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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Organizational Behavior</h1><div class="u-tcGrayDark">392,559 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Organizational Behavior</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Organizational_Behavior">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Organizational_Behavior/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Organizational_Behavior/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Organizational_Behavior/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Organizational_Behavior">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_900370" data-work_id="900370" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/900370/The_interaction_of_task_design_and_group_performance_strategies_in_determining_group_effectiveness_1">The interaction of task design and group performance strategies in determining group effectiveness* 1</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Norms controlling how members deal with performance strategies were altered experimentally in small task-oriented groups. The basic task required assembly of small electrical components. In one task condition (equal information) all... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_900370" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Norms controlling how members deal with performance strategies were altered experimentally in small task-oriented groups. The basic task required assembly of small electrical components. In one task condition (equal information) all task-relevant information was provided to each group member; in another (unequal information) it was spread unevenly among members, requiring exchange of information for optimum group performance. In the unequal information condition, an intervention inducing explicit discussion of task performance strategies improved group performance. In the equal information condition, effectiveness was increased by an intervention that reinforced existing norms against explicit discussion of performance strategies. Spontaneous discussion of strategy did not take place in control groups for either task condition, and control groups were lowest in performance effectiveness. Measures of interaction process and of member reactions to the group were affected substantially by the experimental interventions.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/900370" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6ca35b4914ce371849e284071a2a564a" rel="nofollow" data-download="{"attachment_id":51173842,"asset_id":900370,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51173842/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="165679" href="https://umich.academia.edu/JanetWeiss">Janet Weiss</a><script data-card-contents-for-user="165679" type="text/json">{"id":165679,"first_name":"Janet","last_name":"Weiss","domain_name":"umich","page_name":"JanetWeiss","display_name":"Janet Weiss","profile_url":"https://umich.academia.edu/JanetWeiss?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_900370 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="900370"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 900370, container: ".js-paper-rank-work_900370", }); });</script></li><li class="js-percentile-work_900370 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 900370; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_900370"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_900370 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="900370"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 900370; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=900370]").text(description); $(".js-view-count-work_900370").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_900370").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="900370"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a><script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=900370]'), work: {"id":900370,"title":"The interaction of task design and group performance strategies in determining group effectiveness* 1","created_at":"2011-09-09T02:00:40.402-07:00","url":"https://www.academia.edu/900370/The_interaction_of_task_design_and_group_performance_strategies_in_determining_group_effectiveness_1?f_ri=32","dom_id":"work_900370","summary":"Norms controlling how members deal with performance strategies were altered experimentally in small task-oriented groups. The basic task required assembly of small electrical components. In one task condition (equal information) all task-relevant information was provided to each group member; in another (unequal information) it was spread unevenly among members, requiring exchange of information for optimum group performance. In the unequal information condition, an intervention inducing explicit discussion of task performance strategies improved group performance. In the equal information condition, effectiveness was increased by an intervention that reinforced existing norms against explicit discussion of performance strategies. Spontaneous discussion of strategy did not take place in control groups for either task condition, and control groups were lowest in performance effectiveness. Measures of interaction process and of member reactions to the group were affected substantially by the experimental interventions.","downloadable_attachments":[{"id":51173842,"asset_id":900370,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":165679,"first_name":"Janet","last_name":"Weiss","domain_name":"umich","page_name":"JanetWeiss","display_name":"Janet Weiss","profile_url":"https://umich.academia.edu/JanetWeiss?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8116885" data-work_id="8116885" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8116885/Improvisation_Lab_A_workout_for_sustainability_OD_Network_Conference">Improvisation Lab: A workout for sustainability, OD Network Conference</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8116885" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="eb706932c55fa816ed0588cc7456e433" rel="nofollow" data-download="{"attachment_id":34625137,"asset_id":8116885,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" 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Emmel","profile_url":"https://fielding.academia.edu/TiffanyvonEmmel?f_ri=32","photo":"https://gravatar.com/avatar/7575445322fe732f1d10be3a29a4c77a?s=65"}</script></span></span></li><li class="js-paper-rank-work_8116885 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8116885"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8116885, container: ".js-paper-rank-work_8116885", }); });</script></li><li class="js-percentile-work_8116885 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 8116885; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_8116885"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_8116885 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="8116885"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 8116885; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=8116885]").text(description); $(".js-view-count-work_8116885").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8116885").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" 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Education","url":"https://www.academia.edu/Documents/in/Adult_Continuing_and_Professional_Education?f_ri=32"},{"id":9684,"name":"Somatics","url":"https://www.academia.edu/Documents/in/Somatics?f_ri=32"},{"id":19543,"name":"Somatic Psychology","url":"https://www.academia.edu/Documents/in/Somatic_Psychology?f_ri=32"},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=32"},{"id":36462,"name":"Pedagogy of Improvisation","url":"https://www.academia.edu/Documents/in/Pedagogy_of_Improvisation?f_ri=32"},{"id":65666,"name":"Human Capital, Leadership, Sustainability, Organization Effectiveness, Change Management","url":"https://www.academia.edu/Documents/in/Human_Capital_Leadership_Sustainability_Organization_Effectiveness_Change_Management?f_ri=32"},{"id":97915,"name":"Organization Development","url":"https://www.academia.edu/Documents/in/Organization_Development?f_ri=32"},{"id":329310,"name":"Ethical Leadership","url":"https://www.academia.edu/Documents/in/Ethical_Leadership?f_ri=32"},{"id":812475,"name":"Embodied Leadership","url":"https://www.academia.edu/Documents/in/Embodied_Leadership?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_10521594" data-work_id="10521594" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/10521594/Don_t_rock_the_boat_The_moderating_role_of_gender_in_the_relationship_between_workplace_incivility_and_work_withdrawal">Don’t rock the boat: The moderating role of gender in the relationship between workplace incivility and work withdrawal</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose – There is a vast array of literature which investigates the concept and impact of workplace incivility. Evidence suggests that compared to male employees, female employees tend to experience and put up more with workplace... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_10521594" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose – There is a vast array of literature which investigates the concept and impact of workplace incivility. Evidence suggests that compared to male employees, female employees tend to experience and put up more with workplace incivility. However, there is limited research on how this affects <br />female employee’s willingness to complete work-related tasks. The purpose of this paper is to set out to examine whether gender moderates the role between tolerance for workplace incivility and those behaviours characterised by work withdrawal. <br />Design/methodology/approach – In total, 317 employees from a range of business industries and governmental agencies completed a quantitative survey of measures relating to their work withdrawal behaviour and their perception of their workplaces’ tolerance for uncivil behaviours. <br />Findings – Results revealed that when females perceived high levels of tolerance for workplace incivility, they decreased their work withdrawal behaviour. No relationship between tolerance for workplace incivility and work withdrawal was found for males. <br />Research limitations/implications – The homogeneity of the sample, that is, the sample comprised predominantly of white-collar, White Australian workers. <br />Practical implications – Improve managers and organisations’ knowledge and understanding about deviant workplace behaviours – especially between male and female employees. <br />Originality/value – The paper adds to the work in the workplace incivility, diversity-gender and equity research area. Specifically, it highlights how male and female employees react when they <br />perceive that their workplace tolerates deviant behaviours. This knowledge will inform managers and their organisations of a more effective way of managing conflict.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/10521594" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e2979fe9f12d05edf3ac2037d1952322" rel="nofollow" data-download="{"attachment_id":36519502,"asset_id":10521594,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36519502/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="20631135" href="https://une-au.academia.edu/NatashaLoi">Natasha M Loi</a><script data-card-contents-for-user="20631135" type="text/json">{"id":20631135,"first_name":"Natasha","last_name":"Loi","domain_name":"une-au","page_name":"NatashaLoi","display_name":"Natasha M Loi","profile_url":"https://une-au.academia.edu/NatashaLoi?f_ri=32","photo":"https://0.academia-photos.com/20631135/6307242/7139489/s65_natasha.loi.png"}</script></span></span></li><li class="js-paper-rank-work_10521594 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="10521594"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 10521594, container: ".js-paper-rank-work_10521594", }); });</script></li><li class="js-percentile-work_10521594 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 10521594; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_10521594"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_10521594 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="10521594"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 10521594; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=10521594]").text(description); $(".js-view-count-work_10521594").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_10521594").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="10521594"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2919" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Culture">Organizational Culture</a>, <script data-card-contents-for-ri="2919" type="text/json">{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7024" rel="nofollow" href="https://www.academia.edu/Documents/in/Gender">Gender</a>, <script data-card-contents-for-ri="7024" type="text/json">{"id":7024,"name":"Gender","url":"https://www.academia.edu/Documents/in/Gender?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="37485" rel="nofollow" href="https://www.academia.edu/Documents/in/Incivility_in_the_Workplace">Incivility in the Workplace</a><script data-card-contents-for-ri="37485" type="text/json">{"id":37485,"name":"Incivility in the Workplace","url":"https://www.academia.edu/Documents/in/Incivility_in_the_Workplace?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=10521594]'), work: {"id":10521594,"title":"Don’t rock the boat: The moderating role of gender in the relationship between workplace incivility and work withdrawal","created_at":"2015-02-04T15:49:14.880-08:00","url":"https://www.academia.edu/10521594/Don_t_rock_the_boat_The_moderating_role_of_gender_in_the_relationship_between_workplace_incivility_and_work_withdrawal?f_ri=32","dom_id":"work_10521594","summary":"Purpose – There is a vast array of literature which investigates the concept and impact of workplace incivility. Evidence suggests that compared to male employees, female employees tend to experience and put up more with workplace incivility. However, there is limited research on how this affects\r\nfemale employee’s willingness to complete work-related tasks. The purpose of this paper is to set out to examine whether gender moderates the role between tolerance for workplace incivility and those behaviours characterised by work withdrawal.\r\nDesign/methodology/approach – In total, 317 employees from a range of business industries and governmental agencies completed a quantitative survey of measures relating to their work withdrawal behaviour and their perception of their workplaces’ tolerance for uncivil behaviours.\r\nFindings – Results revealed that when females perceived high levels of tolerance for workplace incivility, they decreased their work withdrawal behaviour. No relationship between tolerance for workplace incivility and work withdrawal was found for males.\r\nResearch limitations/implications – The homogeneity of the sample, that is, the sample comprised predominantly of white-collar, White Australian workers.\r\nPractical implications – Improve managers and organisations’ knowledge and understanding about deviant workplace behaviours – especially between male and female employees.\r\nOriginality/value – The paper adds to the work in the workplace incivility, diversity-gender and equity research area. Specifically, it highlights how male and female employees react when they\r\nperceive that their workplace tolerates deviant behaviours. This knowledge will inform managers and their organisations of a more effective way of managing conflict.","downloadable_attachments":[{"id":36519502,"asset_id":10521594,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":20631135,"first_name":"Natasha","last_name":"Loi","domain_name":"une-au","page_name":"NatashaLoi","display_name":"Natasha M Loi","profile_url":"https://une-au.academia.edu/NatashaLoi?f_ri=32","photo":"https://0.academia-photos.com/20631135/6307242/7139489/s65_natasha.loi.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32","nofollow":true},{"id":7024,"name":"Gender","url":"https://www.academia.edu/Documents/in/Gender?f_ri=32","nofollow":true},{"id":37485,"name":"Incivility in the Workplace","url":"https://www.academia.edu/Documents/in/Incivility_in_the_Workplace?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7398705" data-work_id="7398705" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7398705/Applying_the_science_of_complexity_to_the_question_of_organization">Applying the science of complexity to the question of organization</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In this master thesis, the question is explored of how complexity theory can inform and challenge the study of organizations. Complexity theory researches complex social and natural systems and the phenomena to which they give rise, such... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7398705" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this master thesis, the question is explored of how complexity theory can inform and challenge the study of organizations. Complexity theory researches complex social and natural systems and the phenomena to which they give rise, such as emergence, adaptiveness, self-organization and complexity. It has been suggested that (human) organizations are complex systems, being composed of many actors which, through local interactions, generate emergent behavior on the level of the organization as a whole. If this is true, it challenges many of the – implicit - assumptions we hold when thinking and writing about organizations. Drawing on complexity scholars and organization theorists such as Ralph Stacey, Paul Cilliers, and Edgar Morin, I analyze and critically evaluate (1) How complexity theory has been used in organizations studies so far (2) What theoretical and ethical consequences the insights from complexity theory hold for the way we think about organizations (3) What a theory of organization rooted in complexity studies could look like (4) How professionals working with organizations can develop an attitude that allows them to better deal with complexity in their practice. I conclude that complexity theory has important consequences for the way we think and work in organizations, proposing an approach which is not aimed at reducing complexity for those involved, but at engaging it from an attitude which is both modest and reflective. <br /> <br />My thesis was awarded with the Leo Polak Thesis Prize 2014 (second prize).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7398705" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="56c9245f501defb6f658e991e1f45e6f" rel="nofollow" data-download="{"attachment_id":33989048,"asset_id":7398705,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/33989048/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="330232" href="https://uvh.academia.edu/JLigthart">Jasper Ligthart</a><script data-card-contents-for-user="330232" type="text/json">{"id":330232,"first_name":"Jasper","last_name":"Ligthart","domain_name":"uvh","page_name":"JLigthart","display_name":"Jasper Ligthart","profile_url":"https://uvh.academia.edu/JLigthart?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_7398705 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7398705"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7398705, container: ".js-paper-rank-work_7398705", }); });</script></li><li class="js-percentile-work_7398705 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7398705; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7398705"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7398705 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7398705"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7398705; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7398705]").text(description); $(".js-view-count-work_7398705").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7398705").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7398705"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="904" rel="nofollow" href="https://www.academia.edu/Documents/in/Normative_Ethics">Normative Ethics</a>, <script data-card-contents-for-ri="904" type="text/json">{"id":904,"name":"Normative Ethics","url":"https://www.academia.edu/Documents/in/Normative_Ethics?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3155" rel="nofollow" href="https://www.academia.edu/Documents/in/Complexity_Theory">Complexity Theory</a><script data-card-contents-for-ri="3155" type="text/json">{"id":3155,"name":"Complexity Theory","url":"https://www.academia.edu/Documents/in/Complexity_Theory?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7398705]'), work: {"id":7398705,"title":"Applying the science of complexity to the question of organization","created_at":"2014-06-19T05:26:25.707-07:00","url":"https://www.academia.edu/7398705/Applying_the_science_of_complexity_to_the_question_of_organization?f_ri=32","dom_id":"work_7398705","summary":"In this master thesis, the question is explored of how complexity theory can inform and challenge the study of organizations. Complexity theory researches complex social and natural systems and the phenomena to which they give rise, such as emergence, adaptiveness, self-organization and complexity. It has been suggested that (human) organizations are complex systems, being composed of many actors which, through local interactions, generate emergent behavior on the level of the organization as a whole. If this is true, it challenges many of the – implicit - assumptions we hold when thinking and writing about organizations. Drawing on complexity scholars and organization theorists such as Ralph Stacey, Paul Cilliers, and Edgar Morin, I analyze and critically evaluate (1) How complexity theory has been used in organizations studies so far (2) What theoretical and ethical consequences the insights from complexity theory hold for the way we think about organizations (3) What a theory of organization rooted in complexity studies could look like (4) How professionals working with organizations can develop an attitude that allows them to better deal with complexity in their practice. I conclude that complexity theory has important consequences for the way we think and work in organizations, proposing an approach which is not aimed at reducing complexity for those involved, but at engaging it from an attitude which is both modest and reflective.\r\n\r\nMy thesis was awarded with the Leo Polak Thesis Prize 2014 (second prize).","downloadable_attachments":[{"id":33989048,"asset_id":7398705,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":330232,"first_name":"Jasper","last_name":"Ligthart","domain_name":"uvh","page_name":"JLigthart","display_name":"Jasper Ligthart","profile_url":"https://uvh.academia.edu/JLigthart?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":904,"name":"Normative Ethics","url":"https://www.academia.edu/Documents/in/Normative_Ethics?f_ri=32","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true},{"id":3155,"name":"Complexity Theory","url":"https://www.academia.edu/Documents/in/Complexity_Theory?f_ri=32","nofollow":true},{"id":6415,"name":"Organization Studies","url":"https://www.academia.edu/Documents/in/Organization_Studies?f_ri=32"},{"id":8367,"name":"Complexity","url":"https://www.academia.edu/Documents/in/Complexity?f_ri=32"},{"id":111423,"name":"Complexity Science","url":"https://www.academia.edu/Documents/in/Complexity_Science?f_ri=32"},{"id":1014880,"name":"Cilliers","url":"https://www.academia.edu/Documents/in/Cilliers?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41033790" data-work_id="41033790" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41033790/Lib%C3%A9rer_lentreprise_%C3%A7a_marche_">Libérer l'entreprise, ça marche ?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Dans un environnement instable et incertain, exigeant une forte capacité à donner du sens, mobiliser, réagir et s’adapter, les modes d’organisation et de management traditionnels en entreprise ont atteint leurs limites. Plutôt que la... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41033790" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Dans un environnement instable et incertain, exigeant une forte capacité à donner du sens, mobiliser, réagir et s’adapter, les modes d’organisation et de management traditionnels en entreprise ont atteint leurs limites. Plutôt que la défiance, l’autorité et le contrôle comme principes clés, l’entreprise a plus que jamais besoin de faire confiance à « ceux qui font », les responsabiliser, libérer leurs initiatives et s’appuyer autant que possible sur l’intelligence collective.<br /><br />Plusieurs entreprises se sont déjà engagées dans cette voie et des témoignages existent pour montrer tous les bienfaits de ces expériences. Mais quel crédit leur accorder, surtout quand on sait qu’ils émanent généralement soit de dirigeants qui sont à l’initiative de la transformation de leur entreprise, soit de salariés qui sont le plus souvent choisis pour témoigner ? Sans parler du fait que les entreprises qui ont connu des difficultés ou échoué à mener à bien leur transformation rechignent, bien souvent, à témoigner. Pour réussir à croire ces témoignages, il faudrait pouvoir observer les nouvelles formes d’organisation en action, les questionner et évaluer, d’un point de vue aussi indépendant et objectif que possible, leurs effets réels. Or, force est de constater que peu de travaux ayant adopté cette perspective ont été publiés à ce jour. D’où la question qui reste en suspens et que pose cet ouvrage : libérer l’entreprise, ça marche ?<br /><br />Pour y répondre, 8 études de cas ont été réunies dans cet ouvrage. Ces études sont portées par des disciplines variées : sciences de gestion, psychologie, ergonomie, philosophie. Chacune d’elles concerne une entreprise particulière (parfois deux), dont elle a cherché à comprendre l’origine et les modalités de la transformation ainsi que les effets qu’elle avait eus à travers plusieurs questions : comment la « libération » d’une entreprise impacte le management, son rôle et ses pratiques ? Comment est affectée la vie des collectifs de travail avec des acteurs rendus responsables et autonomes ? Est-ce que les principes de responsabilités et d’autonomie conduisent ces acteurs à réaliser leur travail différemment ? Si oui, est-ce que leurs performances en sont améliorées ? Et quels effets un tel changement a-t-il sur leur santé ?