research in that it makes explicit how the researcher,,native' interaction is central to the theorizing process and how the researcher can become a participant in organizational culture,making. [source] Personality Testing and Industrial,Organizational Psychology: Reflections, Progress, and ProspectsINDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 3 2008LEAETTA M. HOUGH As the title suggests, this article takes a broad perspective on personality as it is conceptualized and measured in organizational research, and in the spirit of this Society for Industrial and Organizational Psychology journal, we framed the article as a series of 7 questions. These 7 questions deal with (1) personality and multidimensional models of performance, (2) personality taxonomies and the five-factor model, (3) the effects of situations on personality,performance relationships, (4) the incremental validity of personality over cognitive ability, (5) the need to differentiate personality constructs from personality measures, (6) the concern with faking on personality tests, and (7) the use of personality tests in attempting to address adverse impact. We dovetail these questions with our perspectives and insights in the hope that this will stimulate further discussion with our readership. [source] Boredom in the workplace: More than monotonous tasksINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 4 2009Lia Loukidou Boredom is an emotional state that has a long history in organizational research. Despite recent changes in technology and the organization of work, boredom remains a part of the experience of work. The available evidence indicates that boredom is associated mainly with negative individual and organizational outcomes. The authors organize the review of the antecedents of boredom around four major themes in the literature: boredom in relation to jobs; individual differences; social context; and goals and coping. The authors conclude that the major challenge for researchers is to provide an integrative account of boredom which subsumes multiple areas of research, and that one most promising avenue for future research requires further attention to boredom in relation to coping processes, pursuit and attainment of personal goals. [source] The industry settings of leading organizational research: the role of economic and non-economic factorsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2009Michael Boyer O'Leary Despite calls for attention to the role of context in organizational research, there have been no assessments of the distribution of industry contexts in organizational research. This paper explores that distribution in relation to the industry composition of the U.S. economy. Our analysis of 914 empirical field studies published in four leading journals from 1988 to 2002 reveals striking, persistent, and growing discrepancies between the industries that are economically important and the industries that have served as settings for organizational research. For example, education and manufacturing are oversampled in relation to their economic importance, while real estate, construction, wholesale, and retail are undersampled. We also develop and test a series of hypotheses predicting which industries serve as the contexts for leading research. Using negative binomial regression, we show that the percentage of recent MBA graduates in an industry and the percentage of employees with doctoral degrees in an industry predict the number of articles set in that industry, with the total number of employees and average establishment size in an industry enhancing the power of the model. We conclude by discussing the implications of our findings for advancing organizational theory and research methods. Copyright © 2008 John Wiley & Sons, Ltd. [source] The emerging positive agenda in organizations: greater than a trickle, but not yet a delugeJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2009Thomas A. Wright The evidence is clear regarding applied science's longstanding fascination with the negative aspects of organizational life. The purpose of this special issue of the Journal of Organizational Behavior is to tangibly demonstrate that the concept of a "positive psychology" is gaining importance in both psychology and organizational behavior. To that end, our lead article focuses on five topic areas. First, we provide a limited historical backdrop of positive organizational research. Second, we suggest the theoretical basis for why the current overwhelming emphasis on the negative. Next, we introduce the seven peer refereed articles contained in this special issue which, when considered together, highlight the varied application and potentially widespread benefits of studying the positive in organizational research. Fourth, incorporating the "point/counterpoint" JOB framework, we offer two varying, but insightful, perspectives on positive organizational research by Luthans and Avolio and Hackman. Finally, the article concludes with a discussion of how emerging research on the positive can be used to help build a stronger science of organizational behavior. Copyright © 2009 John Wiley & Sons, Ltd. [source] The challenges are organizational not just clinicalJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2006Ranga Ramanujam Contemporary hospitals fall far short in applying both state-of-the art clinical knowledge and management practices of known effectiveness. Organization and management practices in hospitals are shaped by four factors: their conflicting missions, a distinctive and largely professional workforce, demanding external environments, and a complex day-to-day task environment. This article identifies two critical organizing challenges that hospitals face: organizational learning and implementing effective high involvement management practices. It discusses how findings from organizational research, including articles in this special issue, identify solutions to the problems underlying these challenges. Copyright © 2006 John Wiley & Sons, Ltd. [source] Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2006Assaf Semadar Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self-monitoring, leadership self-efficacy, emotional intelligence and political skill) in the prediction of managerial job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self-monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd. [source] Formative Versus Reflective Indicators in Organizational Measure Development: A Comparison and Empirical IllustrationBRITISH JOURNAL OF MANAGEMENT, Issue 4 2006Adamantios Diamantopoulos A comparison is undertaken between scale development and index construction procedures to trace the implications of adopting a reflective versus formative perspective when creating multi-item measures for organizational research. Focusing on export coordination as an illustrative construct of interest, the results show that the choice of measurement perspective impacts on the content, parsimony and criterion validity of the derived coordination measures. Implications for practising researchers seeking to develop multi-item measures of organizational constructs are considered. [source] | ||||||||||