Notes

CHAPTER 1

ENDNOTES

¹ “Unlock the Potential in All Your People,” Bloomberg BusinessWeek (January 28-February 3, 2013), p. 63.

² “The Rise of Social Business,” Wall Street Journal (January 30, 2013), p. A14.

³ For historical foundations see Jay A. Conger, Winning ‘Em Over: A New Model for Managing in the Age of Persuasion (New York: Simon & Schuster, 1998), pp. 180–181; Stewart D. Friedman, Perry Christensen, and Jessica DeGroot, “Work and Life: The End of the Zero-Sum Game,” Harvard Business Review (November/December 1998), pp. 119–129; and C. Argyris, “Empowerment: The Emperor's New Clothes,” Harvard Business Review (May/June 1998), pp. 98–105.

⁴ For a general overview see Jay W. Lorsch (ed.), Handbook of Organizational Behavior (Englewood Cliffs, NJ: Prentice Hall, 1987); and Julian Barling, Cary Li Cooper, and Stewart Clegg (eds.), The Sage Handbook of Organizational Behavior, Volumes 1 and 2 (San Francisco: Sage, 2009).

⁵ Jeffrey Pfeffer and Robert I. Sutton, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (Boston: Harvard Business School Press, 2006). See also Jeffrey Pfeffer and Robert I. Sutton, “Management Half-Truths and Nonsense,” California Management Review 48.3 (2006), pp. 77–100; and Jeffrey Pfeffer and Robert I. Sutton, “Evidence-Based-Management,” Harvard Business Review (January 2006), R0601E.

⁶ Geert Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive 7 (1993), pp. 81–94.

⁷ For a discussion of experiential learning, see D. Christopher Kayes, “Experiential Learning and Its Critics: Preserving the Role of Experience in Management Learning and Education,” Academy of Management Learning and Education 1.2 (2002), pp. 137–149.

⁸ “Leading through Connections,” IBM Institute for Business Value, accessed June 5, 2013, at www-01.ibm.com/software/solutions/soa/newsletter/june12/leading_connections.html.

⁹ Rajiv Dutta, “eBay's Meg Whitman on Building a Company's Culture,” Business Week (March 27, 2009), accessed June 5, 2013, at www.businessweek.com/managing/content/mar2009/ca20090327_626373.htm.

¹⁰ R. Roosevelt Thomas Jr., Beyond Race and Gender (New York: AMACOM, 1992), p. 10. See also R. Roosevelt Thomas Jr., “From ‘Affirmative Action’ to ‘Affirming Diversity,’” Harvard Business Review (November/December 1990), pp. 107–117; and R. Roosevelt Thomas Jr., with Marjorie I. Woodruff, Building a House for Diversity: A Fable About a Giraffe & an Elephant Offers New Strategies for Today's Workforce (New York: AMACOM, 1999).

¹¹ A baseline report on diversity in the American workplace is Workforce 2000: Work and Workers in the 21st Century (Indianapolis, IN: Hudson Institute, 1987). For comprehensive discussions, see Martin M. Chemers, Stuart Oskamp, and Mark A. Costanzo, Diversity in Organization: New Perspectives for a Changing Workplace (Beverly Hills, CA: Sage, 1995); and Robert T. Golembiewski, Managing Diversity in Organizations (Tuscaloosa: University of Alabama Press, 1995).

¹² See Taylor Cox Jr., “The Multicultural Organization,” Academy of Management Executive 5 (1991), pp. 34–47; Cultural Diversity in Organizations: Theory, Research and Practice (San Francisco: Berrett-Koehler, 1993).

¹³ “In CEO Pay, Another Gender Gap.” BusinessWeek (November 24, 2008), p. 22; “The View from the Kitchen Table,” Newsweek (January 26, 2009), p. 29; Del Jones, “Women Slowly Gain on Men,” USA Today (January 2, 2009), p. 6B; Catalyst research reports at www.catalyst.org; and “Nicking the Glass Ceiling,” BusinessWeek (June 9, 2009), p. 18.

¹⁴ “We're Getting Old,” Wall Street Journal (March 26, 2009), p. D2; and Les Christie, “Hispanic Population Boom Fuels Rising U. S. Diversity,” accessed June 5, 2013, at www.cnn.com/2009/US/05/14/money.census.diversity; and Betsy Towner, “The New Face of 501 America,” AARP Bulletin (June 2009), p. 31. “Los U.S.A.: Latino Population Grows Faster, Spreads Wider,” Wall Street Journal (March 25, 2011), p. A1; and, Laura Meckler, “Hispanic Future in the Cards,” Wall Street Journal (December 13, 2012), p. A3. See also U.S. Census Bureau reports at www.factfinder.census.gov.

