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Organizational Science (organizational + science)
Selected AbstractsToward a Theory of Familiness: A Social Capital PerspectiveENTREPRENEURSHIP THEORY AND PRACTICE, Issue 6 2008Allison W. Pearson In the search for ways in which the family firm context is unique to organizational science, the construct of "familiness" has been identified and defined as resources and capabilities that are unique to the family's involvement and interactions in the business. While identification and isolation of a construct unique to family firms is both groundbreaking and important for family firm research, it is also important that the development of the construct continues to be examined from complementing theoretical viewpoints. As such, we set out to review the development of the familiness construct and identify its dimensions. We also explore the nomological relationships of the construct based on a social capital theory perspective and offer a theory of familiness. [source] Employee satisfaction with meetings: A contemporary facet of job satisfactionHUMAN RESOURCE MANAGEMENT, Issue 2 2010Steven G. Rogelberg Abstract Given the ubiquity, time investment, and theoretical relevance of meetings to work attitudes, this study explored whether organizational science should consider employee satisfaction with meetings as a contemporary, important, and discrete facet of job satisfaction. Using affective events theory, we postulated that meetings are affect-generating events that meaningfully contribute to overall job satisfaction. Two surveys queried working adults: Study 1 used a paper-based survey (n = 201), while Study 2 used an Internet-based survey (n = 785). Satisfaction with meetings was positively related to and significantly predicted overall job satisfaction (p < .05) after controlling for individual difference variables (e.g., participant background variables, negative affect), traditional job satisfaction facets (e.g., work, supervision, pay), and other conceptually relevant constructs (e.g., satisfaction with communication, organizational commitment). Exploratory (Study 1) and confirmatory (Study 2) factor analyses provided evidence that meeting satisfaction is a distinct facet of job satisfaction. Finally, as hypothesized, the relationship between meeting satisfaction and job satisfaction depends in part upon the number of meetings typically attended. The relationship was stronger (more positive) when meeting demands were higher and weaker when meeting demands were lower. Implications for assessment, leadership development, on-boarding, and high potential initiatives are discussed. ©2010 Wiley Periodicals, Inc. [source] The allocation of prestigious positions in organizational science: accumulative advantage, sponsored mobility, and contest mobilityJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2005C. Chet Miller More than 200 freshly minted doctoral graduates enter the field of organization science every year. A non-trivial number of existing faculty members move from one university to another every year, while other organization science faculty leave academia to enter retirement, consulting, or industry. Despite the importance of this large, complex system of entries and exits, few attempts have been made to explicitly understand how the system works. Drawing upon sociology of science and careers research, we studied the underlying form of the position allocation system by focusing on the relative importance of research success and prior affiliations as antecedents of movement and stability across positions. We used three theoretical models: accumulative advantage, sponsored mobility, and contest mobility. Tracking hundreds of faculty members for 16 years post doctorate, we find a downward cascading of affiliation prestige over time that affects people more dramatically and quickly than we expected, especially women. Accumulative advantage, the most predictive of our models, does help to maintain relative but not absolute prestige, at least until its effects wane in later years of the career. These findings are relevant to scholars interested in the sociology of science, organization scholars interested in the underlying dynamics of their discipline, and individuals making career choices. Copyright © 2005 John Wiley & Sons, Ltd. [source] L'ajustement mutuel dans le fonctionnement organique du système multiorganisationnel d'aide et de services aux sans-abri de MontréalCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 1 2009Alain Dupuis Sommaire : Notre étude de l'organisation du secteur de l'aide et des services aux sans-abri à Montréal Centre met en lumière un système multiorganisationnel de services de santé et de services sociaux qui n'est pas intégré hiérarchiquement dans son ensemble et qui n'est pas soumis à une « entente de gestion et d'imputabilité» globale propre à une gestion fondée sur la normalisation des résultats. L'étude présente un système d'ensemble de type « organique » plutôt que bureaucratique, largement fondé sur des ajustements mutuels entre les nombreux acteurs publics et « communautaires » de ce secteur. La coordination des services se réalise alors essentiellement dans les interactions entre les intervenants alors qu'ils accomplissent leur travail, et ce avec le soutien des gestionnaires. À l'aide de nombreux extraits d'entrevues, nous étudions le fonctionnement de ce système « organique » sous la forme de trois catégories de processus d'ajustement mutuel qui se superposent et se complètent pour assurer la valeur des services : disjoint unilatéral, conjoint bilatéral et conjoint multilatéral. Selon les sciences de l'organisation, un tel système est potentiellement mieux adaptéà composer avec la complexité des connaissances et des valeurs caractéristiques des services humains, qu'un à système formellement intégré et contrôlé par des règles, des indicateurs et des cibles quantifiables. Abstract: This study of the organization of the sector dedicated to providing aid and services to the homeless in Central Montreal reveals a multiorganizational health and social services system that is neither hierarchically integrated as a whole nor subject to a comprehensive "management and accountability agreement" specific to standardized results-based management. The study details a comprehensive system that is "organic," rather than bureaucratic, and broadly organized based on mutual adjustments among the numerous public and "community" practitioners in this sector. The coordination of services is therefore essentially achieved through the interaction of the workers as they perform their jobs, with the support of management. This study draws on a number of extracts from interviews to examine how this "organic" system operates, in the form of three distinct processes of mutual adjustment that are superimposed and complementary to ensure the value of the services: "unilateral disjoined,""bilateral joined" and "multilateral joined." According to organizational science, this type of system is potentially more likely to address the complexities inherent in the knowledge and values that are characteristic of human services than a formally integrated system that is controlled by rules, indicators and quantifiable targets. [source] Best-practice recommendations for estimating interaction effects using moderated multiple regressionJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2010Herman Aguinis An interaction effect indicates that a relationship is contingent upon the values of another (moderator) variable. Thus, interaction effects describe conditions under which relationships change in strength and/or direction. Understanding interaction effects is essential for the advancement of the organizational sciences because they highlight a theory's boundary conditions. We describe procedures for estimating and interpreting interaction effects using moderated multiple regression (MMR). We distill the technical literature for a general readership of organizational science researchers and include specific best-practice recommendations regarding actions researchers can take before and after data collection to improve the accuracy of MMR-based conclusions regarding interaction effects. Copyright © 2010 John Wiley & Sons, Ltd. [source] | ||||||||||