<br /><br />Les entreprises étudiées sont diverses de par leur taille et leurs secteurs d’activité. Cette diversité permettra au lecteur de découvrir différentes façons de mettre en pratique les principes de responsabilisation et d’autonomie. Et de constater que les effets réels que ces principes produisent sont parfois attendus, parfois beaucoup moins.<br /><br />Ont contribué à cet ouvrage : Matthieu Battistelli ; Thibaud Brière ; Jean-Luc Christin ; Thomas Coutrot ; Patrick Gilbert ; Théo Holtz ; Laurent Karsenty ; Domitille Léonard ; Sophie Marmorat ; Brigitte Nivet ; Nathalie Raulet-Croset ; Xavier Rétaux ; Ann-Charlotte Teglborg</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41033790" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a004538cf72a2485857106e368acf003" rel="nofollow" data-download="{"attachment_id":61310441,"asset_id":41033790,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/61310441/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3268237" href="https://cnam.academia.edu/laurentkarsenty">laurent karsenty</a><script data-card-contents-for-user="3268237" type="text/json">{"id":3268237,"first_name":"laurent","last_name":"karsenty","domain_name":"cnam","page_name":"laurentkarsenty","display_name":"laurent karsenty","profile_url":"https://cnam.academia.edu/laurentkarsenty?f_ri=32","photo":"https://0.academia-photos.com/3268237/35413775/30728159/s65_laurent.karsenty.jpg"}</script></span></span></li><li class="js-paper-rank-work_41033790 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41033790"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41033790, container: ".js-paper-rank-work_41033790", }); });</script></li><li class="js-percentile-work_41033790 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 41033790; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_41033790"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_41033790 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="41033790"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 41033790; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=41033790]").text(description); $(".js-view-count-work_41033790").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41033790").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41033790"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="803" rel="nofollow" href="https://www.academia.edu/Documents/in/Philosophy">Philosophy</a>, <script data-card-contents-for-ri="803" type="text/json">{"id":803,"name":"Philosophy","url":"https://www.academia.edu/Documents/in/Philosophy?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1649" rel="nofollow" href="https://www.academia.edu/Documents/in/Ergonomics">Ergonomics</a><script data-card-contents-for-ri="1649" type="text/json">{"id":1649,"name":"Ergonomics","url":"https://www.academia.edu/Documents/in/Ergonomics?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41033790]'), work: {"id":41033790,"title":"Libérer l'entreprise, ça marche ?","created_at":"2019-11-23T07:19:25.336-08:00","url":"https://www.academia.edu/41033790/Lib%C3%A9rer_lentreprise_%C3%A7a_marche_?f_ri=32","dom_id":"work_41033790","summary":"Dans un environnement instable et incertain, exigeant une forte capacité à donner du sens, mobiliser, réagir et s’adapter, les modes d’organisation et de management traditionnels en entreprise ont atteint leurs limites. Plutôt que la défiance, l’autorité et le contrôle comme principes clés, l’entreprise a plus que jamais besoin de faire confiance à « ceux qui font », les responsabiliser, libérer leurs initiatives et s’appuyer autant que possible sur l’intelligence collective.\n\nPlusieurs entreprises se sont déjà engagées dans cette voie et des témoignages existent pour montrer tous les bienfaits de ces expériences. Mais quel crédit leur accorder, surtout quand on sait qu’ils émanent généralement soit de dirigeants qui sont à l’initiative de la transformation de leur entreprise, soit de salariés qui sont le plus souvent choisis pour témoigner ? Sans parler du fait que les entreprises qui ont connu des difficultés ou échoué à mener à bien leur transformation rechignent, bien souvent, à témoigner. Pour réussir à croire ces témoignages, il faudrait pouvoir observer les nouvelles formes d’organisation en action, les questionner et évaluer, d’un point de vue aussi indépendant et objectif que possible, leurs effets réels. Or, force est de constater que peu de travaux ayant adopté cette perspective ont été publiés à ce jour. D’où la question qui reste en suspens et que pose cet ouvrage : libérer l’entreprise, ça marche ?\n\nPour y répondre, 8 études de cas ont été réunies dans cet ouvrage. Ces études sont portées par des disciplines variées : sciences de gestion, psychologie, ergonomie, philosophie. Chacune d’elles concerne une entreprise particulière (parfois deux), dont elle a cherché à comprendre l’origine et les modalités de la transformation ainsi que les effets qu’elle avait eus à travers plusieurs questions : comment la « libération » d’une entreprise impacte le management, son rôle et ses pratiques ? Comment est affectée la vie des collectifs de travail avec des acteurs rendus responsables et autonomes ? Est-ce que les principes de responsabilités et d’autonomie conduisent ces acteurs à réaliser leur travail différemment ? Si oui, est-ce que leurs performances en sont améliorées ? Et quels effets un tel changement a-t-il sur leur santé ?\n\nLes entreprises étudiées sont diverses de par leur taille et leurs secteurs d’activité. Cette diversité permettra au lecteur de découvrir différentes façons de mettre en pratique les principes de responsabilisation et d’autonomie. Et de constater que les effets réels que ces principes produisent sont parfois attendus, parfois beaucoup moins.\n\nOnt contribué à cet ouvrage : Matthieu Battistelli ; Thibaud Brière ; Jean-Luc Christin ; Thomas Coutrot ; Patrick Gilbert ; Théo Holtz ; Laurent Karsenty ; Domitille Léonard ; Sophie Marmorat ; Brigitte Nivet ; Nathalie Raulet-Croset ; Xavier Rétaux ; Ann-Charlotte Teglborg\n","downloadable_attachments":[{"id":61310441,"asset_id":41033790,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3268237,"first_name":"laurent","last_name":"karsenty","domain_name":"cnam","page_name":"laurentkarsenty","display_name":"laurent karsenty","profile_url":"https://cnam.academia.edu/laurentkarsenty?f_ri=32","photo":"https://0.academia-photos.com/3268237/35413775/30728159/s65_laurent.karsenty.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":803,"name":"Philosophy","url":"https://www.academia.edu/Documents/in/Philosophy?f_ri=32","nofollow":true},{"id":1649,"name":"Ergonomics","url":"https://www.academia.edu/Documents/in/Ergonomics?f_ri=32","nofollow":true},{"id":16289,"name":"Occupational Psychology","url":"https://www.academia.edu/Documents/in/Occupational_Psychology?f_ri=32"},{"id":59878,"name":"Management Sciences","url":"https://www.academia.edu/Documents/in/Management_Sciences?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_323954" data-work_id="323954" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/323954/Cheliotis_L_K_2006_Penal_Managerialism_from_within_Implications_for_Theory_and_Research_International_Journal_of_Law_and_Psychiatry_special_issue_on_Prisons_edited_by_N_Konrad_29_5_397_404">Cheliotis, L. K. (2006) ‘Penal Managerialism from within: Implications for Theory and Research’, International Journal of Law and Psychiatry (special issue on ‘Prisons’, edited by N. Konrad) 29(5): 397-404.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Unlike the bulk of penological scholarship dealing with managerialist reforms, this article calls for greater theoretical and research attention to the often pernicious impact of managerialism on criminal justice professionals. Much in an... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_323954" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Unlike the bulk of penological scholarship dealing with managerialist reforms, this article calls for greater theoretical and research attention to the often pernicious impact of managerialism on criminal justice professionals. Much in an ideal-typical fashion, light is shed on: the reasons why contemporary penal bureaucracies endeavor systematically to strip criminal justice work of its inherently affective nature; the structural forces that ensure control over officials; the processes by which those forces come into effect; and the human consequences of submission to totalitarian bureaucratic milieus. It is suggested that the heavy preoccupation of present-day penality with the predictability and calculability of outcomes entails the atomization of professionals and the dehumanization of their work. This is achieved through a kaleidoscope of direct and indirect mechanisms that naturalize and/or legitimate acquiescence.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/323954" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="86501dbaf5ebededc9570cf61150c1f6" rel="nofollow" data-download="{"attachment_id":24874194,"asset_id":323954,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/24874194/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="245754" href="https://lse.academia.edu/LeonidasCheliotis">Leonidas Cheliotis</a><script data-card-contents-for-user="245754" type="text/json">{"id":245754,"first_name":"Leonidas","last_name":"Cheliotis","domain_name":"lse","page_name":"LeonidasCheliotis","display_name":"Leonidas Cheliotis","profile_url":"https://lse.academia.edu/LeonidasCheliotis?f_ri=32","photo":"https://0.academia-photos.com/245754/334703/15254715/s65_leonidas.cheliotis.png"}</script></span></span></li><li class="js-paper-rank-work_323954 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="323954"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 323954, container: ".js-paper-rank-work_323954", }); });</script></li><li class="js-percentile-work_323954 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 323954; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_323954"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_323954 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="323954"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 323954; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=323954]").text(description); $(".js-view-count-work_323954").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_323954").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="323954"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a>, <script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="189" rel="nofollow" href="https://www.academia.edu/Documents/in/Criminology">Criminology</a>, <script data-card-contents-for-ri="189" type="text/json">{"id":189,"name":"Criminology","url":"https://www.academia.edu/Documents/in/Criminology?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="534" rel="nofollow" href="https://www.academia.edu/Documents/in/Law">Law</a><script data-card-contents-for-ri="534" type="text/json">{"id":534,"name":"Law","url":"https://www.academia.edu/Documents/in/Law?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=323954]'), work: {"id":323954,"title":"Cheliotis, L. K. (2006) ‘Penal Managerialism from within: Implications for Theory and Research’, International Journal of Law and Psychiatry (special issue on ‘Prisons’, edited by N. Konrad) 29(5): 397-404.","created_at":"2010-09-11T23:03:59.254-07:00","url":"https://www.academia.edu/323954/Cheliotis_L_K_2006_Penal_Managerialism_from_within_Implications_for_Theory_and_Research_International_Journal_of_Law_and_Psychiatry_special_issue_on_Prisons_edited_by_N_Konrad_29_5_397_404?f_ri=32","dom_id":"work_323954","summary":"Unlike the bulk of penological scholarship dealing with managerialist reforms, this article calls for greater theoretical and research attention to the often pernicious impact of managerialism on criminal justice professionals. Much in an ideal-typical fashion, light is shed on: the reasons why contemporary penal bureaucracies endeavor systematically to strip criminal justice work of its inherently affective nature; the structural forces that ensure control over officials; the processes by which those forces come into effect; and the human consequences of submission to totalitarian bureaucratic milieus. It is suggested that the heavy preoccupation of present-day penality with the predictability and calculability of outcomes entails the atomization of professionals and the dehumanization of their work. This is achieved through a kaleidoscope of direct and indirect mechanisms that naturalize and/or legitimate acquiescence.","downloadable_attachments":[{"id":24874194,"asset_id":323954,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":245754,"first_name":"Leonidas","last_name":"Cheliotis","domain_name":"lse","page_name":"LeonidasCheliotis","display_name":"Leonidas Cheliotis","profile_url":"https://lse.academia.edu/LeonidasCheliotis?f_ri=32","photo":"https://0.academia-photos.com/245754/334703/15254715/s65_leonidas.cheliotis.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true},{"id":189,"name":"Criminology","url":"https://www.academia.edu/Documents/in/Criminology?f_ri=32","nofollow":true},{"id":534,"name":"Law","url":"https://www.academia.edu/Documents/in/Law?f_ri=32","nofollow":true},{"id":537,"name":"Criminal Justice","url":"https://www.academia.edu/Documents/in/Criminal_Justice?f_ri=32"},{"id":767,"name":"Anthropology","url":"https://www.academia.edu/Documents/in/Anthropology?f_ri=32"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=32"},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32"},{"id":1562,"name":"Sociology of Law","url":"https://www.academia.edu/Documents/in/Sociology_of_Law?f_ri=32"},{"id":3768,"name":"Legal Anthropology","url":"https://www.academia.edu/Documents/in/Legal_Anthropology?f_ri=32"},{"id":5709,"name":"Politics","url":"https://www.academia.edu/Documents/in/Politics?f_ri=32"},{"id":8230,"name":"Socio-legal studies","url":"https://www.academia.edu/Documents/in/Socio-legal_studies?f_ri=32"},{"id":51618,"name":"Prisons","url":"https://www.academia.edu/Documents/in/Prisons?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1906525" data-work_id="1906525" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/1906525/Navigating_Human_Service_Organizations_3rd_edition_">Navigating Human Service Organizations (3rd. edition)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1906525" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations. <br /> <br />This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them. <br /> <br />Features <br /> <br />• <br />Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills <br />• <br />Updated examples, case studies, and references throughout the book <br />• <br />Key points and discussion questions following each chapter <br />• <br />Updated instructor’s manual available online as a PDF or Word document"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1906525" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="23e57c120bb1129729d3014d05ebd4cf" rel="nofollow" data-download="{"attachment_id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32624927/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1808674" href="https://tacoma-washington.academia.edu/RichFurman">Rich Furman</a><script data-card-contents-for-user="1808674" type="text/json">{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=32","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}</script></span></span></li><li class="js-paper-rank-work_1906525 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1906525"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1906525, container: ".js-paper-rank-work_1906525", }); 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href="https://www.academia.edu/23855711/She_Ji_The_Journal_of_Design_Economics_and_Innovation_Vol_1_No_2_PDF_Facsimile_">She Ji. The Journal of Design, Economics, and Innovation. Vol. 1, No. 2. (PDF Facsimile)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">She Ji is a peer-reviewed, trans-disciplinary design journal with a focus on economics and innovation, design process and design thinking. The journal invites papers that enrich the understanding and practice that enable design innovation... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_23855711" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">She Ji is a peer-reviewed, trans-disciplinary design journal with a focus on economics and innovation, design process and design thinking. The journal invites papers that enrich the understanding and practice that enable design innovation in industry, business, non-profit services, and government through economic and social value creation. These papers may explore how design thinking can inform wider social, managerial, and intellectual discourses with an added focus on strategy and management. She Ji also publishes articles in research methods and methodology, philosophy, and philosophy of science to support the core journal area.<br /><br />She Ji is fully open access. Tongji University and Tongji University Press support She Ji as a contribution to the design field and a public service to design research. Authors are not liable for any publication charges and all published articles are accessible free of charge from the journal web site at URL:<br /><br /><a href="http://www.journals.elsevier.com/she-ji-the-journal-of-design-economics-and-innovation/" rel="nofollow">http://www.journals.elsevier.com/she-ji-the-journal-of-design-economics-and-innovation/</a></div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/23855711" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="29450b2c36c20373b689ff4b007fc05f" rel="nofollow" data-download="{"attachment_id":44249905,"asset_id":23855711,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44249905/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="28209" href="https://tongji.academia.edu/KenFriedman">Ken Friedman</a><script data-card-contents-for-user="28209" type="text/json">{"id":28209,"first_name":"Ken","last_name":"Friedman","domain_name":"tongji","page_name":"KenFriedman","display_name":"Ken Friedman","profile_url":"https://tongji.academia.edu/KenFriedman?f_ri=32","photo":"https://0.academia-photos.com/28209/9195/1357766/s65_ken.friedman.jpeg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-23855711">+4</span><div class="hidden js-additional-users-23855711"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ucsd.academia.edu/DNorman">Don Norman</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/KeesDorst">Kees Dorst</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://uoregon.academia.edu/JerryDiethelm">Jerry Diethelm</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/louyongqi">lou yongqi</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-23855711'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-23855711').html(); 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itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38404876/The_Future_of_the_Organizations_Draft_Chapter_1_Man_Society_and_Organization_by_Noah_Chancellor_pdf">The Future of the Organizations. Draft Chapter 1 Man, Society, and Organization by Noah Chancellor.pdf</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The ineffective governance, irresponsible management, and poor company performance will ‎continue ‎to ‎ravage the businesses, shareholders, employees, and the society, where the ‎perpetrators go free, careers come to a halt, ‎shareholders... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38404876" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The ineffective governance, irresponsible management, and poor company performance will ‎continue ‎to ‎ravage the businesses, shareholders, employees, and the society, where the ‎perpetrators go free, careers come to a halt, ‎shareholders ‎lose money, suppliers are out of ‎business, and employees struggle to make ends meet. However, running an organization in today’s world is becoming quite a complicated endeavor. When ‎managers reach out to gain theoretical or practical advice they quickly realize that the sum total of available ‎knowledge is fragmented, narrowly relevant or mostly impractical. ‎Thereore, there is a need for a profoundly simple, coherent, and all-encompassing advice</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38404876" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d92afd996063b6e0596939d16be201c6" rel="nofollow" data-download="{"attachment_id":58462540,"asset_id":38404876,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58462540/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2520815" href="https://independent.academia.edu/NoahChancellor">Noah Chancellor</a><script data-card-contents-for-user="2520815" type="text/json">{"id":2520815,"first_name":"Noah","last_name":"Chancellor","domain_name":"independent","page_name":"NoahChancellor","display_name":"Noah Chancellor","profile_url":"https://independent.academia.edu/NoahChancellor?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_38404876 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38404876"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38404876, container: ".js-paper-rank-work_38404876", }); 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$(".js-view-count[data-work-id=38404876]").text(description); $(".js-view-count-work_38404876").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38404876").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38404876"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2919" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Culture">Organizational Culture</a>, <script data-card-contents-for-ri="2919" type="text/json">{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3345" rel="nofollow" href="https://www.academia.edu/Documents/in/International_organizations">International organizations</a><script data-card-contents-for-ri="3345" type="text/json">{"id":3345,"name":"International organizations","url":"https://www.academia.edu/Documents/in/International_organizations?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38404876]'), work: {"id":38404876,"title":"The Future of the Organizations. Draft Chapter 1 Man, Society, and Organization by Noah Chancellor.pdf","created_at":"2019-02-21T03:55:01.030-08:00","url":"https://www.academia.edu/38404876/The_Future_of_the_Organizations_Draft_Chapter_1_Man_Society_and_Organization_by_Noah_Chancellor_pdf?f_ri=32","dom_id":"work_38404876","summary":"The ineffective governance, irresponsible management, and poor company performance will ‎continue ‎to ‎ravage the businesses, shareholders, employees, and the society, where the ‎perpetrators go free, careers come to a halt, ‎shareholders ‎lose money, suppliers are out of ‎business, and employees struggle to make ends meet. However, running an organization in today’s world is becoming quite a complicated endeavor. When ‎managers reach out to gain theoretical or practical advice they quickly realize that the sum total of available ‎knowledge is fragmented, narrowly relevant or mostly impractical. ‎Thereore, there is a need for a profoundly simple, coherent, and all-encompassing advice","downloadable_attachments":[{"id":58462540,"asset_id":38404876,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2520815,"first_name":"Noah","last_name":"Chancellor","domain_name":"independent","page_name":"NoahChancellor","display_name":"Noah Chancellor","profile_url":"https://independent.academia.edu/NoahChancellor?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32","nofollow":true},{"id":3345,"name":"International organizations","url":"https://www.academia.edu/Documents/in/International_organizations?f_ri=32","nofollow":true},{"id":4965,"name":"Performance Management","url":"https://www.academia.edu/Documents/in/Performance_Management?f_ri=32"},{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=32"},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37704823" data-work_id="37704823" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37704823/The_Making_and_Unmaking_of_Borders">The Making and Unmaking of Borders</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This short essay explores the meaning of crossing borders in contemporary times. Borders are proliferating at a rapid rate, and paradoxically they are also being eroded at a rapid rate. This essay claims that this 'making and unmaking of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37704823" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This short essay explores the meaning of crossing borders in contemporary times. Borders are proliferating at a rapid rate, and paradoxically they are also being eroded at a rapid rate. This essay claims that this 'making and unmaking of borders' has a profound social impact, and is a central concern in our personal lives and in wider societal and political realms. The making and unmaking of borders produces fear, anxiety, security, liberation and emancipation depending on where you are in relation to the border. Dr Western explores borders utilising a psycho-social lens, revealing how we constantly have to cross and navigate borders, in the 'real world', digital and virtual world, and in our emotional worlds.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37704823" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="07f9eb9432b47e1222415febcb3ce504" rel="nofollow" data-download="{"attachment_id":58517155,"asset_id":37704823,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58517155/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="363686" href="https://lums-uk.academia.edu/SimonWestern">Simon Western</a><script data-card-contents-for-user="363686" type="text/json">{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}</script></span></span></li><li class="js-paper-rank-work_37704823 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37704823"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37704823, container: ".js-paper-rank-work_37704823", }); 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$(".js-view-count[data-work-id=37704823]").text(description); $(".js-view-count-work_37704823").