¹⁵ Thomas and Woodruff, Building a House for Diversity (1999).

¹⁶ Conor Dougherty, “Strides by Women, Still a Wage Gap,” Wall Street Journal (March 1, 2011), p. A3; Jones, op. cit.; Catalyst research reports, op. cit.; Women in Top Jobs; Information from Del Jones, “Women Slowly Gain on Corporate America,” USA Today (January 2, 2009), p. 6B; “Catalyst 2008 Census of the Fortune 500 Reveals Women Gained Little Ground Advancing to Business Leadership Positions,” Catalyst Press Release (December 8, 2008).

¹⁷ William M. Bulkeley, “Xerox Names Burns Chief as Mulcahy Retires Early,” Wall Street Journal (May 22, 2009), pp. B1, B2.

¹⁸ Henry Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973). See also Henry Mintzberg, Mintzberg on Management (New York: Free Press, 1989); and Henry Mintzberg, “Rounding Out the Manager's Job,” Sloan Management Review (Fall 1994), pp. 11–26.

¹⁹ Robert L. Katz, “Skills of an Effective Administrator, Harvard Business Review 52 (September/October 1974), p. 94. See also Richard E. Royatzis, The Competent Manager: A Model for Effective Performance (New York: Wiley, 1982).

²⁰ Daniel Goleman, Emotional Intelligence (New York: Bantam, 1995); Daniel Goleman, Working with Emotional Intelligence (New York: Bantam, 1998). See also Daniel Goleman, “What Makes a Leader,” Harvard Business Review (November/December 1998), pp. 93–102; and Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review (March/April 2000), pp. 79–90, quote from p. 80.

²¹ John P. Kotter, “What Effective General Managers Really Do,” Harvard Business Review 60 (November/December 1982), p. 161.

²² Herminia Ibarra, “Managerial Networks,” Teaching Note: 9-495-039, Boston: Harvard Business School Publishing.

²³ Archie B. Carroll, “In Search of the Moral Manager,” Business Horizons (March/April 2001), pp. 7–15.

²⁴ See Mahzarin R Banagji, Max H. Bazerman, and Dolly Chugh, “How (Un)ethical Are You?” Harvard Business Review (December 2003), pp. 56–64.

²⁵ Terry Thomas, John R Schermerhorn Jr., and John W. Dinehart, “Strategic Leadership of Ethical Behavior in Business,” Academy of Management Executive (2004), pp. 56–66.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information and quotes from Sally Blount, “The Collaboration Economy,” Kellogg (Fall, 2012), pp. 4–7; and Jacob Morgan, “The New Role of HR in Collaboration,” Chess Media Group: www.slideshare.net/JacobMorgan8 (accessed: January 21, 2013). See also Jacob Morgan, The Collaborative Organization (New York: McGraw-Hill, 2012).

Worth Considering . . . or Best Avoided?—Information from The Undercover Economist, “Home Workers Aren't Always Shirkers,” Financial Times, Kindle Edition (September 1, 2012); and, Nicholas Bloom, James Liang, John Roberts and Zhichun Jenny Ying, “Does Working from Home Work? Evidence from a Chinese Experiment,” www.stanford.edu/~nbloom/WFH.pdf (accessed September 14, 2012).

Checking Ethics in OB—Rakesh Khuran and Nitin Noria, “It's Time to Make Management a True Profession,” Harvard Business Review (October 2008), pp. 70–77; and, mbaoath.org.

Finding the Leader in You—Information and quotes from Joe Higgins, “Athens Business Owner Presented State Award,” Athens Messenger (November 18, 2009), p. 3; and Samantha Pirc, “A Local Success Story: Q&A with Michelle Greenfield of Third Sun,” OHIO Today (Fall/Winter, 2009), pp. 14, 15.

OB in Popular Culture—John Q. Dir. Nick Cassavetes. Perf. Denzel Washington, Robert Duvall, Gabriela Oltean, and Daniel Smith. New Line Cinema, 2002. Film.

Photo Essays—Generation F—Information from Gary Hamel, “The Facebook Generation vs. the Fortune 500,” blogs.wsj.com/management/2009/03/24. Crowdsourcing Grades—Information and quote from Adam F. Falk, “In Defense of the Living, Breathing Professor,” Wall Street Journal, Kindle Edition (August 29, 2012). Recommended Reading—Lynda Gratton—The Shift: The Future of Work is Already Here (London: Harper-Business UK, 2011).

