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U.S. Organizations (u.s + organization)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

Do conflict management styles affect group decision making?

HUMAN COMMUNICATION RESEARCH, Issue 4 2000
Evidence from a longitudinal field study
This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles. [source]

The Elusive Underpinnings of U.S. Venturesomeness (If Not Prosperity),

JOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2009
Amar Bhidé
This article explores the question of how the U.S. economy has managed to maintain (or even increase) its lead over other nations in per capita income and the average productivity of its workforce. The answer provided in the author's recent book is that such productivity depends on the greater willingness and effectiveness of U.S. consumers and businesses in making use of innovations in products and business processes. But this begs the question: What accounts for the increase in the innovative capabilities or effectiveness of U.S. consumers and businesses, both over time and relative to that of their global counterparts? After starting with the conventional "supply-side" focus on low taxes, limited regulatory barriers, and strong property rights, the author goes on to shift the main emphasis to the following six "institutional" contributors to U.S. prosperity: ,Breadth of participation: the modern U.S. economy draws, to a greater extent than either its global competitors or the U.S. of a century ago, on the contributions of far more individuals both as developers and as users of new products. ,Organizational diversity and specialization: the evolution of new forms of organization in the U.S., from small venture capital-backed firms to huge public corporations with dispersed ownership, has enabled the system to use the contributions of many individuals more effectively. ,Changes in common beliefs and attitudes: greater receptiveness to technological change has accelerated the adoption of new products in all countries, but especially in the U.S. ,Increased pressure for growth: the "grow or die" imperative faced by U.S. businesses has encouraged them to look for help from new technologies. ,The professionalization of management and sales functions,a distinctively U.S. phenomenon whose beginnings can be traced to IBM in the 1920s,has improved the capacity of modern U.S. organizations to develop markets and use new products. ,The expansion of higher education, to a far greater extent in the U.S. than elsewhere, has increased the supply of individuals with habits and attitudes that improve their ability to develop and use innovations. [source]

Conflict in Business-to-Business e-Commerce (B2B): A Study of B2B Relational Structure and Perceptions of Conflict, Power, and Relationship Success

NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2010
Rhetta L. Standifer
Abstract This field study investigates how the relational structure of business-to-business (B2B) e-commerce relationships affects perceptions of conflict, power, and success in e-commerce relationships. Data from interviews with employees in 82 U.S. organizations reveal that employees in community-oriented B2B structures perceive themselves as experiencing more process conflict than do employees in buyer/supplier-oriented structures. Also, employees in community-oriented B2B structures perceive more organizational power. Furthermore, the B2B e-commerce relational structure was found to moderate the relationship between perceived organizational power and the number of reported conflict incidents. Specifically, in buyer/supplier structures, power differences were associated with low conflict and in community-oriented structures power differences were associated with high levels of conflict. [source]

New product development projects: The effects of organizational culture

PROJECT MANAGEMENT JOURNAL, Issue 4 2007
Walid Belassi
Abstract Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy-five percent of all business transformation projects fail (Collyer, 2000) and only 16% of U.S. IT projects are completed on time and on budget (Peled, 2000). In an attempt to overcome such a high project failure rate, this paper investigates the effects of organizational culture on the performance of particular types of projects: new product development (NPD) projects. Using data from 95 U.S. organizations, the study provides evidence of the significant effects of organizational culture on NPD projects. [source]