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37704823").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37704823"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" rel="nofollow" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a><script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37704823]'), work: {"id":37704823,"title":"The Making and Unmaking of Borders","created_at":"2018-11-05T05:11:20.784-08:00","url":"https://www.academia.edu/37704823/The_Making_and_Unmaking_of_Borders?f_ri=32","dom_id":"work_37704823","summary":"This short essay explores the meaning of crossing borders in contemporary times. Borders are proliferating at a rapid rate, and paradoxically they are also being eroded at a rapid rate. This essay claims that this 'making and unmaking of borders' has a profound social impact, and is a central concern in our personal lives and in wider societal and political realms. The making and unmaking of borders produces fear, anxiety, security, liberation and emancipation depending on where you are in relation to the border. Dr Western explores borders utilising a psycho-social lens, revealing how we constantly have to cross and navigate borders, in the 'real world', digital and virtual world, and in our emotional worlds.","downloadable_attachments":[{"id":58517155,"asset_id":37704823,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=32","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true},{"id":188,"name":"Cultural Studies","url":"https://www.academia.edu/Documents/in/Cultural_Studies?f_ri=32"},{"id":244,"name":"Psychoanalysis","url":"https://www.academia.edu/Documents/in/Psychoanalysis?f_ri=32"},{"id":248,"name":"Social Psychology","url":"https://www.academia.edu/Documents/in/Social_Psychology?f_ri=32"},{"id":767,"name":"Anthropology","url":"https://www.academia.edu/Documents/in/Anthropology?f_ri=32"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=32"},{"id":2858,"name":"Popular Culture","url":"https://www.academia.edu/Documents/in/Popular_Culture?f_ri=32"},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32"},{"id":3499,"name":"Social and Cultural Anthropology","url":"https://www.academia.edu/Documents/in/Social_and_Cultural_Anthropology?f_ri=32"},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32"},{"id":8338,"name":"Jacques Lacan","url":"https://www.academia.edu/Documents/in/Jacques_Lacan?f_ri=32"},{"id":12857,"name":"Technology and Society","url":"https://www.academia.edu/Documents/in/Technology_and_Society?f_ri=32"},{"id":18113,"name":"Anthropology of Borders","url":"https://www.academia.edu/Documents/in/Anthropology_of_Borders?f_ri=32"},{"id":59470,"name":"Borders and Frontiers","url":"https://www.academia.edu/Documents/in/Borders_and_Frontiers?f_ri=32"},{"id":126773,"name":"Pscyhology","url":"https://www.academia.edu/Documents/in/Pscyhology?f_ri=32"},{"id":249304,"name":"Borders and Borderlands","url":"https://www.academia.edu/Documents/in/Borders_and_Borderlands?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4752363" data-work_id="4752363" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4752363/EMPLOYEE_ENGAGEMENT_ENGAGING_EMPLOYEES_AT_WORK_PLACE">EMPLOYEE ENGAGEMENT : ENGAGING EMPLOYEES AT WORK PLACE</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The engagement has been described as a fulfilling, positive work-related experience and state of mind, and has been found to be related to good health and positive work affect. These positive experiences and emotions are likely to result... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4752363" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The engagement has been described as a fulfilling, positive work-related experience and state of mind, and has been found to be related to good health and positive work affect. These positive experiences and emotions are likely to result in positive work outcomes. An individual's expressed intention to leave their organisation is generally regarded as an important measure of how they are feeling about their work. Engaged employees are likely to have a greater attachment to their organisation and a lower tendency to quit. Engaged employees are less likely to leave their employer. Researches have found that employee engagement is on the decline and there is a deepening disengagement among employees today. According to Buckingham such employees were "intent on sharing with colleagues the many reasons for which they believe their organisation is such a rotten place to work". The study also found that the longer employees remained with an organisation, the more disengaged they became. According to Brim (2002) such evidence indicates that for most employees, the first year on the job is their best and thereafter it is 'downhill'. One challenge for employers is to find ways of renewing employees' engagement levels through the duration of their employment. Employee involvement suggests that the root of employee disengagement is poor management, whereby employees do not have good working relationships with their managers and are denied the opportunity to communicate and have some power in decision-making, let alone receive information from their managers. Employees are in need of managers who care and who are seen to be committed to their organisation. Only then can managers lure employees into putting discretionary effort into their work.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4752363" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cf73c4b214fcea1f81f208f69a999b75" rel="nofollow" data-download="{"attachment_id":32063560,"asset_id":4752363,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32063560/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3194628" href="https://iaeme.academia.edu/iaeme">iaeme iaeme</a><script data-card-contents-for-user="3194628" type="text/json">{"id":3194628,"first_name":"iaeme","last_name":"iaeme","domain_name":"iaeme","page_name":"iaeme","display_name":"iaeme iaeme","profile_url":"https://iaeme.academia.edu/iaeme?f_ri=32","photo":"https://0.academia-photos.com/3194628/1050736/2712104/s65_iaeme.iaeme.png"}</script></span></span></li><li class="js-paper-rank-work_4752363 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4752363"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4752363, container: ".js-paper-rank-work_4752363", }); 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$(".js-view-count[data-work-id=4752363]").text(description); $(".js-view-count-work_4752363").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4752363").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4752363"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="17082" rel="nofollow" href="https://www.academia.edu/Documents/in/Employee_engagement">Employee engagement</a>, <script data-card-contents-for-ri="17082" type="text/json">{"id":17082,"name":"Employee engagement","url":"https://www.academia.edu/Documents/in/Employee_engagement?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="111932" rel="nofollow" href="https://www.academia.edu/Documents/in/Work_Engagement">Work Engagement</a><script data-card-contents-for-ri="111932" type="text/json">{"id":111932,"name":"Work Engagement","url":"https://www.academia.edu/Documents/in/Work_Engagement?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4752363]'), work: {"id":4752363,"title":"EMPLOYEE ENGAGEMENT : ENGAGING EMPLOYEES AT WORK PLACE","created_at":"2013-10-11T20:08:19.320-07:00","url":"https://www.academia.edu/4752363/EMPLOYEE_ENGAGEMENT_ENGAGING_EMPLOYEES_AT_WORK_PLACE?f_ri=32","dom_id":"work_4752363","summary":"The engagement has been described as a fulfilling, positive work-related experience and state of mind, and has been found to be related to good health and positive work affect. These positive experiences and emotions are likely to result in positive work outcomes. An individual's expressed intention to leave their organisation is generally regarded as an important measure of how they are feeling about their work. Engaged employees are likely to have a greater attachment to their organisation and a lower tendency to quit. Engaged employees are less likely to leave their employer. Researches have found that employee engagement is on the decline and there is a deepening disengagement among employees today. According to Buckingham such employees were \"intent on sharing with colleagues the many reasons for which they believe their organisation is such a rotten place to work\". The study also found that the longer employees remained with an organisation, the more disengaged they became. According to Brim (2002) such evidence indicates that for most employees, the first year on the job is their best and thereafter it is 'downhill'. One challenge for employers is to find ways of renewing employees' engagement levels through the duration of their employment. Employee involvement suggests that the root of employee disengagement is poor management, whereby employees do not have good working relationships with their managers and are denied the opportunity to communicate and have some power in decision-making, let alone receive information from their managers. Employees are in need of managers who care and who are seen to be committed to their organisation. Only then can managers lure employees into putting discretionary effort into their work.","downloadable_attachments":[{"id":32063560,"asset_id":4752363,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3194628,"first_name":"iaeme","last_name":"iaeme","domain_name":"iaeme","page_name":"iaeme","display_name":"iaeme iaeme","profile_url":"https://iaeme.academia.edu/iaeme?f_ri=32","photo":"https://0.academia-photos.com/3194628/1050736/2712104/s65_iaeme.iaeme.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true},{"id":17082,"name":"Employee engagement","url":"https://www.academia.edu/Documents/in/Employee_engagement?f_ri=32","nofollow":true},{"id":111932,"name":"Work Engagement","url":"https://www.academia.edu/Documents/in/Work_Engagement?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_23652213" data-work_id="23652213" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/23652213/Introduction_The_Iron_Law_of_Megaproject_Management">Introduction: The Iron Law of Megaproject Management</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Megaprojects are large, they are constantly growing ever larger, and more and more are being built in what has been called the biggest investment boom in history. This chapter serves as an introduction to megaprojects, and to The Oxford... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_23652213" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Megaprojects are large, they are constantly growing ever larger, and more and more are being built in what has been called the biggest investment boom in history. This chapter serves as an introduction to megaprojects, and to The Oxford Handbook of Megaproject Management. First, megaprojects are defined and the size of the global megaprojects business is estimated. Second, drivers of the megaproject boom are identified, including monumentalism and the technological sublime. Third, ten things you must know about megaprojects are detailed, from their tendency to suffer from uniqueness bias to their overexposure to black-swan events. Fourth, the "iron law of megaprojects" is identified as a main challenge to megaproject management: "Over budget, over time, under benefits, over and over again." Finally, the main structure of the Handbook is set out as covering the what, the why, and the how of megaproject management, in terms of the challenges, causes, and cures that students of megaprojects must decipher to better understand and better manage megaprojects.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/23652213" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="46bcf0cd3c04e7c45afdde832625ae0c" rel="nofollow" data-download="{"attachment_id":53341116,"asset_id":23652213,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53341116/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="81790" href="https://oxford.academia.edu/BentFlyvbjerg">Bent Flyvbjerg</a><script data-card-contents-for-user="81790" type="text/json">{"id":81790,"first_name":"Bent","last_name":"Flyvbjerg","domain_name":"oxford","page_name":"BentFlyvbjerg","display_name":"Bent Flyvbjerg","profile_url":"https://oxford.academia.edu/BentFlyvbjerg?f_ri=32","photo":"https://0.academia-photos.com/81790/22737/1557553/s65_bent.flyvbjerg.jpg"}</script></span></span></li><li class="js-paper-rank-work_23652213 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="23652213"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 23652213, container: ".js-paper-rank-work_23652213", }); 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This chapter serves as an introduction to megaprojects, and to The Oxford Handbook of Megaproject Management. First, megaprojects are defined and the size of the global megaprojects business is estimated. Second, drivers of the megaproject boom are identified, including monumentalism and the technological sublime. Third, ten things you must know about megaprojects are detailed, from their tendency to suffer from uniqueness bias to their overexposure to black-swan events. Fourth, the \"iron law of megaprojects\" is identified as a main challenge to megaproject management: \"Over budget, over time, under benefits, over and over again.\" Finally, the main structure of the Handbook is set out as covering the what, the why, and the how of megaproject management, in terms of the challenges, causes, and cures that students of megaprojects must decipher to better understand and better manage megaprojects.","downloadable_attachments":[{"id":53341116,"asset_id":23652213,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":81790,"first_name":"Bent","last_name":"Flyvbjerg","domain_name":"oxford","page_name":"BentFlyvbjerg","display_name":"Bent Flyvbjerg","profile_url":"https://oxford.academia.edu/BentFlyvbjerg?f_ri=32","photo":"https://0.academia-photos.com/81790/22737/1557553/s65_bent.flyvbjerg.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=32","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=32","nofollow":true},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=32"},{"id":48,"name":"Engineering","url":"https://www.academia.edu/Documents/in/Engineering?f_ri=32"},{"id":55,"name":"Environmental 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34284168" data-work_id="34284168" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34284168/Dokuzuncu_B%C3%B6l%C3%BCm_Turist_Rehberlerinin_Verimlili%C4%9Fini_Etkileyen_Psikolojik_Fakt%C3%B6rler">Dokuzuncu Bölüm: Turist Rehberlerinin Verimliliğini Etkileyen Psikolojik Faktörler</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Turist rehberleri, ulusal ve bölgesel açıdan turizm sektörünün ilerlemesinde anahtar bir rol oynamaktadır. Özellikle bir turist rehberi bağlı olduğu ülkenin elçisi, temsilcisi niteliğindedir. Turistler ülkeye geldiklerinde onları... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34284168" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Turist rehberleri, ulusal ve bölgesel açıdan turizm sektörünün ilerlemesinde anahtar bir rol oynamaktadır. Özellikle bir turist rehberi bağlı olduğu ülkenin elçisi, temsilcisi niteliğindedir. Turistler ülkeye geldiklerinde onları karşılayan, ilgilenen ve bu konuda en büyük sorumluluğa sahip olan kişi turist rehberleridir. Dolasıyla turist rehberi bir ülkenin tanıtımında söz sahibi, ülkenin kültürel, doğal ve tarihi değerlerinin, gelenek ve göreneklerinin tanıtıcısı niteliğindedir. Taşıdıkları bu hayati önem, turist rehberlerinin mesleklerini en nitelikli şekilde icra etmelerini gerekli kılmaktadır. Turist rehberliği mesleğinin layıkıyla yapılabilmesi için rehberlerin nitelikleri dışında bağlı olduğu seyahat acentasının ona sunduğu imkanlar ve işbirliği içinde olduğu kişi ve kurumların rehbere olan tutum ve yaklaşımları da önem arz etmektedir. Turist rehberlerinin performansını etkileyen; verimliliğini etkileyen pek çok faktör bulunmaktadır.  Bu bölümde; turist rehberlerinin iş verimliliği ve performanslarını, psikolojilerini doğrudan veya dolaylı olarak, olumlu ve/veya olumsuz şekilde etkileyen stres, mobbing, iş tatmini, motivasyon gibi kavramlar ele alınmış ve turist rehberlerinin sosyo-kültürel yaşamları çerçevesinde irdelenmiştir.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34284168" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="62f50f0d22fb8d8907b7b62ac0ccac0e" rel="nofollow" data-download="{"attachment_id":54190188,"asset_id":34284168,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54190188/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="20888836" href="https://sinop.academia.edu/G%C3%BClErkol">Gül Erkol Bayram</a><script data-card-contents-for-user="20888836" type="text/json">{"id":20888836,"first_name":"Gül","last_name":"Erkol Bayram","domain_name":"sinop","page_name":"GülErkol","display_name":"Gül Erkol Bayram","profile_url":"https://sinop.academia.edu/G%C3%BClErkol?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_34284168 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34284168"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34284168, container: ".js-paper-rank-work_34284168", }); 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Özellikle bir turist rehberi bağlı olduğu ülkenin elçisi, temsilcisi niteliğindedir. Turistler ülkeye geldiklerinde onları karşılayan, ilgilenen ve bu konuda en büyük sorumluluğa sahip olan kişi turist rehberleridir. Dolasıyla turist rehberi bir ülkenin tanıtımında söz sahibi, ülkenin kültürel, doğal ve tarihi değerlerinin, gelenek ve göreneklerinin tanıtıcısı niteliğindedir. Taşıdıkları bu hayati önem, turist rehberlerinin mesleklerini en nitelikli şekilde icra etmelerini gerekli kılmaktadır. Turist rehberliği mesleğinin layıkıyla yapılabilmesi için rehberlerin nitelikleri dışında bağlı olduğu seyahat acentasının ona sunduğu imkanlar ve işbirliği içinde olduğu kişi ve kurumların rehbere olan tutum ve yaklaşımları da önem arz etmektedir. Turist rehberlerinin performansını etkileyen; verimliliğini etkileyen pek çok faktör bulunmaktadır. Bu bölümde; turist rehberlerinin iş verimliliği ve performanslarını, psikolojilerini doğrudan veya dolaylı olarak, olumlu ve/veya olumsuz şekilde etkileyen stres, mobbing, iş tatmini, motivasyon gibi kavramlar ele alınmış ve turist rehberlerinin sosyo-kültürel yaşamları çerçevesinde irdelenmiştir.","downloadable_attachments":[{"id":54190188,"asset_id":34284168,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":20888836,"first_name":"Gül","last_name":"Erkol Bayram","domain_name":"sinop","page_name":"GülErkol","display_name":"Gül Erkol Bayram","profile_url":"https://sinop.academia.edu/G%C3%BClErkol?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":56033,"name":"Tour Guiding","url":"https://www.academia.edu/Documents/in/Tour_Guiding?f_ri=32","nofollow":true},{"id":181797,"name":"Çalışma Psikolojisi","url":"https://www.academia.edu/Documents/in/%C3%87al%C4%B1%C5%9Fma_Psikolojisi?f_ri=32","nofollow":true},{"id":188368,"name":"Örgütsel Davranış","url":"https://www.academia.edu/Documents/in/Orgutsel_Davranis?f_ri=32","nofollow":true},{"id":1361728,"name":"Turist Rehberliği","url":"https://www.academia.edu/Documents/in/Turist_Rehberligi?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_69865937" data-work_id="69865937" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/69865937/Authentic_Leadership_and_Organization_Citizenship_Behavior_A_Case_of_Pakistani_Electronic_News_Media_Industry">Authentic Leadership and Organization Citizenship Behavior: A Case of Pakistani Electronic News Media Industry</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The role of leadership in an organizational system has remained of central concern in organization studies. Over the time, the emergence of various theories has unfolded the unique influential roles of leadership embedded in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_69865937" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The role of leadership in an organizational system has remained of central concern in organization studies. Over the time, the emergence of various theories has unfolded the unique influential roles of leadership embedded in organizational management. Among various leadership styles and theories, a relatively new concept of Authentic Leadership (AL) is worthy of attention with respect to the changing demands of the media industry. The origin of the concept of authenticity is found in ancient Greek philosophy and it is defined in history as “being true to oneself”. Trust is the basic constituent based on which people can count on one another and work together in a conducive environment. AL is an idea to leadership that focuses on developing leader’s legitimacy via “honest relationships with followers”. In this study, AL is measured through four dimensions that include Self-awareness, Balanced Processing, Moral Perspective and Relational Transparency. Media is expected to be a watchdo...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/69865937" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="99777d4c724e06edbdda3422fd7b6e60" rel="nofollow" data-download="{"attachment_id":79799929,"asset_id":69865937,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79799929/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="211164795" href="https://independent.academia.edu/mukarramali32">mukarram ali</a><script data-card-contents-for-user="211164795" type="text/json">{"id":211164795,"first_name":"mukarram","last_name":"ali","domain_name":"independent","page_name":"mukarramali32","display_name":"mukarram ali","profile_url":"https://independent.academia.edu/mukarramali32?f_ri=32","photo":"https://0.academia-photos.com/211164795/70596054/59019117/s65_mukarram.ali.jpeg"}</script></span></span></li><li class="js-paper-rank-work_69865937 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="69865937"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 69865937, container: ".js-paper-rank-work_69865937", }); 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Over the time, the emergence of various theories has unfolded the unique influential roles of leadership embedded in organizational management. Among various leadership styles and theories, a relatively new concept of Authentic Leadership (AL) is worthy of attention with respect to the changing demands of the media industry. The origin of the concept of authenticity is found in ancient Greek philosophy and it is defined in history as “being true to oneself”. Trust is the basic constituent based on which people can count on one another and work together in a conducive environment. AL is an idea to leadership that focuses on developing leader’s legitimacy via “honest relationships with followers”. In this study, AL is measured through four dimensions that include Self-awareness, Balanced Processing, Moral Perspective and Relational Transparency. Media is expected to be a watchdo...","downloadable_attachments":[{"id":79799929,"asset_id":69865937,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":211164795,"first_name":"mukarram","last_name":"ali","domain_name":"independent","page_name":"mukarramali32","display_name":"mukarram ali","profile_url":"https://independent.academia.edu/mukarramali32?f_ri=32","photo":"https://0.academia-photos.com/211164795/70596054/59019117/s65_mukarram.ali.jpeg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=32","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32"},{"id":8333,"name":"Organizational Citizenship Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior?f_ri=32"},{"id":13958,"name":"Media","url":"https://www.academia.edu/Documents/in/Media?f_ri=32"},{"id":145785,"name":"Authentic Leadership","url":"https://www.academia.edu/Documents/in/Authentic_Leadership?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_31084849" data-work_id="31084849" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/31084849/Leadership_a_Critical_Text_3rd_Ed_Sage_2019">Leadership a Critical Text 3rd Ed Sage 2019</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_31084849" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological force of goodness and success. <br />A key aim of this book is to deconstruct leadership, to challenge over-simplified accounts of leadership that may be desirable and offer us the comfort of ‘messiahs’ who can save us, but that actually distort leadership in unhelpful ways. Another aim is to reconstruct leadership, to offer new accounts of leadership for new times.<br />The  book identifies four dominant leadership discourses that have developed through socio-political and economic forces. The first 3 are Controller Leadership , Therapist Leadership, Messiah Leadership  reveal how leadership has developed in relation to changing contexts the past century. The final emergent discourse outlined is Eco-Leadership, and this chapter points to the need for new leadership for new times.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/31084849" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f66fcc3509c966a3ebab27ee85568bfd" rel="nofollow" data-download="{"attachment_id":51519452,"asset_id":31084849,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51519452/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="363686" href="https://lums-uk.academia.edu/SimonWestern">Simon Western</a><script data-card-contents-for-user="363686" type="text/json">{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}</script></span></span></li><li class="js-paper-rank-work_31084849 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="31084849"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 31084849, container: ".js-paper-rank-work_31084849", }); 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$(".js-view-count[data-work-id=31084849]").text(description); $(".js-view-count-work_31084849").