CHAPTER 2

ENDNOTES

¹ See, for example, S. E. Jackson, K. E. May, and K. Whitney, “Understanding the Dynamics of Diversity in Decision-Making Teams,” pp. 204–261, in Richard A. Guzzo and Eduardo Salas (eds.) Team Decision-Making Effectiveness in Organizations (San Francisco: Jossey-Bass, 2005); Kenneth H. Price, and Myrtle P. Bell, “Beyond Relational Demography: Time and the Effects of Surface- and Deep-Level Diversity on Work Group Cohesion,” Academy of Management Journal. 41 (1998), pp. 96–107; and Kenneth H. Price, Joanne H. Gavin, and Anna T. Florey, “Time, Teams, and Task Performance: Changing Effects of Surface-and Deep-Level Diversity on Group Functioning,” Academy of Management Journal 45 (2002), pp. 1029–1045.

² Information from “Women and Work: We Did It!” Economist (December 31, 2009).

³ Information from Eric Shurenberg, “Salary Gap: Men vs. Women,” March 10, 2010, accessed June 10, 2013, at www.cbsnews.com/video/watch/?id=10397821n.

⁴ Information from “Racism in Hiring Remains, Study Says,” The Columbus Dispatch (January 17, 2003), p. B2.

⁵ Viktor Gecas, “The Self-Concept,” in Annual Review of Sociology 8, Ralph H. Turner and James F. Short Jr. (eds.), (Palo Alto, CA: Annual Review, 1982), p. 3. Also see Arthur P. Brief and Ramon J. Aldag, “The Self in Work Organizations: A Conceptual Review,” Academy of Management Review (January 1981), pp. 75–88; and Jerry J. Sullivan, “Self Theories and Employee Motivation,” Journal of Management (June 1989), pp. 345–363.

⁶ Based in part on a definition in Gecas, 1982, p. 3.

⁷ See N. Brody, Personality: In Search of Individuality (San Diego, CA: Academic Press, 1988), pp. 68–101; and C. Holden, “The Genetics of Personality,” Science (August 7, 1987), pp. 598–601.

⁸ Laura B. Shrestha and Elayne J. Heisler, The Changing Demographic Profile of the United States, CRS Report for Congress (Washington, DC: Congressional Research Service 7-5700, March 31, 2011); “Los USA: Latin Population Grows Faster, Spreads Wider,” Wall Street Journal (March 25, 2011), p. A1; and, Laura Melcker, “Hispanic Future in the Cards,” Wall Street Journal (December 13, 2012), p. A3.

⁹ Rob McInnes, “Workforce Diversity: Changing the Way You Do Business,” (1999), accessed June 10, 2013, at www.diversityworld.com/Diversity/workforce_diversity.htm.

¹⁰ Ibid.

¹¹ See for example Judith B. Rosener, “Women Make Good Managers. So What?” BusinessWeek (December 11, 2000), p. 24. Also see P. E. Jacob, J. J. Flink, and H. L. Schuchman, “Values and Their Function in Decision Making,” American Behavioral Scientist 5, suppl. 9 (1962), pp. 6–38.

¹² “Racism in Hiring Remains, Study Says,” op. cit., 2003.

¹³ See Lois Joy, “Advancing Women Leaders: The Connection Between Women Corporate Board Directors and Women Corporate Officers.” Catalyst.org (July 15, 2008), accessed June 10, 2013, at www.catalyst.org/knowledge/advancing-women-leaders-connection-between-women-board-directors-and-women-corporate.

¹⁴ See Lynda Gratton, Elisabeth Kelan, and Lamia Walker, “Inspiring Women: Corporate Best Practice in Europe,” London: London Business School, The Lehman Brothers Centre for Women in Business (2007), accessed June 10, 2013, at http://communications.london.edu/aem/clients/LBS001/docs/lehman/May_2007_Corporate_Best_Practice.pdf.

¹⁵ See “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don't” (July 15, 2007), accessed June 10, 2013, at http://www.catalyst.org/knowledge/double-bind-dilemma-women-leadership-damned-if-you-do-doomed-if-you-dont-0.

¹⁶ Ibid.

¹⁷ Ibid. Also see Global Human Capital Gender Advisory Council, “The Leaking Pipeline: Where Are Our Female Leaders? 79 Women Share Their Stories,” PricewaterhouseCoopers (March 2008), accessed June 10, 2013, at www.pwc.com/en_GX/gx/women-at-pwc/assets/leaking_pipeline.pdf.

¹⁸ See “The Workplace Improves for Gay Americans,” GFN News (December 17, 2007), accessed May 5, 2009 from www.gfn.com/recordDetails.php?page_id=19&section_id=22&pcontent_id=18.