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_31084849").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="31084849"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">24</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="8" rel="nofollow" href="https://www.academia.edu/Documents/in/Critical_Theory">Critical Theory</a>, <script data-card-contents-for-ri="8" type="text/json">{"id":8,"name":"Critical Theory","url":"https://www.academia.edu/Documents/in/Critical_Theory?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a><script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=31084849]'), work: {"id":31084849,"title":"Leadership a Critical Text 3rd Ed Sage 2019","created_at":"2017-01-26T08:40:00.527-08:00","url":"https://www.academia.edu/31084849/Leadership_a_Critical_Text_3rd_Ed_Sage_2019?f_ri=32","dom_id":"work_31084849","summary":"Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological force of goodness and success. \nA key aim of this book is to deconstruct leadership, to challenge over-simplified accounts of leadership that may be desirable and offer us the comfort of ‘messiahs’ who can save us, but that actually distort leadership in unhelpful ways. Another aim is to reconstruct leadership, to offer new accounts of leadership for new times.\nThe book identifies four dominant leadership discourses that have developed through socio-political and economic forces. The first 3 are Controller Leadership , Therapist Leadership, Messiah Leadership reveal how leadership has developed in relation to changing contexts the past century. The final emergent discourse outlined is Eco-Leadership, and this chapter points to the need for new leadership for new times. ","downloadable_attachments":[{"id":51519452,"asset_id":31084849,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}],"research_interests":[{"id":8,"name":"Critical Theory","url":"https://www.academia.edu/Documents/in/Critical_Theory?f_ri=32","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32"},{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=32"},{"id":244,"name":"Psychoanalysis","url":"https://www.academia.edu/Documents/in/Psychoanalysis?f_ri=32"},{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=32"},{"id":1077,"name":"Educational Leadership","url":"https://www.academia.edu/Documents/in/Educational_Leadership?f_ri=32"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=32"},{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=32"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32"},{"id":3279,"name":"Psychotherapy and Counseling","url":"https://www.academia.edu/Documents/in/Psychotherapy_and_Counseling?f_ri=32"},{"id":3392,"name":"Critical Pedagogy","url":"https://www.academia.edu/Documents/in/Critical_Pedagogy?f_ri=32"},{"id":4474,"name":"Critical Thinking","url":"https://www.academia.edu/Documents/in/Critical_Thinking?f_ri=32"},{"id":6029,"name":"Critical Management Studies","url":"https://www.academia.edu/Documents/in/Critical_Management_Studies?f_ri=32"},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=32"},{"id":10633,"name":"Critical Discourse Analysis","url":"https://www.academia.edu/Documents/in/Critical_Discourse_Analysis?f_ri=32"},{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=32"},{"id":30750,"name":"Executive Coaching","url":"https://www.academia.edu/Documents/in/Executive_Coaching?f_ri=32"},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=32"},{"id":44819,"name":"Lacanian psychoanalysis","url":"https://www.academia.edu/Documents/in/Lacanian_psychoanalysis?f_ri=32"},{"id":65733,"name":"Educational management and leadership","url":"https://www.academia.edu/Documents/in/Educational_management_and_leadership?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3370474" data-work_id="3370474" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3370474/A_CONCEPTUAL_FRAMEWORK_OF_OCCUPATIONAL_STRESS_AND_COPING_STRATEGIES">A CONCEPTUAL FRAMEWORK OF OCCUPATIONAL STRESS AND COPING STRATEGIES </a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Stress studies are becoming more and more attention nowadays, the financial crisis and recession of 2008 around the world further contributed in increasing higher levels of stress among employees, particularly in the corporate context.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3370474" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Stress studies are becoming more and more attention nowadays, the financial crisis and recession of 2008 around the world further contributed in increasing higher levels of stress among employees, particularly in the corporate context. The organizations, to make themselves efficient in utilization of resources, have gone through entire restructuring, layoffs, downsizing, and mergers. This has resulted in unstable employee-employer relationship which has caused a great deal of stress among employees. There is no such thing as a stress-free job in the world. Everyone in his/her work is exposed to tension, frustration and anxiety as he/she gets through the duties assigned to him/her. In order to make our work experience and environment as pleasant as possible, it is better that we learn the technique of moderating and modulating our personal stress levels. Hence the research has shown that high level of stress seriously affect the performance of employees as well as their health condition. This article reviews and summarizes three decades of empirical literature concerned with stress in general and occupational stress in particular with major coping strategies.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3370474" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aa648818ac03b5f8e598631f8b5beff7" rel="nofollow" data-download="{"attachment_id":31173202,"asset_id":3370474,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31173202/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="888637" href="https://ponduni.academia.edu/AnbazhaganAjaganandam">Dr. A. Anbazhagan</a><script data-card-contents-for-user="888637" type="text/json">{"id":888637,"first_name":"Dr. A.","last_name":"Anbazhagan","domain_name":"ponduni","page_name":"AnbazhaganAjaganandam","display_name":"Dr. A. Anbazhagan","profile_url":"https://ponduni.academia.edu/AnbazhaganAjaganandam?f_ri=32","photo":"https://0.academia-photos.com/888637/324300/28443371/s65_anbazhagan.ajaganandane.jpg"}</script></span></span></li><li class="js-paper-rank-work_3370474 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3370474"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3370474, container: ".js-paper-rank-work_3370474", }); });</script></li><li class="js-percentile-work_3370474 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3370474; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3370474"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3370474 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3370474"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3370474; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3370474]").text(description); $(".js-view-count-work_3370474").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3370474").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3370474"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6154" rel="nofollow" href="https://www.academia.edu/Documents/in/Emotional_Labour">Emotional Labour</a>, <script data-card-contents-for-ri="6154" type="text/json">{"id":6154,"name":"Emotional Labour","url":"https://www.academia.edu/Documents/in/Emotional_Labour?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="89012" rel="nofollow" href="https://www.academia.edu/Documents/in/Job_stress">Job stress</a>, <script data-card-contents-for-ri="89012" type="text/json">{"id":89012,"name":"Job stress","url":"https://www.academia.edu/Documents/in/Job_stress?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="162127" rel="nofollow" href="https://www.academia.edu/Documents/in/Work_Stress">Work Stress</a><script data-card-contents-for-ri="162127" type="text/json">{"id":162127,"name":"Work Stress","url":"https://www.academia.edu/Documents/in/Work_Stress?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3370474]'), work: {"id":3370474,"title":"A CONCEPTUAL FRAMEWORK OF OCCUPATIONAL STRESS AND COPING STRATEGIES ","created_at":"2013-04-23T15:30:53.722-07:00","url":"https://www.academia.edu/3370474/A_CONCEPTUAL_FRAMEWORK_OF_OCCUPATIONAL_STRESS_AND_COPING_STRATEGIES?f_ri=32","dom_id":"work_3370474","summary":"Stress studies are becoming more and more attention nowadays, the financial crisis and recession of 2008 around the world further contributed in increasing higher levels of stress among employees, particularly in the corporate context. The organizations, to make themselves efficient in utilization of resources, have gone through entire restructuring, layoffs, downsizing, and mergers. This has resulted in unstable employee-employer relationship which has caused a great deal of stress among employees. There is no such thing as a stress-free job in the world. Everyone in his/her work is exposed to tension, frustration and anxiety as he/she gets through the duties assigned to him/her. In order to make our work experience and environment as pleasant as possible, it is better that we learn the technique of moderating and modulating our personal stress levels. Hence the research has shown that high level of stress seriously affect the performance of employees as well as their health condition. This article reviews and summarizes three decades of empirical literature concerned with stress in general and occupational stress in particular with major coping strategies.","downloadable_attachments":[{"id":31173202,"asset_id":3370474,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":888637,"first_name":"Dr. A.","last_name":"Anbazhagan","domain_name":"ponduni","page_name":"AnbazhaganAjaganandam","display_name":"Dr. A. Anbazhagan","profile_url":"https://ponduni.academia.edu/AnbazhaganAjaganandam?f_ri=32","photo":"https://0.academia-photos.com/888637/324300/28443371/s65_anbazhagan.ajaganandane.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":6154,"name":"Emotional Labour","url":"https://www.academia.edu/Documents/in/Emotional_Labour?f_ri=32","nofollow":true},{"id":89012,"name":"Job stress","url":"https://www.academia.edu/Documents/in/Job_stress?f_ri=32","nofollow":true},{"id":162127,"name":"Work Stress","url":"https://www.academia.edu/Documents/in/Work_Stress?f_ri=32","nofollow":true},{"id":559138,"name":"Occupational Stress","url":"https://www.academia.edu/Documents/in/Occupational_Stress?f_ri=32"},{"id":988235,"name":"Ocupational Health","url":"https://www.academia.edu/Documents/in/Ocupational_Health?f_ri=32"},{"id":988238,"name":"Emotional Self Management","url":"https://www.academia.edu/Documents/in/Emotional_Self_Management?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_309277" data-work_id="309277" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/309277/Spirituality_and_Performance_In_Organizations_A_Literature_Review">Spirituality and Performance In Organizations: A Literature Review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this article is to review spirituality at work literature and to explore how spirituality improves employees’ performances and organizational effectiveness. The article reviews about 140 articles on workplace spirituality... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_309277" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this article is to review spirituality at work literature and to explore how spirituality improves employees’ performances and organizational effectiveness. The article reviews about 140 articles on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: (a) Spirituality enhances employee well-being and quality of life; (b) Spirituality provides employees a sense of purpose and meaning at work; (c) Spirituality provides employees a sense of interconnectedness and community. The article introduces potential benefits and caveats of bringing spirituality into the workplace; providing recommendations and suggestions for practitioners to incorporate spirituality positively in organizations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/309277" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c5ef1d8bdb6df03fb272f34f619ebe00" rel="nofollow" data-download="{"attachment_id":51460033,"asset_id":309277,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51460033/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="238814" href="https://eastanglia.academia.edu/FahriKarakas">Fahri Karakas</a><script data-card-contents-for-user="238814" type="text/json">{"id":238814,"first_name":"Fahri","last_name":"Karakas","domain_name":"eastanglia","page_name":"FahriKarakas","display_name":"Fahri Karakas","profile_url":"https://eastanglia.academia.edu/FahriKarakas?f_ri=32","photo":"https://0.academia-photos.com/238814/176046/6946835/s65_fahri.karakas.jpg"}</script></span></span></li><li class="js-paper-rank-work_309277 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="309277"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 309277, container: ".js-paper-rank-work_309277", }); 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The article reviews about 140 articles on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: (a) Spirituality enhances employee well-being and quality of life; (b) Spirituality provides employees a sense of purpose and meaning at work; (c) Spirituality provides employees a sense of interconnectedness and community. 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A Lacanian analysis revealing 'The Symptoms of Leadership' <br /><br />Unconventional Methodology<br />Drawing on:<br />•Diverse regional author contributions: Historical, Social and Cultural influences<br />•Discourse Analysis of 20 Chapters: «Insider Leadership Analysis»<br />•Critical Theory and Lacanian psychoanalytic influences: «Outsider Leadership Analysis»</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35354801" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2f632e1f41d718100c8dc68b43e2ae62" rel="nofollow" data-download="{"attachment_id":55215255,"asset_id":35354801,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55215255/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="363686" href="https://lums-uk.academia.edu/SimonWestern">Simon Western</a><script data-card-contents-for-user="363686" type="text/json">{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-35354801">+1</span><div class="hidden js-additional-users-35354801"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://sciences-po.academia.edu/EricJeanGarcia">Eric-Jean Garcia</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-35354801'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-35354801').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_35354801 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="35354801"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 35354801; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=35354801]").text(description); $(".js-view-count-work_35354801").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35354801").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35354801"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a>, <script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a><script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35354801]'), work: {"id":35354801,"title":"Global Leadership Perspectives: Insights and Analysis (2018)","created_at":"2017-12-06T02:49:12.464-08:00","url":"https://www.academia.edu/35354801/Global_Leadership_Perspectives_Insights_and_Analysis_2018_?f_ri=32","dom_id":"work_35354801","summary":"We are delighted to share our new book to be published in March 2018 \n:The book aims to:\n• Allow leadership to speak with different voices\n• Liberate leadership from how it is portrayed in the dominant academic and popular literature. popular literature.\n•Discover local and regional variations of leadership thinking and practice leadership thinking and practice leadership.\n\nORIGINALITIES OF THE BOOK\nA truly diverse contribution \n•42 reputed and knowledgeable authors from 5 continents\n•20 chapters representing 20 countries or regions \n•Focus on how leadership is a culturally bound concept and practice\n•20 original illustrations created specifically for the book\n. A Lacanian analysis revealing 'The Symptoms of Leadership' \n\nUnconventional Methodology\nDrawing on:\n•Diverse regional author contributions: Historical, Social and Cultural influences\n•Discourse Analysis of 20 Chapters: «Insider Leadership Analysis»\n•Critical Theory and Lacanian psychoanalytic influences: «Outsider Leadership Analysis»\n","downloadable_attachments":[{"id":55215255,"asset_id":35354801,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=32","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"},{"id":12300268,"first_name":"Eric-Jean","last_name":"Garcia","domain_name":"sciences-po","page_name":"EricJeanGarcia","display_name":"Eric-Jean Garcia","profile_url":"https://sciences-po.academia.edu/EricJeanGarcia?f_ri=32","photo":"https://0.academia-photos.com/12300268/9984667/11135414/s65_eric-jean.garcia.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true},{"id":244,"name":"Psychoanalysis","url":"https://www.academia.edu/Documents/in/Psychoanalysis?f_ri=32"},{"id":767,"name":"Anthropology","url":"https://www.academia.edu/Documents/in/Anthropology?f_ri=32"},{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=32"},{"id":1077,"name":"Educational Leadership","url":"https://www.academia.edu/Documents/in/Educational_Leadership?f_ri=32"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=32"},{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=32"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32"},{"id":3660,"name":"Global Governance","url":"https://www.academia.edu/Documents/in/Global_Governance?f_ri=32"},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=32"},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=32"},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=32"},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=32"},{"id":22083,"name":"Coaching and Personal Development","url":"https://www.academia.edu/Documents/in/Coaching_and_Personal_Development?f_ri=32"},{"id":30750,"name":"Executive Coaching","url":"https://www.academia.edu/Documents/in/Executive_Coaching?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9757808" data-work_id="9757808" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9757808/Arctic_Mining_Case_Study">Arctic Mining Case Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Walter Sinnott MGMT3600-001 Case Study 1 1 Arctic Mining Case Study Tom Parker, 43, is now a field technician and coordinator for Arctic Mining Consultants. In the past he's held various positions in non-technical aspects of mineral... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9757808" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Walter Sinnott MGMT3600-001 Case Study 1 1 Arctic Mining Case Study Tom Parker, 43, is now a field technician and coordinator for Arctic Mining Consultants. In the past he's held various positions in non-technical aspects of mineral exploration. His past experiences include claim staking, line cutting, grid installation, soil sampling, prospecting, and trenching. For this project Parker will be acting as project manger though this is not his normal role. His responsibilities include hiring, training, and supervising a team of field assistants. Tom has hired 3 gentlemen who have worked for him on a past project at Eagle Lake, John Talbot, Greg Boyce, and Brian Millar. The project stipulates that within a seven day window the team stakes 15 claims, 60 miles in total, which would be an average of 7.5 lengths per day between the four team members. These stipulations also include mobilization and demobilization. Mr. Parker also informed the team members that each man would receive a $300 bonus, in addition to their wages, should the project be completed on time. Mr. Parker was angry with two of the team members, Millar and Boyce, who only completed six lengths a piece on the first day, while Parker and Talbot completed 7 lengths each. One the evening of the first day verbally expressed his anger and disappointment with Millar and Boyce. As the days went on the verbal abuse continued as Millar and Boyce continued to under produce compared to Parker and Talbot. Boyce improved his performance and Parker focused his anger on Millar. Millar continued to produce less than the rest of the team throughout the project. This often left Millar feeling mistreated and undervalued and that, no matter how hard he tried, Parker always seemed to focus on him as the bad employee. Millar often went in early, stayed at work as long as possible, and skipped meals in hopes of producing more. In the eyes of Parker this meant nothing, as Millar's performance was still far less than the Walter Sinnott MGMT3600-001 Case Study 1 2 rest of the team's. Parker often questioned Millar's level of dedication and work ethic. Regardless of the reasoning Millar gave on why he produced less Parker was always displaying disappointment with his performance. This type of behavior by Parker seemed to be motivated by the potential end result and the $300 bonus. Parker's treatment of Millar by singling him out fosters an unhealthy, mismanaged, and a hostile work environment for the team as a whole. There are several organizational problems with this case. Parker is displaying four behaviors towards Millar: self-fulfilling prophecy, selective attention, confirmation bias, and halo-effect. In turn, this is causing Millar to have low job satisfaction/dissatisfaction and EVLN. Lastly, Arctic Mining and Parker use goal setting as an incentive to have the project completed in a timely manner, which proves devastating to the team's overall success in the end.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9757808" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f4c9d526084a26e13f6a8ba275a71533" rel="nofollow" data-download="{"attachment_id":35939223,"asset_id":9757808,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35939223/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="23471246" href="https://slu.academia.edu/WalterJohnSinnottIV">John S</a><script data-card-contents-for-user="23471246" type="text/json">{"id":23471246,"first_name":"John","last_name":"S","domain_name":"slu","page_name":"WalterJohnSinnottIV","display_name":"John S","profile_url":"https://slu.academia.edu/WalterJohnSinnottIV?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9757808 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9757808"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9757808, container: ".js-paper-rank-work_9757808", }); });</script></li><li class="js-percentile-work_9757808 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9757808; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9757808"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9757808 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9757808"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9757808; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9757808]").text(description); $(".js-view-count-work_9757808").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9757808").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9757808"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a><script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9757808]'), work: {"id":9757808,"title":"Arctic Mining Case Study","created_at":"2014-12-13T11:10:05.067-08:00","url":"https://www.academia.edu/9757808/Arctic_Mining_Case_Study?f_ri=32","dom_id":"work_9757808","summary":"Walter Sinnott MGMT3600-001 Case Study 1 1 Arctic Mining Case Study Tom Parker, 43, is now a field technician and coordinator for Arctic Mining Consultants. In the past he's held various positions in non-technical aspects of mineral exploration. His past experiences include claim staking, line cutting, grid installation, soil sampling, prospecting, and trenching. For this project Parker will be acting as project manger though this is not his normal role. His responsibilities include hiring, training, and supervising a team of field assistants. Tom has hired 3 gentlemen who have worked for him on a past project at Eagle Lake, John Talbot, Greg Boyce, and Brian Millar. The project stipulates that within a seven day window the team stakes 15 claims, 60 miles in total, which would be an average of 7.5 lengths per day between the four team members. These stipulations also include mobilization and demobilization. Mr. Parker also informed the team members that each man would receive a $300 bonus, in addition to their wages, should the project be completed on time. Mr. Parker was angry with two of the team members, Millar and Boyce, who only completed six lengths a piece on the first day, while Parker and Talbot completed 7 lengths each. One the evening of the first day verbally expressed his anger and disappointment with Millar and Boyce. As the days went on the verbal abuse continued as Millar and Boyce continued to under produce compared to Parker and Talbot. Boyce improved his performance and Parker focused his anger on Millar. Millar continued to produce less than the rest of the team throughout the project. This often left Millar feeling mistreated and undervalued and that, no matter how hard he tried, Parker always seemed to focus on him as the bad employee. Millar often went in early, stayed at work as long as possible, and skipped meals in hopes of producing more. In the eyes of Parker this meant nothing, as Millar's performance was still far less than the Walter Sinnott MGMT3600-001 Case Study 1 2 rest of the team's. Parker often questioned Millar's level of dedication and work ethic. Regardless of the reasoning Millar gave on why he produced less Parker was always displaying disappointment with his performance. This type of behavior by Parker seemed to be motivated by the potential end result and the $300 bonus. Parker's treatment of Millar by singling him out fosters an unhealthy, mismanaged, and a hostile work environment for the team as a whole. There are several organizational problems with this case. Parker is displaying four behaviors towards Millar: self-fulfilling prophecy, selective attention, confirmation bias, and halo-effect. In turn, this is causing Millar to have low job satisfaction/dissatisfaction and EVLN. Lastly, Arctic Mining and Parker use goal setting as an incentive to have the project completed in a timely manner, which proves devastating to the team's overall success in the end.","downloadable_attachments":[{"id":35939223,"asset_id":9757808,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":23471246,"first_name":"John","last_name":"S","domain_name":"slu","page_name":"WalterJohnSinnottIV","display_name":"John S","profile_url":"https://slu.academia.edu/WalterJohnSinnottIV?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37658258" data-work_id="37658258" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37658258/Organizational_Behavior_in_Higher_Education">Organizational Behavior in Higher Education</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37658258" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3f5e208028d74c4100b6dce2a87a0df9" rel="nofollow" data-download="{"attachment_id":57645804,"asset_id":37658258,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57645804/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="44439465" href="https://iuk.academia.edu/MuhammetDinc">Muhammet S Dinc</a><script data-card-contents-for-user="44439465" type="text/json">{"id":44439465,"first_name":"Muhammet","last_name":"Dinc","domain_name":"iuk","page_name":"MuhammetDinc","display_name":"Muhammet S Dinc","profile_url":"https://iuk.academia.edu/MuhammetDinc?f_ri=32","photo":"https://0.academia-photos.com/44439465/11829192/76905701/s65_muhammet.dinc.jpg"}</script></span></span></li><li class="js-paper-rank-work_37658258 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37658258"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37658258, container: ".js-paper-rank-work_37658258", }); 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The book offers a rigorous,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_21121625" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The ambition for this inaugural edition of The Oxford Handbook of Megaproject Management is to become the ultimate source for state-of-the-art scholarship in the emerging field of megaproject management. The book offers a rigorous, research-oriented, up-to-date academic view of the discipline based on high-quality data and strong theory. Until lately, the literature in this new field was scattered over a large number of publications and disciplines making it difficult to obtain an overview of the history, key issues, and core readings. Megaproject Planning and Management: Essential Readings, Vols. I-II (2014) assembled the key historical texts in the field. Now the Oxford Handbook of Megaproject Management has been designed to provide the most important contemporary readings. Taken together, the two books are intended to map out the best of what is worth reading in the megaproject management literature, past and present.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21121625" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dc696157a8afd8c0bdf035e0b44c27c5" rel="nofollow" data-download="{"attachment_id":53276444,"asset_id":21121625,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53276444/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="81790" href="https://oxford.academia.edu/BentFlyvbjerg">Bent Flyvbjerg</a><script data-card-contents-for-user="81790" type="text/json">{"id":81790,"first_name":"Bent","last_name":"Flyvbjerg","domain_name":"oxford","page_name":"BentFlyvbjerg","display_name":"Bent Flyvbjerg","profile_url":"https://oxford.academia.edu/BentFlyvbjerg?f_ri=32","photo":"https://0.academia-photos.com/81790/22737/1557553/s65_bent.flyvbjerg.jpg"}</script></span></span></li><li class="js-paper-rank-work_21121625 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="21121625"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 21121625, container: ".js-paper-rank-work_21121625", }); 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The book offers a rigorous, research-oriented, up-to-date academic view of the discipline based on high-quality data and strong theory. Until lately, the literature in this new field was scattered over a large number of publications and disciplines making it difficult to obtain an overview of the history, key issues, and core readings. Megaproject Planning and Management: Essential Readings, Vols. I-II (2014) assembled the key historical texts in the field. Now the Oxford Handbook of Megaproject Management has been designed to provide the most important contemporary readings. Taken together, the two books are intended to map out the best of what is worth reading in the megaproject management literature, past and present.","downloadable_attachments":[{"id":53276444,"asset_id":21121625,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":81790,"first_name":"Bent","last_name":"Flyvbjerg","domain_name":"oxford","page_name":"BentFlyvbjerg","display_name":"Bent Flyvbjerg","profile_url":"https://oxford.academia.edu/BentFlyvbjerg?f_ri=32","photo":"https://0.academia-photos.com/81790/22737/1557553/s65_bent.flyvbjerg.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":261,"name":"Geography","url":"https://www.academia.edu/Documents/in/Geography?f_ri=32","nofollow":true},{"id":262,"name":"Human 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Management","url":"https://www.academia.edu/Documents/in/Construction_Management?f_ri=32"},{"id":4367,"name":"Infrastructure Planning","url":"https://www.academia.edu/Documents/in/Infrastructure_Planning?f_ri=32"},{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=32"},{"id":4808,"name":"Urban Planning","url":"https://www.academia.edu/Documents/in/Urban_Planning?f_ri=32"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=32"},{"id":6007,"name":"Transport Planning","url":"https://www.academia.edu/Documents/in/Transport_Planning?f_ri=32"},{"id":6842,"name":"Construction Project Management","url":"https://www.academia.edu/Documents/in/Construction_Project_Management?f_ri=32"},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=32"},{"id":12061,"name":"Risk Management","url":"https://www.academia.edu/Documents/in/Risk_Management?f_ri=32"},{"id":14469,"name":"Sustainable Water Resources Management","url":"https://www.academia.edu/Documents/in/Sustainable_Water_Resources_Management?f_ri=32"},{"id":17688,"name":"Environmental Planning","url":"https://www.academia.edu/Documents/in/Environmental_Planning?f_ri=32"},{"id":18845,"name":"Environmental Sustainability","url":"https://www.academia.edu/Documents/in/Environmental_Sustainability?f_ri=32"},{"id":20436,"name":"Urban And Regional Planning","url":"https://www.academia.edu/Documents/in/Urban_And_Regional_Planning?f_ri=32"},{"id":20805,"name":"Land-use planning","url":"https://www.academia.edu/Documents/in/Land-use_planning?f_ri=32"},{"id":27826,"name":"Megaprojects","url":"https://www.academia.edu/Documents/in/Megaprojects?f_ri=32"},{"id":47813,"name":"Planning","url":"https://www.academia.edu/Documents/in/Planning?f_ri=32"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=32"},{"id":65470,"name":"City and Regional Planning","url":"https://www.academia.edu/Documents/in/City_and_Regional_Planning?f_ri=32"},{"id":77342,"name":"Infrastructure","url":"https://www.academia.edu/Documents/in/Infrastructure?f_ri=32"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=32"},{"id":2325634,"name":"Megaproject Management","url":"https://www.academia.edu/Documents/in/Megaproject_Management?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34089742 coauthored" data-work_id="34089742" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34089742/TRANSFORMATIVE_LEADERSHIP">TRANSFORMATIVE LEADERSHIP</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The basic premise of Transformative Leadership is that everyone can lead, and that particularly in this transformative moment, everybody contributes to, and in fact co-creates, the world we live in, whether conscious of their agency or... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34089742" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The basic premise of Transformative Leadership is that everyone can lead, and that particularly in this transformative moment, everybody contributes to, and in fact co-creates, the world we live in, whether conscious of their agency or not. Every choice, every action, every discussion, every interaction is a reflection of how we are leading our own lives. Transformative Leadership invites everybody to ask what kind of a world they are creating through their thoughts, beliefs, actions and interactions. Transformative leadership is, at its heart, a participatory process of creative collaboration and transformation for mutual benefit. At the core of Transformative Leadership are 4 orienting concepts, Ways of Being, Relating, Knowing, and Doing, that assist in the framing and development of our understanding of the world, and our own approach to living and leading.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34089742" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6fed2e083db054325606412023ca5dcf" rel="nofollow" data-download="{"attachment_id":99302311,"asset_id":34089742,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/99302311/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="19506" href="https://ciis.academia.edu/AlfonsoMontuori">Alfonso Montuori</a><script data-card-contents-for-user="19506" type="text/json">{"id":19506,"first_name":"Alfonso","last_name":"Montuori","domain_name":"ciis","page_name":"AlfonsoMontuori","display_name":"Alfonso Montuori","profile_url":"https://ciis.academia.edu/AlfonsoMontuori?f_ri=32","photo":"https://0.academia-photos.com/19506/6565/11412099/s65_alfonso.montuori.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-34089742">+1</span><div class="hidden js-additional-users-34089742"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://acadiau.academia.edu/GabrielleDonnelly">Gabrielle Donnelly</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-34089742'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-34089742').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_34089742 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="34089742"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 34089742; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=34089742]").text(description); $(".js-view-count-work_34089742").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34089742").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34089742"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="196" rel="nofollow" href="https://www.academia.edu/Documents/in/Future_Studies">Future Studies</a>, <script data-card-contents-for-ri="196" type="text/json">{"id":196,"name":"Future Studies","url":"https://www.academia.edu/Documents/in/Future_Studies?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="206" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Change">Social Change</a>, <script data-card-contents-for-ri="206" type="text/json">{"id":206,"name":"Social Change","url":"https://www.academia.edu/Documents/in/Social_Change?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a><script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34089742]'), work: {"id":34089742,"title":"TRANSFORMATIVE LEADERSHIP","created_at":"2017-07-31T10:54:21.129-07:00","url":"https://www.academia.edu/34089742/TRANSFORMATIVE_LEADERSHIP?f_ri=32","dom_id":"work_34089742","summary":"The basic premise of Transformative Leadership is that everyone can lead, and that particularly in this transformative moment, everybody contributes to, and in fact co-creates, the world we live in, whether conscious of their agency or not. Every choice, every action, every discussion, every interaction is a reflection of how we are leading our own lives. Transformative Leadership invites everybody to ask what kind of a world they are creating through their thoughts, beliefs, actions and interactions. Transformative leadership is, at its heart, a participatory process of creative collaboration and transformation for mutual benefit. At the core of Transformative Leadership are 4 orienting concepts, Ways of Being, Relating, Knowing, and Doing, that assist in the framing and development of our understanding of the world, and our own approach to living and leading.","downloadable_attachments":[{"id":99302311,"asset_id":34089742,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":19506,"first_name":"Alfonso","last_name":"Montuori","domain_name":"ciis","page_name":"AlfonsoMontuori","display_name":"Alfonso Montuori","profile_url":"https://ciis.academia.edu/AlfonsoMontuori?f_ri=32","photo":"https://0.academia-photos.com/19506/6565/11412099/s65_alfonso.montuori.jpg"},{"id":895954,"first_name":"Gabrielle","last_name":"Donnelly","domain_name":"acadiau","page_name":"GabrielleDonnelly","display_name":"Gabrielle Donnelly","profile_url":"https://acadiau.academia.edu/GabrielleDonnelly?f_ri=32","photo":"https://0.academia-photos.com/895954/328519/154081196/s65_gabrielle.donnelly.jpeg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":196,"name":"Future Studies","url":"https://www.academia.edu/Documents/in/Future_Studies?f_ri=32","nofollow":true},{"id":206,"name":"Social Change","url":"https://www.academia.edu/Documents/in/Social_Change?f_ri=32","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true},{"id":937,"name":"Improvisation","url":"https://www.academia.edu/Documents/in/Improvisation?f_ri=32"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=32"},{"id":1751,"name":"Creativity","url":"https://www.academia.edu/Documents/in/Creativity?f_ri=32"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32"},{"id":4728,"name":"Systems Thinking","url":"https://www.academia.edu/Documents/in/Systems_Thinking?f_ri=32"},{"id":8367,"name":"Complexity","url":"https://www.academia.edu/Documents/in/Complexity?f_ri=32"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=32"},{"id":17581,"name":"Futures Studies","url":"https://www.academia.edu/Documents/in/Futures_Studies?f_ri=32"},{"id":22083,"name":"Coaching and Personal Development","url":"https://www.academia.edu/Documents/in/Coaching_and_Personal_Development?f_ri=32"},{"id":34598,"name":"Authoritarianism","url":"https://www.academia.edu/Documents/in/Authoritarianism?f_ri=32"},{"id":50596,"name":"Microaggressions","url":"https://www.academia.edu/Documents/in/Microaggressions?f_ri=32"},{"id":74459,"name":"Riane Eisler","url":"https://www.academia.edu/Documents/in/Riane_Eisler?f_ri=32"},{"id":350497,"name":"Art of Hosting","url":"https://www.academia.edu/Documents/in/Art_of_Hosting?f_ri=32"},{"id":408337,"name":"Women and Leadership","url":"https://www.academia.edu/Documents/in/Women_and_Leadership?f_ri=32"},{"id":805020,"name":"Transformative Leadership","url":"https://www.academia.edu/Documents/in/Transformative_Leadership?f_ri=32"},{"id":931697,"name":"Innovation \u0026 Change Management","url":"https://www.academia.edu/Documents/in/Innovation_and_Change_Management-1?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_187718" data-work_id="187718" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/187718/Organisational_Change_Management_A_Critical_review">Organisational Change Management: A Critical review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_187718" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/187718" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a16ac7f90801290830df2be37424885c" rel="nofollow" data-download="{"attachment_id":326728,"asset_id":187718,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/326728/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="45193" href="https://stavanger.academia.edu/RuneTodnemBy">Rune Todnem By</a><script data-card-contents-for-user="45193" type="text/json">{"id":45193,"first_name":"Rune","last_name":"Todnem By","domain_name":"stavanger","page_name":"RuneTodnemBy","display_name":"Rune Todnem By","profile_url":"https://stavanger.academia.edu/RuneTodnemBy?f_ri=32","photo":"https://0.academia-photos.com/45193/14354/6378317/s65_rune.todnem_by.jpg"}</script></span></span></li><li class="js-paper-rank-work_187718 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="187718"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 187718, container: ".js-paper-rank-work_187718", }); 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$(".js-view-count[data-work-id=187718]").text(description); $(".js-view-count-work_187718").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_187718").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="187718"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" rel="nofollow" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="46" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a><script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=187718]'), work: {"id":187718,"title":"Organisational Change Management: A Critical review","created_at":"2009-08-16T21:11:42.077-07:00","url":"https://www.academia.edu/187718/Organisational_Change_Management_A_Critical_review?f_ri=32","dom_id":"work_187718","summary":"It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.","downloadable_attachments":[{"id":326728,"asset_id":187718,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":45193,"first_name":"Rune","last_name":"Todnem By","domain_name":"stavanger","page_name":"RuneTodnemBy","display_name":"Rune Todnem By","profile_url":"https://stavanger.academia.edu/RuneTodnemBy?f_ri=32","photo":"https://0.academia-photos.com/45193/14354/6378317/s65_rune.todnem_by.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=32","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=32","nofollow":true},{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=32"},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32"},{"id":3749,"name":"Change Leadership","url":"https://www.academia.edu/Documents/in/Change_Leadership?f_ri=32"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=32"},{"id":7746,"name":"Organisational Development","url":"https://www.academia.edu/Documents/in/Organisational_Development?f_ri=32"},{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38856269" data-work_id="38856269" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38856269/Term_Paper_on_Organizational_Behaviour_MBA_610_">Term Paper on Organizational Behaviour (MBA 610)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">To obtain the Executive Master in Business Administration degree in Human Resource and Management at Ahsanullah University of Science and Technology, this term paper is the final submission in this course.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38856269" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5cf31883e19603ff1113ddbedf6dcc0b" rel="nofollow" data-download="{"attachment_id":58951890,"asset_id":38856269,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58951890/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="109619957" href="https://independent.academia.edu/SMTowhidHossain">S.M. Towhid Hossain</a><script data-card-contents-for-user="109619957" type="text/json">{"id":109619957,"first_name":"S.M. Towhid","last_name":"Hossain","domain_name":"independent","page_name":"SMTowhidHossain","display_name":"S.M. Towhid Hossain","profile_url":"https://independent.academia.edu/SMTowhidHossain?f_ri=32","photo":"https://0.academia-photos.com/109619957/25708815/24399036/s65_s.m._towhid.hossain.jpg"}</script></span></span></li><li class="js-paper-rank-work_38856269 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38856269"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38856269, container: ".js-paper-rank-work_38856269", }); });</script></li><li class="js-percentile-work_38856269 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38856269; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38856269"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38856269 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38856269"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38856269; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38856269]").text(description); $(".js-view-count-work_38856269").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38856269").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38856269"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a><script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38856269]'), work: {"id":38856269,"title":"Term Paper on Organizational Behaviour (MBA 610)","created_at":"2019-04-18T22:18:51.226-07:00","url":"https://www.academia.edu/38856269/Term_Paper_on_Organizational_Behaviour_MBA_610_?f_ri=32","dom_id":"work_38856269","summary":"To obtain the Executive Master in Business Administration degree in Human Resource and Management at Ahsanullah University of Science and Technology, this term paper is the final submission in this course.","downloadable_attachments":[{"id":58951890,"asset_id":38856269,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":109619957,"first_name":"S.M. Towhid","last_name":"Hossain","domain_name":"independent","page_name":"SMTowhidHossain","display_name":"S.M. Towhid Hossain","profile_url":"https://independent.academia.edu/SMTowhidHossain?f_ri=32","photo":"https://0.academia-photos.com/109619957/25708815/24399036/s65_s.m._towhid.hossain.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19309681" data-work_id="19309681" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19309681/A_Model_of_Leadership_Effectiveness_for_Environmental_Uncertainty_An_Integrative_Approach">A Model of Leadership Effectiveness for Environmental Uncertainty: An Integrative Approach</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Despite the highly creative and dynamic atmosphere experienced by researchers in producing new approaches for understanding leadership effectiveness, little effort has been made to create an integrative perspective on leadership theory.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_19309681" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Despite the highly creative and dynamic atmosphere experienced by researchers in producing new approaches for understanding leadership effectiveness, little effort has been made to create an integrative perspective on leadership theory. Recently, leadership researchers made a call to the academic community to develop an integrative understanding of leadership in organizations. This paper answers that call by presenting a framework for understanding the causal and underlying factors that drive organizational outcomes. An integrative model is proposed that includes antecedents of leadership, self-regulatory mechanisms, leadership behaviours, affective and efficacy processes, and contextual factors. Through the identification of the main causal factors in this process, organizational leaders will learn to focus on the important skills, attitudes, and behaviours that produce effective outcomes. Implications for future research are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19309681" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a9006d880ca3238c32e1708b71d5f178" rel="nofollow" data-download="{"attachment_id":40549039,"asset_id":19309681,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40549039/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="126434" href="https://lisboa.academia.edu/TeresaCorreiadeLacerda">Teresa Correia de Lacerda</a><script data-card-contents-for-user="126434" type="text/json">{"id":126434,"first_name":"Teresa Correia de","last_name":"Lacerda","domain_name":"lisboa","page_name":"TeresaCorreiadeLacerda","display_name":"Teresa Correia de Lacerda","profile_url":"https://lisboa.academia.edu/TeresaCorreiadeLacerda?f_ri=32","photo":"https://0.academia-photos.com/126434/33730/118656/s65_teresa_correia_de.lacerda.jpg"}</script></span></span></li><li class="js-paper-rank-work_19309681 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19309681"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19309681, container: ".js-paper-rank-work_19309681", }); 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$(".js-view-count[data-work-id=19309681]").text(description); $(".js-view-count-work_19309681").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_19309681").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="19309681"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a><script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=19309681]'), work: {"id":19309681,"title":"A Model of Leadership Effectiveness for Environmental Uncertainty: An Integrative Approach","created_at":"2015-12-01T11:32:20.251-08:00","url":"https://www.academia.edu/19309681/A_Model_of_Leadership_Effectiveness_for_Environmental_Uncertainty_An_Integrative_Approach?f_ri=32","dom_id":"work_19309681","summary":"Despite the highly creative and dynamic atmosphere experienced by researchers in producing new approaches for understanding leadership effectiveness, little effort has been made to create an integrative perspective on leadership theory. Recently, leadership researchers made a call to the academic community to develop an integrative understanding of leadership in organizations. This paper answers that call by presenting a framework for understanding the causal and underlying factors that drive organizational outcomes. An integrative model is proposed that includes antecedents of leadership, self-regulatory mechanisms, leadership behaviours, affective and efficacy processes, and contextual factors. Through the identification of the main causal factors in this process, organizational leaders will learn to focus on the important skills, attitudes, and behaviours that produce effective outcomes. Implications for future research are discussed.","downloadable_attachments":[{"id":40549039,"asset_id":19309681,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":126434,"first_name":"Teresa Correia de","last_name":"Lacerda","domain_name":"lisboa","page_name":"TeresaCorreiadeLacerda","display_name":"Teresa Correia de Lacerda","profile_url":"https://lisboa.academia.edu/TeresaCorreiadeLacerda?f_ri=32","photo":"https://0.academia-photos.com/126434/33730/118656/s65_teresa_correia_de.lacerda.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4550919" data-work_id="4550919" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4550919/The_Directors_Duties_of_the_UK_Companies_Act_2006">The Directors’ Duties of the UK Companies Act 2006</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company. Tags: Companies Act 2006 model articles, Companies Act 2006 summary companies act... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4550919" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company. <br /> <br />Tags: <br />Companies Act 2006 model articles, Companies Act 2006 summary <br />companies act 2006 pdf <br />companies act 2006 model articles <br />companies act 2006 regulations 2013 <br />Companies Act 2006 UK <br />UK Companies Act 2006</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4550919" data-share-source="work_strip" 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itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4978326/TRANSFORMATIONAL_LEADER_BEHAVIORS_AND_THEIR_EFFECTS_ON_FOLLOWERS_TRUST_IN_LEADER_SATISFACTION_AND_ORGANIZATIONAL_CITIZENSHIP_BEHAVIORS">TRANSFORMATIONAL LEADER BEHAVIORS AND THEIR EFFECTS ON FOLLOWERS' TRUST IN LEADER, SATISFACTION, AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4978326" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li 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href="https://baltdefcol.academia.edu/romanjanjulia">roman janjulia</a><script data-card-contents-for-user="6564661" type="text/json">{"id":6564661,"first_name":"roman","last_name":"janjulia","domain_name":"baltdefcol","page_name":"romanjanjulia","display_name":"roman janjulia","profile_url":"https://baltdefcol.academia.edu/romanjanjulia?f_ri=32","photo":"https://0.academia-photos.com/6564661/2625351/3049747/s65_roman.janjulia.png"}</script></span></span></li><li class="js-paper-rank-work_4978326 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4978326"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4978326, container: ".js-paper-rank-work_4978326", }); });</script></li><li class="js-percentile-work_4978326 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span 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data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a><script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4978326]'), work: {"id":4978326,"title":"TRANSFORMATIONAL LEADER BEHAVIORS AND THEIR EFFECTS ON FOLLOWERS' TRUST IN LEADER, SATISFACTION, AND ORGANIZATIONAL CITIZENSHIP BEHAVIORS","created_at":"2013-11-03T13:32:14.400-08:00","url":"https://www.academia.edu/4978326/TRANSFORMATIONAL_LEADER_BEHAVIORS_AND_THEIR_EFFECTS_ON_FOLLOWERS_TRUST_IN_LEADER_SATISFACTION_AND_ORGANIZATIONAL_CITIZENSHIP_BEHAVIORS?f_ri=32","dom_id":"work_4978326","summary":null,"downloadable_attachments":[{"id":32225715,"asset_id":4978326,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6564661,"first_name":"roman","last_name":"janjulia","domain_name":"baltdefcol","page_name":"romanjanjulia","display_name":"roman janjulia","profile_url":"https://baltdefcol.academia.edu/romanjanjulia?f_ri=32","photo":"https://0.academia-photos.com/6564661/2625351/3049747/s65_roman.janjulia.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_6529646 coauthored" data-work_id="6529646" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/6529646/Authentic_Leadership_and_Positive_Psychological_CapitalThe_Mediating_Role_of_Trust_at_the_Group_Level_of_Analysis">Authentic Leadership and Positive Psychological CapitalThe Mediating Role of Trust at the Group Level of Analysis</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study investigates the relationship between authentic leadership, trust, positive psychological capital (PsyCap), and performance at the group level of analysis. Data were collected from a small Midwestern chain of retail clothing... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_6529646" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study investigates the relationship between authentic leadership, trust, positive psychological capital (PsyCap), and performance at the group level of analysis. Data were collected from a small Midwestern chain of retail clothing stores, a context in which the needs for both authentic leadership and a positive sales staff are integral to the firm's performance. Constructs were aggregated to the store (group) level to test relationships between perceptions of authentic leadership, trust in management, positive psychological capital, and performance. Trust in management was found to mediate the relationship between PsyCap and performance and to partially mediate the relationship between authentic leadership and performance. Future discussions and implications are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/6529646" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3f9eb811a2aab0395faff20699138c5e" rel="nofollow" data-download="{"attachment_id":48822214,"asset_id":6529646,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48822214/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="10445821" href="https://pnw.academia.edu/RachelSmith">Rachel Clapp-Smith</a><script data-card-contents-for-user="10445821" type="text/json">{"id":10445821,"first_name":"Rachel","last_name":"Clapp-Smith","domain_name":"pnw","page_name":"RachelSmith","display_name":"Rachel Clapp-Smith","profile_url":"https://pnw.academia.edu/RachelSmith?f_ri=32","photo":"https://0.academia-photos.com/10445821/18514781/18478936/s65_rachel.clapp-smith.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-6529646">+1</span><div class="hidden js-additional-users-6529646"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JamesAvey">James Avey</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-6529646'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-6529646').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_6529646 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="6529646"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 6529646; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=6529646]").text(description); $(".js-view-count-work_6529646").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_6529646").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="6529646"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=6529646]'), work: {"id":6529646,"title":"Authentic Leadership and Positive Psychological CapitalThe Mediating Role of Trust at the Group Level of Analysis","created_at":"2014-03-24T07:20:21.436-07:00","url":"https://www.academia.edu/6529646/Authentic_Leadership_and_Positive_Psychological_CapitalThe_Mediating_Role_of_Trust_at_the_Group_Level_of_Analysis?f_ri=32","dom_id":"work_6529646","summary":"This study investigates the relationship between authentic leadership, trust, positive psychological capital (PsyCap), and performance at the group level of analysis. Data were collected from a small Midwestern chain of retail clothing stores, a context in which the needs for both authentic leadership and a positive sales staff are integral to the firm's performance. Constructs were aggregated to the store (group) level to test relationships between perceptions of authentic leadership, trust in management, positive psychological capital, and performance. Trust in management was found to mediate the relationship between PsyCap and performance and to partially mediate the relationship between authentic leadership and performance. Future discussions and implications are discussed.","downloadable_attachments":[{"id":48822214,"asset_id":6529646,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":10445821,"first_name":"Rachel","last_name":"Clapp-Smith","domain_name":"pnw","page_name":"RachelSmith","display_name":"Rachel Clapp-Smith","profile_url":"https://pnw.academia.edu/RachelSmith?f_ri=32","photo":"https://0.academia-photos.com/10445821/18514781/18478936/s65_rachel.clapp-smith.jpg"},{"id":34724267,"first_name":"James","last_name":"Avey","domain_name":"independent","page_name":"JamesAvey","display_name":"James Avey","profile_url":"https://independent.academia.edu/JamesAvey?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37317371" data-work_id="37317371" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37317371/Nexus_Of_Performance_Appraisal_And_Manager_Subordinate_Relationship_In_Employee_Motivation_In_Financial_Institutions_In_Kumasi_Ashanti_Region_Of_Ghana">Nexus Of Performance Appraisal And Manager/Subordinate Relationship In Employee Motivation In Financial Institutions In Kumasi, Ashanti Region Of Ghana</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The role of performance appraisal in employee motivation has been disputed by academics and researchers following complaints by employees that the process leads much to be desired. In Ghana, research reports indicate that the appraisal... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37317371" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The role of performance appraisal in employee motivation has been disputed by academics and researchers following complaints by employees that the process leads much to be desired. In Ghana, research reports indicate that the appraisal process of some organisations is fraud with inaccuracies, bias considerations and favouritism on the part of managers. Thus, subordinate employees dread the whole process of appraisal calling into question the professionalism and social wisdom of appraisers. Consequently, a survey questionnaire was distributed among employees of some selected financial institutions to examine the role manager-subordinate employee relationship can play in making the appraisal process more motivating to employees. The results of the study indicated that there is significant positive correlation between manager-subordinate relationship and employee motivation in the areas of good interpersonal communication, managerial tolerance to failure and managerial recognition of employee success. Furthermore, employee participation in setting job objectives and performance review correlate positively with employee motivation whereas self-evaluation of performance correlated negatively with employee motivation. The study, therefore, recommended that management should approach performance appraisal issues with good interpersonal communication and develop the capacity to diagnose and treat poor performance with tolerance. Also, poor performers should be taken through training to improve future performance.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37317371" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a26f8ba310b5b202d284e6ec1858f831" rel="nofollow" data-download="{"attachment_id":57274176,"asset_id":37317371,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57274176/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="58362890" href="https://atmenson.academia.edu/VincentdePaulKanwetuu">Vincent de Paul Kanwetuu</a><script data-card-contents-for-user="58362890" type="text/json">{"id":58362890,"first_name":"Vincent de Paul","last_name":"Kanwetuu","domain_name":"atmenson","page_name":"VincentdePaulKanwetuu","display_name":"Vincent de Paul Kanwetuu","profile_url":"https://atmenson.academia.edu/VincentdePaulKanwetuu?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_37317371 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37317371"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37317371, container: ".js-paper-rank-work_37317371", }); 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$(".js-view-count[data-work-id=37317371]").text(description); $(".js-view-count-work_37317371").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37317371").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37317371"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a><script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37317371]'), work: {"id":37317371,"title":"Nexus Of Performance Appraisal And Manager/Subordinate Relationship In Employee Motivation In Financial Institutions In Kumasi, Ashanti Region Of Ghana","created_at":"2018-08-30T10:05:09.114-07:00","url":"https://www.academia.edu/37317371/Nexus_Of_Performance_Appraisal_And_Manager_Subordinate_Relationship_In_Employee_Motivation_In_Financial_Institutions_In_Kumasi_Ashanti_Region_Of_Ghana?f_ri=32","dom_id":"work_37317371","summary":"The role of performance appraisal in employee motivation has been disputed by academics and researchers following complaints by employees that the process leads much to be desired. In Ghana, research reports indicate that the appraisal process of some organisations is fraud with inaccuracies, bias considerations and favouritism on the part of managers. Thus, subordinate employees dread the whole process of appraisal calling into question the professionalism and social wisdom of appraisers. Consequently, a survey questionnaire was distributed among employees of some selected financial institutions to examine the role manager-subordinate employee relationship can play in making the appraisal process more motivating to employees. The results of the study indicated that there is significant positive correlation between manager-subordinate relationship and employee motivation in the areas of good interpersonal communication, managerial tolerance to failure and managerial recognition of employee success. Furthermore, employee participation in setting job objectives and performance review correlate positively with employee motivation whereas self-evaluation of performance correlated negatively with employee motivation. The study, therefore, recommended that management should approach performance appraisal issues with good interpersonal communication and develop the capacity to diagnose and treat poor performance with tolerance. Also, poor performers should be taken through training to improve future performance.","downloadable_attachments":[{"id":57274176,"asset_id":37317371,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":58362890,"first_name":"Vincent de Paul","last_name":"Kanwetuu","domain_name":"atmenson","page_name":"VincentdePaulKanwetuu","display_name":"Vincent de Paul Kanwetuu","profile_url":"https://atmenson.academia.edu/VincentdePaulKanwetuu?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40729476" data-work_id="40729476" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40729476/Sa%C4%9Fl%C4%B1k_Hizmetlerinde_%C3%96rg%C3%BCtsel_Davran%C4%B1%C5%9F">Sağlık Hizmetlerinde Örgütsel Davranış</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40729476" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ddfb8b44961ffa54d18e76c97547e920" rel="nofollow" data-download="{"attachment_id":61015501,"asset_id":40729476,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/61015501/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2371399" href="https://ahievran.academia.edu/emine%C5%9Fener">Assoc. Prof. Emine Şener</a><script data-card-contents-for-user="2371399" type="text/json">{"id":2371399,"first_name":"Assoc. Prof. Emine","last_name":"Şener","domain_name":"ahievran","page_name":"emineşener","display_name":"Assoc. 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Prof. Emine","last_name":"Şener","domain_name":"ahievran","page_name":"emineşener","display_name":"Assoc. Prof. Emine Şener","profile_url":"https://ahievran.academia.edu/emine%C5%9Fener?f_ri=32","photo":"https://0.academia-photos.com/2371399/746625/113923425/s65_assoc._prof._emine._ener.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":188368,"name":"Örgütsel Davranış","url":"https://www.academia.edu/Documents/in/Orgutsel_Davranis?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22892143" data-work_id="22892143" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22892143/The_Influence_of_Training_Focus_and_Trainer_Characteristics_on_Diversity_Training_Effectiveness">The Influence of Training Focus and Trainer Characteristics on Diversity Training Effectiveness</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">We examined the influence of training focus (similarities or differences) and trainer characteristics (race and sex) on the effectiveness of a diversity training program. An examination of the results reveals that when the training... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_22892143" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">We examined the influence of training focus (similarities or differences) and trainer characteristics (race and sex) on the effectiveness of a diversity training program. An examination of the results reveals that when the training content focused on similarities among individuals, trainees expected fewer instances of backlash and chose more effective conflict resolution strategies than their counterparts whose training content focused on differences among individuals. Trainer race and sex had no impact on trainee evaluations when the course was focused on similarities, whereas trainees in the course highlighting differences responded least favorably to the White male trainer. Further, the purported importance of trainee reactions is supported by evidence of its mediating role between training focus and affectively based learning criteria. We discuss implications and directions for future research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22892143" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="66217df26d0bcba33249a1d1c1562418" rel="nofollow" data-download="{"attachment_id":43431971,"asset_id":22892143,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43431971/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3389796" href="https://smu.academia.edu/MiguelQuinones">Miguel A Quinones</a><script data-card-contents-for-user="3389796" type="text/json">{"id":3389796,"first_name":"Miguel","last_name":"Quinones","domain_name":"smu","page_name":"MiguelQuinones","display_name":"Miguel A Quinones","profile_url":"https://smu.academia.edu/MiguelQuinones?f_ri=32","photo":"https://0.academia-photos.com/3389796/1144741/13210390/s65_miguel.quinones.jpg"}</script></span></span></li><li class="js-paper-rank-work_22892143 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="22892143"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 22892143, container: ".js-paper-rank-work_22892143", }); });</script></li><li class="js-percentile-work_22892143 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 22892143; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_22892143"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_22892143 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="22892143"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 22892143; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=22892143]").text(description); $(".js-view-count-work_22892143").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_22892143").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="22892143"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2613" rel="nofollow" href="https://www.academia.edu/Documents/in/Diversity">Diversity</a>, <script data-card-contents-for-ri="2613" type="text/json">{"id":2613,"name":"Diversity","url":"https://www.academia.edu/Documents/in/Diversity?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a><script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=22892143]'), work: {"id":22892143,"title":"The Influence of Training Focus and Trainer Characteristics on Diversity Training Effectiveness","created_at":"2016-03-06T13:24:59.962-08:00","url":"https://www.academia.edu/22892143/The_Influence_of_Training_Focus_and_Trainer_Characteristics_on_Diversity_Training_Effectiveness?f_ri=32","dom_id":"work_22892143","summary":"We examined the influence of training focus (similarities or differences) and trainer characteristics (race and sex) on the effectiveness of a diversity training program. An examination of the results reveals that when the training content focused on similarities among individuals, trainees expected fewer instances of backlash and chose more effective conflict resolution strategies than their counterparts whose training content focused on differences among individuals. Trainer race and sex had no impact on trainee evaluations when the course was focused on similarities, whereas trainees in the course highlighting differences responded least favorably to the White male trainer. Further, the purported importance of trainee reactions is supported by evidence of its mediating role between training focus and affectively based learning criteria. We discuss implications and directions for future research.","downloadable_attachments":[{"id":43431971,"asset_id":22892143,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3389796,"first_name":"Miguel","last_name":"Quinones","domain_name":"smu","page_name":"MiguelQuinones","display_name":"Miguel A Quinones","profile_url":"https://smu.academia.edu/MiguelQuinones?f_ri=32","photo":"https://0.academia-photos.com/3389796/1144741/13210390/s65_miguel.quinones.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2613,"name":"Diversity","url":"https://www.academia.edu/Documents/in/Diversity?f_ri=32","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3432852" data-work_id="3432852" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3432852/Experiential_learning_Experience_as_the_source_of_learning_and_development">Experiential learning: Experience as the source of learning and development</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3432852" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="76bba2bd73333dc60f0d0bb616b3ba9a" rel="nofollow" data-download="{"attachment_id":31202086,"asset_id":3432852,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31202086/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4003313" href="https://independent.academia.edu/DaewonGo">Daewon Go</a><script data-card-contents-for-user="4003313" type="text/json">{"id":4003313,"first_name":"Daewon","last_name":"Go","domain_name":"independent","page_name":"DaewonGo","display_name":"Daewon Go","profile_url":"https://independent.academia.edu/DaewonGo?f_ri=32","photo":"https://0.academia-photos.com/4003313/1516517/1844474/s65_daewon.go.jpg"}</script></span></span></li><li class="js-paper-rank-work_3432852 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3432852"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3432852, container: ".js-paper-rank-work_3432852", }); });</script></li><li class="js-percentile-work_3432852 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3432852; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3432852"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3432852 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3432852"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3432852; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3432852]").text(description); $(".js-view-count-work_3432852").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3432852").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3432852"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8348" rel="nofollow" href="https://www.academia.edu/Documents/in/Library_and_Information_Science">Library and Information Science</a>, <script data-card-contents-for-ri="8348" type="text/json">{"id":8348,"name":"Library and Information Science","url":"https://www.academia.edu/Documents/in/Library_and_Information_Science?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="50574" rel="nofollow" href="https://www.academia.edu/Documents/in/Experiential_Learning">Experiential Learning</a><script data-card-contents-for-ri="50574" type="text/json">{"id":50574,"name":"Experiential Learning","url":"https://www.academia.edu/Documents/in/Experiential_Learning?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3432852]'), work: {"id":3432852,"title":"Experiential learning: Experience as the source of learning and development","created_at":"2013-04-30T14:25:19.322-07:00","url":"https://www.academia.edu/3432852/Experiential_learning_Experience_as_the_source_of_learning_and_development?f_ri=32","dom_id":"work_3432852","summary":null,"downloadable_attachments":[{"id":31202086,"asset_id":3432852,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4003313,"first_name":"Daewon","last_name":"Go","domain_name":"independent","page_name":"DaewonGo","display_name":"Daewon Go","profile_url":"https://independent.academia.edu/DaewonGo?f_ri=32","photo":"https://0.academia-photos.com/4003313/1516517/1844474/s65_daewon.go.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true},{"id":8348,"name":"Library and Information Science","url":"https://www.academia.edu/Documents/in/Library_and_Information_Science?f_ri=32","nofollow":true},{"id":50574,"name":"Experiential Learning","url":"https://www.academia.edu/Documents/in/Experiential_Learning?f_ri=32","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33475258" data-work_id="33475258" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/33475258/EFFECT_OF_REWARD_AND_COMPENSATION_ON_EMPLOYEE_LOYALTY_AND_PERFORMANCE_IN_ASSET_MANAGEMENT_CORPORATION_OF_NIGERIAN_AMCON_">EFFECT OF REWARD AND COMPENSATION ON EMPLOYEE LOYALTY AND PERFORMANCE IN ASSET MANAGEMENT CORPORATION OF NIGERIAN (AMCON)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examined the effect of reward and compensation on employee loyalty and performance in Asset Management Corporation of Nigerian (AMCON). A descriptive survey research design was adopted in this study. The sample for this study... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_33475258" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examined the effect of reward and compensation on employee loyalty and performance in Asset Management Corporation of Nigerian (AMCON). A descriptive survey research design was adopted in this study. The sample for this study consisted of randomly selected 179 staff of AMCON. Data collected were analysed using descriptive statistic; and Chi-square testing. Results from the study revealed that compensation program does influence employees’ performance in AMCON, that fair rewarding system does enhance employee loyalty in AMCON, Quality of work compensation and conducive working atmosphere do affect employees’ performance in AMCON. It was concluded that there is a need for the management and employees of AMCON to promote fair and adequate compensation system. Thus, it was recommended that the management of AMCON should improve on their monetary and non-monetary incentives scheme and to ensure that employee motivation is well articulated and executed at all level of the organization for the purpose of employee loyalty, job satisfaction and improved employee performance at all times. Also, the management should introduce some level of innovation and flexibility into the company policies concerning employee’s motivation, there is need for better and healthy relationship between the management and its Employees at all level and between the employees themselves.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/33475258" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bd2ae70de52ae46d6341f3ef4bc34ea7" rel="nofollow" data-download="{"attachment_id":53518399,"asset_id":33475258,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53518399/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="60879275" href="https://leicester.academia.edu/GodblessAkaighe">Godbless Akaighe</a><script data-card-contents-for-user="60879275" type="text/json">{"id":60879275,"first_name":"Godbless","last_name":"Akaighe","domain_name":"leicester","page_name":"GodblessAkaighe","display_name":"Godbless Akaighe","profile_url":"https://leicester.academia.edu/GodblessAkaighe?f_ri=32","photo":"https://0.academia-photos.com/60879275/16065127/78569070/s65_godbless.akaighe.jpeg"}</script></span></span></li><li class="js-paper-rank-work_33475258 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="33475258"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 33475258, container: ".js-paper-rank-work_33475258", }); });</script></li><li class="js-percentile-work_33475258 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 33475258; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_33475258"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_33475258 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="33475258"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 33475258; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=33475258]").text(description); $(".js-view-count-work_33475258").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_33475258").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="33475258"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a><script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=33475258]'), work: {"id":33475258,"title":"EFFECT OF REWARD AND COMPENSATION ON EMPLOYEE LOYALTY AND PERFORMANCE IN ASSET MANAGEMENT CORPORATION OF NIGERIAN (AMCON)","created_at":"2017-06-15T00:26:59.326-07:00","url":"https://www.academia.edu/33475258/EFFECT_OF_REWARD_AND_COMPENSATION_ON_EMPLOYEE_LOYALTY_AND_PERFORMANCE_IN_ASSET_MANAGEMENT_CORPORATION_OF_NIGERIAN_AMCON_?f_ri=32","dom_id":"work_33475258","summary":"This study examined the effect of reward and compensation on employee loyalty and performance in Asset Management Corporation of Nigerian (AMCON). A descriptive survey research design was adopted in this study. The sample for this study consisted of randomly selected 179 staff of AMCON. Data collected were analysed using descriptive statistic; and Chi-square testing. Results from the study revealed that compensation program does influence employees’ performance in AMCON, that fair rewarding system does enhance employee loyalty in AMCON, Quality of work compensation and conducive working atmosphere do affect employees’ performance in AMCON. It was concluded that there is a need for the management and employees of AMCON to promote fair and adequate compensation system. Thus, it was recommended that the management of AMCON should improve on their monetary and non-monetary incentives scheme and to ensure that employee motivation is well articulated and executed at all level of the organization for the purpose of employee loyalty, job satisfaction and improved employee performance at all times. Also, the management should introduce some level of innovation and flexibility into the company policies concerning employee’s motivation, there is need for better and healthy relationship between the management and its Employees at all level and between the employees themselves. ","downloadable_attachments":[{"id":53518399,"asset_id":33475258,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":60879275,"first_name":"Godbless","last_name":"Akaighe","domain_name":"leicester","page_name":"GodblessAkaighe","display_name":"Godbless Akaighe","profile_url":"https://leicester.academia.edu/GodblessAkaighe?f_ri=32","photo":"https://0.academia-photos.com/60879275/16065127/78569070/s65_godbless.akaighe.jpeg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34772621" data-work_id="34772621" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/34772621/The_Anger_Manual_to_Help_Reduce_Anger_in_Society_social_change_download_">The Anger Manual to Help Reduce Anger in Society (social change download)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">People abused by angry discipline as children, may tend to abuse or overly punish other people or themselves for perceived wrongs in their adult life. In some individuals, aggressive personality traits may be genetically inherited. The... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34772621" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">People abused by angry discipline as children, may tend to abuse or overly punish other people or themselves for perceived wrongs in their adult life. In some individuals, aggressive personality traits may be genetically inherited. The aggressive personality may feel weakened by having guidelines or boundaries for anger. Anger is a normal human emotion, and these guidelines can help express anger in a healthy way.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34772621" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4862bdcbd3951fd9c888eb04cff6e734" rel="nofollow" data-download="{"attachment_id":65224746,"asset_id":34772621,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65224746/download_file?st=MTczODk3NTY4NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="345752" href="https://collegemhc.academia.edu/DanielKeeran">Daniel M Keeran MSW</a><script data-card-contents-for-user="345752" type="text/json">{"id":345752,"first_name":"Daniel","last_name":"Keeran MSW","domain_name":"collegemhc","page_name":"DanielKeeran","display_name":"Daniel M Keeran MSW","profile_url":"https://collegemhc.academia.edu/DanielKeeran?f_ri=32","photo":"https://0.academia-photos.com/345752/94042/30134256/s65_daniel.keeran_msw.jpg"}</script></span></span></li><li class="js-paper-rank-work_34772621 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34772621"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34772621, container: ".js-paper-rank-work_34772621", }); 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The United States and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1611949" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Abstract: As the world enters a new millennium, the U.S. military simultaneously enters a new era in warfare -- an era in which warfare is affected by a changing strategic environment and rapid technological change. The United States and its multinational partners are experiencing a transition from the Industrial Age to the Information Age. Simultaneously, it is fully engaged in a global war on terrorism set in a new period of globalization. These changes, as well as the experiences gained during recent and ongoing military operations, have resulted in the current drive to transform the force with network-centric warfare (NCW) as the centerpiece of this effort. This document describes how the tenets and principles of NCW are providing the foundation for developing new warfighting concepts, organizations, and processes that will allow U.S. forces to maintain a competitive advantage over potential adversaries, now and in the future. In sum, the report provides an overview of the ongoing implementation of NCW in the Department of Defense (DoD). A brief description of NCW, including its origins, its central role in force transformation, its tenets and principles, and an implementation strategy, are provided in Chapter 1. An examination of NCW as an emerging theory of war, its relationship to the four domains of Information Age warfare, the growing evidence of its benefits, and the warfighting advantages it can provide are examined in Chapter 2. Chapter 3 focuses on network-centric operations (NCO), including the relationship of NCO to the overarching Joint Operations Concepts (JOpsC), the NCO experience in Afghanistan and Iraq, the development of the NCO Conceptual Framework, and the conduct of NCO case studies. An overview of Joint and Service plans and initiatives to develop and implement network-centric capabilities and the growing investment in these capabilities by our allies and multinational partners are provided in Chapter 4</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1611949" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a0c46a7e86e7dcf7070a9a5f9e185e48" rel="nofollow" data-download="{"attachment_id":15730839,"asset_id":1611949,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/15730839/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="453140" href="https://aacc.academia.edu/MarkTempestilli">Mark Tempestilli</a><script data-card-contents-for-user="453140" type="text/json">{"id":453140,"first_name":"Mark","last_name":"Tempestilli","domain_name":"aacc","page_name":"MarkTempestilli","display_name":"Mark Tempestilli","profile_url":"https://aacc.academia.edu/MarkTempestilli?f_ri=32","photo":"https://0.academia-photos.com/453140/147917/3391392/s65_mark.tempestilli.jpg"}</script></span></span></li><li class="js-paper-rank-work_1611949 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1611949"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1611949, container: ".js-paper-rank-work_1611949", }); 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The United States and its multinational partners are experiencing a transition from the Industrial Age to the Information Age. Simultaneously, it is fully engaged in a global war on terrorism set in a new period of globalization. These changes, as well as the experiences gained during recent and ongoing military operations, have resulted in the current drive to transform the force with network-centric warfare (NCW) as the centerpiece of this effort. This document describes how the tenets and principles of NCW are providing the foundation for developing new warfighting concepts, organizations, and processes that will allow U.S. forces to maintain a competitive advantage over potential adversaries, now and in the future. In sum, the report provides an overview of the ongoing implementation of NCW in the Department of Defense (DoD). A brief description of NCW, including its origins, its central role in force transformation, its tenets and principles, and an implementation strategy, are provided in Chapter 1. An examination of NCW as an emerging theory of war, its relationship to the four domains of Information Age warfare, the growing evidence of its benefits, and the warfighting advantages it can provide are examined in Chapter 2. Chapter 3 focuses on network-centric operations (NCO), including the relationship of NCO to the overarching Joint Operations Concepts (JOpsC), the NCO experience in Afghanistan and Iraq, the development of the NCO Conceptual Framework, and the conduct of NCO case studies. An overview of Joint and Service plans and initiatives to develop and implement network-centric capabilities and the growing investment in these capabilities by our allies and multinational partners are provided in Chapter 4","downloadable_attachments":[{"id":15730839,"asset_id":1611949,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":453140,"first_name":"Mark","last_name":"Tempestilli","domain_name":"aacc","page_name":"MarkTempestilli","display_name":"Mark Tempestilli","profile_url":"https://aacc.academia.edu/MarkTempestilli?f_ri=32","photo":"https://0.academia-photos.com/453140/147917/3391392/s65_mark.tempestilli.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":472,"name":"Human Computer Interaction","url":"https://www.academia.edu/Documents/in/Human_Computer_Interaction?f_ri=32","nofollow":true},{"id":771,"name":"Human Behavioral Ecology","url":"https://www.academia.edu/Documents/in/Human_Behavioral_Ecology?f_ri=32","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=32"},{"id":3762,"name":"Human Factors","url":"https://www.academia.edu/Documents/in/Human_Factors?f_ri=32"},{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=32"},{"id":16312,"name":"Organizational transformation","url":"https://www.academia.edu/Documents/in/Organizational_transformation?f_ri=32"},{"id":38964,"name":"Human Behavioral Ecology (Ecology)","url":"https://www.academia.edu/Documents/in/Human_Behavioral_Ecology_Ecology_?f_ri=32"},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=32"},{"id":184919,"name":"Information Age","url":"https://www.academia.edu/Documents/in/Information_Age?f_ri=32"},{"id":285280,"name":"Organizational Dynamics","url":"https://www.academia.edu/Documents/in/Organizational_Dynamics?f_ri=32"},{"id":328841,"name":"Network Centric Warfare","url":"https://www.academia.edu/Documents/in/Network_Centric_Warfare?f_ri=32"},{"id":496003,"name":"Network Centric Operations","url":"https://www.academia.edu/Documents/in/Network_Centric_Operations?f_ri=32"},{"id":499756,"name":"Defense Transformation","url":"https://www.academia.edu/Documents/in/Defense_Transformation?f_ri=32"},{"id":499999,"name":"Network-enabled Organizations","url":"https://www.academia.edu/Documents/in/Network-enabled_Organizations?f_ri=32"},{"id":500044,"name":"Revolutions in Military Affairs","url":"https://www.academia.edu/Documents/in/Revolutions_in_Military_Affairs?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5328735" data-work_id="5328735" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5328735/Self_Esteem_Within_the_Work_and_Organizational_Context_A_Review_of_the_Organization_Based_Self_Esteem_Literature">Self-Esteem Within the Work and Organizational Context: A Review of the Organization-Based Self-Esteem Literature</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">On numerous occasions it has been suggested that an individual's self-esteem, formed around work and organizational experiences, plays a significant role in determining employee motivation, work-related attitudes and behaviors. We review... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5328735" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">On numerous occasions it has been suggested that an individual's self-esteem, formed around work and organizational experiences, plays a significant role in determining employee motivation, work-related attitudes and behaviors. We review more than a decade of research on an organization-based conceptualization of self-esteem. It is observed that sources of organization structure, signals about worth from the organization, as well as, success-building role conditions predict organization-based self-esteem. In addition, organization-based self-esteem is related to job satisfaction, organizational commitment, motivation, citizenship behavior, in-role performance, and turnover intentions, as well as, other important organization-related attitudes and behaviors. Explanations for these effects and directions for future research are discussed. ) published several papers focused on employee self-esteem. At the center of his work was the suggestion that an individual's self-esteem, formed around work and organizational experiences, would play a significant role in determining employee motivation, work-related attitudes and behaviors. We review ଝ</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5328735" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="73a809febab373458ec968b4d5d36edc" rel="nofollow" data-download="{"attachment_id":32487627,"asset_id":5328735,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32487627/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="7365913" href="https://valahia.academia.edu/SandiSando">Sandi Sando</a><script data-card-contents-for-user="7365913" type="text/json">{"id":7365913,"first_name":"Sandi","last_name":"Sando","domain_name":"valahia","page_name":"SandiSando","display_name":"Sandi Sando","profile_url":"https://valahia.academia.edu/SandiSando?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_5328735 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5328735"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5328735, container: ".js-paper-rank-work_5328735", }); });</script></li><li class="js-percentile-work_5328735 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 5328735; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_5328735"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_5328735 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="5328735"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 5328735; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=5328735]").text(description); $(".js-view-count-work_5328735").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_5328735").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="5328735"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a><script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5328735]'), work: {"id":5328735,"title":"Self-Esteem Within the Work and Organizational Context: A Review of the Organization-Based Self-Esteem Literature","created_at":"2013-12-05T02:48:29.531-08:00","url":"https://www.academia.edu/5328735/Self_Esteem_Within_the_Work_and_Organizational_Context_A_Review_of_the_Organization_Based_Self_Esteem_Literature?f_ri=32","dom_id":"work_5328735","summary":"On numerous occasions it has been suggested that an individual's self-esteem, formed around work and organizational experiences, plays a significant role in determining employee motivation, work-related attitudes and behaviors. 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We review ଝ","downloadable_attachments":[{"id":32487627,"asset_id":5328735,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":7365913,"first_name":"Sandi","last_name":"Sando","domain_name":"valahia","page_name":"SandiSando","display_name":"Sandi Sando","profile_url":"https://valahia.academia.edu/SandiSando?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2030818" data-work_id="2030818" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2030818/PRACTICE_THEORY_WORK_AND_ORGANIZATION_AN_INTRODUCTION"> PRACTICE THEORY, WORK AND ORGANIZATION. AN INTRODUCTION</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"Table of content: 1: Introduction 2: Praxis and Practice Theory: A Brief Historical Overview 3: Praxeology and the Work of Giddens and Bourdieu 4: Practice as Tradition and Community 5: Practice as Activity 6: Practice as... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2030818" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Table of content: <br /> <br />1: Introduction <br />2: Praxis and Practice Theory: A Brief Historical Overview <br />3: Praxeology and the Work of Giddens and Bourdieu <br />4: Practice as Tradition and Community <br />5: Practice as Activity <br />6: Practice as Accomplishment <br />7: Practice as the House of the Social: Contemporary Developments of the Heideggerian and Wittgensteinian Traditions <br />8: Discourse and Practice <br />9: Bringing it All Together: a Toolkit to Study and Represent Practice at Work <br /> <br /> <br /> <br />"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2030818" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9d584abc9c4db27a802db3ab0915c183" rel="nofollow" data-download="{"attachment_id":32301280,"asset_id":2030818,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32301280/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="317255" href="https://warwick.academia.edu/Davidenicolini">Davide Nicolini</a><script data-card-contents-for-user="317255" type="text/json">{"id":317255,"first_name":"Davide","last_name":"Nicolini","domain_name":"warwick","page_name":"Davidenicolini","display_name":"Davide Nicolini","profile_url":"https://warwick.academia.edu/Davidenicolini?f_ri=32","photo":"https://0.academia-photos.com/317255/65956/14788555/s65_davide.nicolini.jpg"}</script></span></span></li><li class="js-paper-rank-work_2030818 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2030818"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2030818, container: ".js-paper-rank-work_2030818", }); 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Instead, it deals with the what, when, and why; with such tangibles as policies and decisions; opportunities and risks; structures and strategies; staffing, compensation, and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38623791" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This is a practical book, but it is not a “how-to” book. Instead, it deals with the what, when, and why; with such tangibles as policies and decisions; opportunities and risks; structures and strategies; staffing, compensation, and rewards. Innovation and entrepreneurship are discussed under three main headings: The Practice of Innovation; The Practice of Entrepreneurship; and Entrepreneurial Strategies. Each of these is an<br />“aspect” of innovation and entrepreneurship rather than a stage.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38623791" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="08562e868b15c34c4395c6ae9080776a" rel="nofollow" data-download="{"attachment_id":58700930,"asset_id":38623791,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58700930/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17989402" href="https://megatrenduniversity.academia.edu/DejanDjordjevic">Dejan Djordjevic</a><script data-card-contents-for-user="17989402" type="text/json">{"id":17989402,"first_name":"Dejan","last_name":"Djordjevic","domain_name":"megatrenduniversity","page_name":"DejanDjordjevic","display_name":"Dejan Djordjevic","profile_url":"https://megatrenduniversity.academia.edu/DejanDjordjevic?f_ri=32","photo":"https://0.academia-photos.com/17989402/5013128/5754633/s65_dejan.djordjevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_38623791 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38623791"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38623791, container: ".js-paper-rank-work_38623791", }); 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Communication</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9537103" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="596e3f1dc1c21309bb62aeb3d0f62622" rel="nofollow" data-download="{"attachment_id":35758972,"asset_id":9537103,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35758972/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1956259" href="https://philippines.academia.edu/EAMendoza">EA Mendoza</a><script data-card-contents-for-user="1956259" type="text/json">{"id":1956259,"first_name":"EA","last_name":"Mendoza","domain_name":"philippines","page_name":"EAMendoza","display_name":"EA Mendoza","profile_url":"https://philippines.academia.edu/EAMendoza?f_ri=32","photo":"https://0.academia-photos.com/1956259/2593484/3988484/s65_ea.mendoza.jpg"}</script></span></span></li><li class="js-paper-rank-work_9537103 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9537103"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9537103, container: ".js-paper-rank-work_9537103", }); });</script></li><li class="js-percentile-work_9537103 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9537103; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9537103"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9537103 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9537103"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9537103; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9537103]").text(description); $(".js-view-count-work_9537103").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9537103").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9537103"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a><script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9537103]'), work: {"id":9537103,"title":"Chapter 11. Communication","created_at":"2014-11-27T23:28:53.131-08:00","url":"https://www.academia.edu/9537103/Chapter_11_Communication?f_ri=32","dom_id":"work_9537103","summary":null,"downloadable_attachments":[{"id":35758972,"asset_id":9537103,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1956259,"first_name":"EA","last_name":"Mendoza","domain_name":"philippines","page_name":"EAMendoza","display_name":"EA Mendoza","profile_url":"https://philippines.academia.edu/EAMendoza?f_ri=32","photo":"https://0.academia-photos.com/1956259/2593484/3988484/s65_ea.mendoza.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=32","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_77712986" data-work_id="77712986" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/77712986/What_we_teach_students_about_the_Hawthorne_Studies_A_review_of_content_within_a_sample_of_introductory_I_O_and_OB_textbooks">What we teach students about the Hawthorne Studies: A review of content within a sample of introductory I-O and OB textbooks</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/77712986" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dd12142d6f96d76f920fc1e84911dc5d" rel="nofollow" data-download="{"attachment_id":85008151,"asset_id":77712986,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/85008151/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="58824076" rel="nofollow" href="https://independent.academia.edu/RyanOlson11">Ryan Olson</a><script data-card-contents-for-user="58824076" type="text/json">{"id":58824076,"first_name":"Ryan","last_name":"Olson","domain_name":"independent","page_name":"RyanOlson11","display_name":"Ryan Olson","profile_url":"https://independent.academia.edu/RyanOlson11?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_77712986 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="77712986"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 77712986, container: ".js-paper-rank-work_77712986", }); 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$(".js-view-count[data-work-id=77712986]").text(description); $(".js-view-count-work_77712986").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_77712986").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="77712986"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="21747" rel="nofollow" href="https://www.academia.edu/Documents/in/Experimental_Design">Experimental Design</a>, <script data-card-contents-for-ri="21747" type="text/json">{"id":21747,"name":"Experimental Design","url":"https://www.academia.edu/Documents/in/Experimental_Design?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="87818" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_behavior">Human behavior</a>, <script data-card-contents-for-ri="87818" type="text/json">{"id":87818,"name":"Human behavior","url":"https://www.academia.edu/Documents/in/Human_behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="134417" rel="nofollow" href="https://www.academia.edu/Documents/in/Shared_Knowledge">Shared Knowledge</a><script data-card-contents-for-ri="134417" type="text/json">{"id":134417,"name":"Shared Knowledge","url":"https://www.academia.edu/Documents/in/Shared_Knowledge?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=77712986]'), work: {"id":77712986,"title":"What we teach students about the Hawthorne Studies: A review of content within a sample of introductory I-O and OB textbooks","created_at":"2022-04-26T14:02:45.425-07:00","url":"https://www.academia.edu/77712986/What_we_teach_students_about_the_Hawthorne_Studies_A_review_of_content_within_a_sample_of_introductory_I_O_and_OB_textbooks?f_ri=32","dom_id":"work_77712986","summary":null,"downloadable_attachments":[{"id":85008151,"asset_id":77712986,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":58824076,"first_name":"Ryan","last_name":"Olson","domain_name":"independent","page_name":"RyanOlson11","display_name":"Ryan Olson","profile_url":"https://independent.academia.edu/RyanOlson11?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":21747,"name":"Experimental Design","url":"https://www.academia.edu/Documents/in/Experimental_Design?f_ri=32","nofollow":true},{"id":87818,"name":"Human behavior","url":"https://www.academia.edu/Documents/in/Human_behavior?f_ri=32","nofollow":true},{"id":134417,"name":"Shared Knowledge","url":"https://www.academia.edu/Documents/in/Shared_Knowledge?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_75977999" data-work_id="75977999" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/75977999/Normative_commitment_and_loyal_boosterism_Does_job_satisfaction_mediate_this_relationship">Normative commitment and loyal boosterism: Does job satisfaction mediate this relationship?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The relationship between attitudes and behaviours, and particularly organizational citizenship behaviour (OCB), is discussed and a model is built asserting that job satisfaction mediates the relationship between normative commitment and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_75977999" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The relationship between attitudes and behaviours, and particularly organizational citizenship behaviour (OCB), is discussed and a model is built asserting that job satisfaction mediates the relationship between normative commitment and loyal boosterism. It has been hypothesized that job satisfaction mediates the relationship between normative commitment and OCBs. This mediation is further developed by arguing that loyal boosterism-one of the four OCB dimensions-has stronger mediation effect, compared to the other dimensions, personal industry, interpersonal helping and individual initiative. 646 individuals equally drawn from private and public sector in Greece responded to a structured questionnaire. The results validate the hypotheses, showing that job satisfaction mediates the relationship between normative commitment and OCB. Also, job satisfaction mediates the relationship between normative commitment and loyal boosterism, more strongly than the other dimensions. Finally, the limitations of the current field research, the implications are discussed and suggestions for further research are proposed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/75977999" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4856e0b428c4a47f58ad47aacab03a61" rel="nofollow" data-download="{"attachment_id":83665723,"asset_id":75977999,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/83665723/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6722350" href="https://independent.academia.edu/yannismarkovits">yannis markovits</a><script data-card-contents-for-user="6722350" type="text/json">{"id":6722350,"first_name":"yannis","last_name":"markovits","domain_name":"independent","page_name":"yannismarkovits","display_name":"yannis markovits","profile_url":"https://independent.academia.edu/yannismarkovits?f_ri=32","photo":"https://0.academia-photos.com/6722350/2637671/3065855/s65_yannis.markovits.jpg"}</script></span></span></li><li class="js-paper-rank-work_75977999 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="75977999"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 75977999, container: ".js-paper-rank-work_75977999", }); });</script></li><li class="js-percentile-work_75977999 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 75977999; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_75977999"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_75977999 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="75977999"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 75977999; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=75977999]").text(description); $(".js-view-count-work_75977999").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_75977999").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="75977999"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="10174" rel="nofollow" href="https://www.academia.edu/Documents/in/Mediation">Mediation</a>, <script data-card-contents-for-ri="10174" type="text/json">{"id":10174,"name":"Mediation","url":"https://www.academia.edu/Documents/in/Mediation?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="977066" rel="nofollow" href="https://www.academia.edu/Documents/in/Normative_Commitment">Normative Commitment</a><script data-card-contents-for-ri="977066" type="text/json">{"id":977066,"name":"Normative Commitment","url":"https://www.academia.edu/Documents/in/Normative_Commitment?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75977999]'), work: {"id":75977999,"title":"Normative commitment and loyal boosterism: Does job satisfaction mediate this relationship?","created_at":"2022-04-10T02:31:54.081-07:00","url":"https://www.academia.edu/75977999/Normative_commitment_and_loyal_boosterism_Does_job_satisfaction_mediate_this_relationship?f_ri=32","dom_id":"work_75977999","summary":"The relationship between attitudes and behaviours, and particularly organizational citizenship behaviour (OCB), is discussed and a model is built asserting that job satisfaction mediates the relationship between normative commitment and loyal boosterism. It has been hypothesized that job satisfaction mediates the relationship between normative commitment and OCBs. This mediation is further developed by arguing that loyal boosterism-one of the four OCB dimensions-has stronger mediation effect, compared to the other dimensions, personal industry, interpersonal helping and individual initiative. 646 individuals equally drawn from private and public sector in Greece responded to a structured questionnaire. The results validate the hypotheses, showing that job satisfaction mediates the relationship between normative commitment and OCB. Also, job satisfaction mediates the relationship between normative commitment and loyal boosterism, more strongly than the other dimensions. Finally, the limitations of the current field research, the implications are discussed and suggestions for further research are proposed.","downloadable_attachments":[{"id":83665723,"asset_id":75977999,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6722350,"first_name":"yannis","last_name":"markovits","domain_name":"independent","page_name":"yannismarkovits","display_name":"yannis markovits","profile_url":"https://independent.academia.edu/yannismarkovits?f_ri=32","photo":"https://0.academia-photos.com/6722350/2637671/3065855/s65_yannis.markovits.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":10174,"name":"Mediation","url":"https://www.academia.edu/Documents/in/Mediation?f_ri=32","nofollow":true},{"id":977066,"name":"Normative Commitment","url":"https://www.academia.edu/Documents/in/Normative_Commitment?f_ri=32","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27319391" data-work_id="27319391" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27319391/Developing_a_Framework_to_Improve_Information_Assurance_Battlespace_Knowledge">Developing a Framework to Improve Information Assurance Battlespace Knowledge</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In any organization that operates in cyberspace, it is necessary to understand the information battlespace. Defensive information battlespace knowledge can be provided by detailed analysis of carefully selected metrics using automated... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27319391" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In any organization that operates in cyberspace, it is necessary to understand the information battlespace. Defensive information battlespace knowledge can be provided by detailed analysis of carefully selected metrics using automated analysis, data mining, and data calls. Gathering data for metrics involves many of the same pitfalls as collecting data in research but also incurs the intra-organizational communication problems inherent in organizations. These factors make it difficult to turn data and metrics into decision-ready knowledge. This paper explores data gathering in an organization as a research program and a knowledge transfer activity.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27319391" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cf8e00d9dabcc72dade5dfcb40c3d0ae" rel="nofollow" data-download="{"attachment_id":47575202,"asset_id":27319391,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47575202/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="14021046" href="https://af.academia.edu/AdamBryant">Adam R Bryant</a><script data-card-contents-for-user="14021046" type="text/json">{"id":14021046,"first_name":"Adam","last_name":"Bryant","domain_name":"af","page_name":"AdamBryant","display_name":"Adam R Bryant","profile_url":"https://af.academia.edu/AdamBryant?f_ri=32","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27319391 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27319391"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27319391, container: ".js-paper-rank-work_27319391", }); });</script></li><li class="js-percentile-work_27319391 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27319391; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27319391"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27319391 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27319391"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27319391; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27319391]").text(description); $(".js-view-count-work_27319391").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27319391").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27319391"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="422" rel="nofollow" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="956" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Communication">Organizational Communication</a>, <script data-card-contents-for-ri="956" type="text/json">{"id":956,"name":"Organizational Communication","url":"https://www.academia.edu/Documents/in/Organizational_Communication?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4702" rel="nofollow" href="https://www.academia.edu/Documents/in/Case_Study_Research">Case Study Research</a><script data-card-contents-for-ri="4702" type="text/json">{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27319391]'), work: {"id":27319391,"title":"Developing a Framework to Improve Information Assurance Battlespace Knowledge","created_at":"2016-07-27T15:56:57.930-07:00","url":"https://www.academia.edu/27319391/Developing_a_Framework_to_Improve_Information_Assurance_Battlespace_Knowledge?f_ri=32","dom_id":"work_27319391","summary":" In any organization that operates in cyberspace, it is necessary to understand the information battlespace. Defensive information battlespace knowledge can be provided by detailed analysis of carefully selected metrics using automated analysis, data mining, and data calls. Gathering data for metrics involves many of the same pitfalls as collecting data in research but also incurs the intra-organizational communication problems inherent in organizations. These factors make it difficult to turn data and metrics into decision-ready knowledge. This paper explores data gathering in an organization as a research program and a knowledge transfer activity.","downloadable_attachments":[{"id":47575202,"asset_id":27319391,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":14021046,"first_name":"Adam","last_name":"Bryant","domain_name":"af","page_name":"AdamBryant","display_name":"Adam R Bryant","profile_url":"https://af.academia.edu/AdamBryant?f_ri=32","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=32","nofollow":true},{"id":956,"name":"Organizational Communication","url":"https://www.academia.edu/Documents/in/Organizational_Communication?f_ri=32","nofollow":true},{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=32","nofollow":true},{"id":6636,"name":"Metrics","url":"https://www.academia.edu/Documents/in/Metrics?f_ri=32"},{"id":13923,"name":"Computer Security","url":"https://www.academia.edu/Documents/in/Computer_Security?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_25983306" data-work_id="25983306" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/25983306/HOW_THINGS_CHANGE_with_Chaos">HOW THINGS CHANGE with Chaos</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">In this PPT Rowley & Roevens compare their Proteus Organize with Chaos model to several others: Kotter's 8-steps, Appreciative inquiry, Kubler-Ross, McKinsey, etc.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/25983306" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f2a2730495c383eb311f21fa79b47c41" rel="nofollow" data-download="{"attachment_id":46333669,"asset_id":25983306,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46333669/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42676" href="https://buas.academia.edu/JosephRoevens">Joseph Roevens</a><script data-card-contents-for-user="42676" type="text/json">{"id":42676,"first_name":"Joseph","last_name":"Roevens","domain_name":"buas","page_name":"JosephRoevens","display_name":"Joseph Roevens","profile_url":"https://buas.academia.edu/JosephRoevens?f_ri=32","photo":"https://0.academia-photos.com/42676/13805/12917/s65_joseph.roevens.jpg"}</script></span></span></li><li class="js-paper-rank-work_25983306 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="25983306"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 25983306, container: ".js-paper-rank-work_25983306", }); });</script></li><li class="js-percentile-work_25983306 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 25983306; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_25983306"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_25983306 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="25983306"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 25983306; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=25983306]").text(description); $(".js-view-count-work_25983306").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_25983306").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="25983306"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="32" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="240" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Psychology">Organizational Psychology</a>, <script data-card-contents-for-ri="240" type="text/json">{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1074" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Theory">Organizational Theory</a>, <script data-card-contents-for-ri="1074" type="text/json">{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=32","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a><script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=25983306]'), work: {"id":25983306,"title":"HOW THINGS CHANGE with Chaos","created_at":"2016-06-08T01:52:52.393-07:00","url":"https://www.academia.edu/25983306/HOW_THINGS_CHANGE_with_Chaos?f_ri=32","dom_id":"work_25983306","summary":"In this PPT Rowley \u0026 Roevens compare their Proteus Organize with Chaos model to several others: Kotter's 8-steps, Appreciative inquiry, Kubler-Ross, McKinsey, etc.","downloadable_attachments":[{"id":46333669,"asset_id":25983306,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42676,"first_name":"Joseph","last_name":"Roevens","domain_name":"buas","page_name":"JosephRoevens","display_name":"Joseph Roevens","profile_url":"https://buas.academia.edu/JosephRoevens?f_ri=32","photo":"https://0.academia-photos.com/42676/13805/12917/s65_joseph.roevens.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=32","nofollow":true},{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=32","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=32","nofollow":true},{"id":9434,"name":"Chaos Theory","url":"https://www.academia.edu/Documents/in/Chaos_Theory?f_ri=32"},{"id":24769,"name":"Chaos/Complexity Theory","url":"https://www.academia.edu/Documents/in/Chaos_Complexity_Theory?f_ri=32"},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2436389" data-work_id="2436389" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2436389/Assessing_the_need_for_reactive_behaviour_management_strategies_in_children_with_intellectual_disability_and_severe_challenging_behaviour">Assessing the need for reactive behaviour management strategies in children with intellectual disability and severe challenging behaviour</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The need for reactive behavioural management strategies for aggressive behaviours in adults with intellectual disability has been clearly established, but equivalent information concerning children with challenging behaviour is lacking by... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2436389" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The need for reactive behavioural management strategies for aggressive behaviours in adults with intellectual disability has been clearly established, but equivalent information concerning children with challenging behaviour is lacking by comparison. The present study was conducted in order to assess this need. A retrospective study was conducted to ascertain the nature of aggressive behaviours amongst a cohort children referred to a specialist support service. Aggressive behaviours were found to occur at high rates within the study group. Almost 60% of the children displayed aggression that occurred at least daily, and the behaviours resulted in serious consequences for carers in almost one-third of the group. Physical interventions were already in use in 56% of cases, but were largely improvised by carers. The need to include reactive behavioural training as part of an overall intervention package for carers of children with challenging behaviour appeared to be supported by the present results. The implications for training design are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2436389" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0b7028bf8319974cdbaae333d508cdea" rel="nofollow" data-download="{"attachment_id":50624350,"asset_id":2436389,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50624350/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3167686" href="https://usq.academia.edu/RondaMattarollo">Ronda Mattarollo</a><script data-card-contents-for-user="3167686" type="text/json">{"id":3167686,"first_name":"Ronda","last_name":"Mattarollo","domain_name":"usq","page_name":"RondaMattarollo","display_name":"Ronda Mattarollo","profile_url":"https://usq.academia.edu/RondaMattarollo?f_ri=32","photo":"https://0.academia-photos.com/3167686/1041518/1301031/s65_ronda.mattarollo.jpg"}</script></span></span></li><li class="js-paper-rank-work_2436389 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2436389"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2436389, container: ".js-paper-rank-work_2436389", }); 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The present study was conducted in order to assess this need. A retrospective study was conducted to ascertain the nature of aggressive behaviours amongst a cohort children referred to a specialist support service. Aggressive behaviours were found to occur at high rates within the study group. Almost 60% of the children displayed aggression that occurred at least daily, and the behaviours resulted in serious consequences for carers in almost one-third of the group. Physical interventions were already in use in 56% of cases, but were largely improvised by carers. The need to include reactive behavioural training as part of an overall intervention package for carers of children with challenging behaviour appeared to be supported by the present results. The implications for training design are discussed.","downloadable_attachments":[{"id":50624350,"asset_id":2436389,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3167686,"first_name":"Ronda","last_name":"Mattarollo","domain_name":"usq","page_name":"RondaMattarollo","display_name":"Ronda Mattarollo","profile_url":"https://usq.academia.edu/RondaMattarollo?f_ri=32","photo":"https://0.academia-photos.com/3167686/1041518/1301031/s65_ronda.mattarollo.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=32","nofollow":true},{"id":5628,"name":"Service Quality","url":"https://www.academia.edu/Documents/in/Service_Quality?f_ri=32","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=32","nofollow":true},{"id":652414,"name":"Total Quality Managment","url":"https://www.academia.edu/Documents/in/Total_Quality_Managment?f_ri=32"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_79915277" data-work_id="79915277" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/79915277/Qualitative_research_can_add_new_meanings_to_quantitative_research">Qualitative research can add new meanings to quantitative research</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Kinnunen et al. (2000) address two primary research questions: (1) What are the organizational factors that in¯uence employees' perceived job insecurity, and (2) What is the effect of the perceived job insecurity on employees' well-being... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_79915277" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Kinnunen et al. (2000) address two primary research questions: (1) What are the organizational factors that in¯uence employees' perceived job insecurity, and (2) What is the effect of the perceived job insecurity on employees' well-being at the organizational level? The authors studied these questions in three research locations that re¯ected the different economic conditions in three major industries in</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/79915277" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a572a31f26edceed2ceefc5a248ca09e" rel="nofollow" data-download="{"attachment_id":86470460,"asset_id":79915277,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86470460/download_file?st=MTczODk3NTY4Niw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="62831791" href="https://independent.academia.edu/Bartunek">Jean Bartunek</a><script data-card-contents-for-user="62831791" type="text/json">{"id":62831791,"first_name":"Jean","last_name":"Bartunek","domain_name":"independent","page_name":"Bartunek","display_name":"Jean Bartunek","profile_url":"https://independent.academia.edu/Bartunek?f_ri=32","photo":"https://0.academia-photos.com/62831791/17656017/17702187/s65_jean.bartunek.jpg"}</script></span></span></li><li class="js-paper-rank-work_79915277 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="79915277"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 79915277, container: ".js-paper-rank-work_79915277", }); 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(2000) address two primary research questions: (1) What are the organizational factors that in¯uence employees' perceived job insecurity, and (2) What is the effect of the perceived job insecurity on employees' well-being at the organizational level? The authors studied these questions in three research locations that re¯ected the different economic conditions in three major industries in","downloadable_attachments":[{"id":86470460,"asset_id":79915277,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":62831791,"first_name":"Jean","last_name":"Bartunek","domain_name":"independent","page_name":"Bartunek","display_name":"Jean Bartunek","profile_url":"https://independent.academia.edu/Bartunek?f_ri=32","photo":"https://0.academia-photos.com/62831791/17656017/17702187/s65_jean.bartunek.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=32","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=32","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=32","nofollow":true},{"id":11847,"name":"Quantitative 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