¹⁹ www.eeoc.gov/facts/fs-orientation_parent_marital_political.html.

²⁰ See “The Workplace Improves for Gay Americans,” op. cit.

²¹ “Same-Sex Marriage, Gay Rights,” Polling report.com (2013), accessed June 10, 2013, at www.pollingreport.com/civil.htm.

²² See Carol Mithers, “Workplace Wars,” in Ladies'Home Journal (May 2009), pp. 104–109.

²³ Ibid.

²⁴ “The Americans with Disabilities Act,” The Center for an Accessible Society (n.d.), accessed June 11, 2013, at www.accessiblesociety.org/topics/ada/index.htm.

²⁵ Patricia Digh, “Finding New Talent in a Tight Market,” Mosaics 4.3 (March–April, 1998), pp. 1, 4–6.

²⁶ “The Americans with Disabilities Act,” op. cit.

²⁷ www.shrm.org/.../Diversity_CLA_Definitions_of_Diversity_Inclusion.ppt.

²⁸ “The Americans with Disabilities Act,” op. cit.

²⁹ See Katharine Esty, “From Diversity to Inclusion,” Northeast Human Resources Association (April 30, 2007), accessed June 11, 2013, at www.boston.com/jobs/nehra/043007.shtml

³⁰ See Henri Tajfel and John Turner, “An Integrative Theory of Intergroup Conflict,” in G. William Austin and Stephen Worchel, The Social Psychology of Intergroup Relations, Monterey, CA: Brooks-Cole (1979), pp. 94–109.

³¹ www.catalystwomen.org/press_room/factsheets/factwoc3.htm. Accessed May 4, 2009.

³² M. R. Barrick and M. K. Mount, “The Big Five Personality Dimensions and Job Performance: A Meta Analysis,” Personnel Psychology 44 (1991), pp. 1–26; and M. R. Barrick and M. K. Mount, “Autonomy as a Moderator of the Relationships Between the Big Five Personality Dimensions and Job Performance,” Journal of Applied Psychology (February 1993), pp. 111–118.

³³ “The Big Five Personality Dimensions and Job Performance: A Meta-Analysis,” op. cit.

³⁴ Some examples of firms using the Myers-Briggs Type Indicators are given in J. M. Kunimerow and L. W. McAllister, “Team Building with the Myers-Briggs Type Indicator: Case Studies,” Journal of Psychological Type 15 (1988), pp. 26–32; G. H. Rice Jr. and D. P. Lindecamps, “Personality Types and Business Success of Small Retailers,” Journal of Occupational Psychology 62 (1989), pp. 177–182; and B. Roach, Strategy Styles and Management Types: A Resource Book for Organizational Management Consultants (Stanford, CA: Balestrand, 1989).

³⁵ Raymond G. Hunt, Frank J. Kryzstofiak, James R. Meindl, and Abdalla M. Yousry, “Cognitive Style and Decision Making,” Organizational Behavior and Human Decision Processes 44.3 (1989), pp. 436–453. For additional work on problem-solving styles, see Ferdinand A. Gul, “The Joint and Moderating Role of Personality and Cognitive Style on Decision Making,” Accounting Review (April 1984), pp. 264–277; Brian H. Kleiner, “The Interrelationship of Jungian Modes of Mental Functioning with Organizational Factors: Implications for Management Development,” Human Relations (November 1983), pp. 997–1012; and James L. McKenney and Peter G. W. Keen, “How Managers' Minds Work,” Harvard Business Review (May–June 1974), pp. 79–90.

³⁶ J. B. Rotter, “Generalized Expectancies for Internal versus External Control of Reinforcement,” Psychological Monographs 80 (1966), pp. 1–28.

³⁷ See J. Michael Crant, “Proactive Behavior in Organizations,” Journal of Management 26 (2000), pp. 435–462. See also T. S. Bateman, and J. M. Crant, “The Proactive Component of Organizational Behavior,” Journal of Organizational Behavior 14 (1993), pp. 103–118.

³⁸ Don Hellriegel, John W. Slocum Jr., and Richard W. Woodman, Organizational Behavior, 5th ed. (St. Paul, MN: West, 1989), p. 46.

³⁹ Niccolo Machiavelli, The Prince, trans. George Bull (Middlesex, UK: Penguin, 1961).

⁴⁰ Richard Christie and Florence L. Geis, Studies in Machiavellianism (New York: Academic Press, 1970).

⁴¹ See M. Snyder, Public Appearances/Private Realities: The Psychology of Self-Monitoring (New York: Freeman, 1987).

⁴² Ibid.

⁴³ Adapted from R. W. Bonner, “A Short Scale: A Potential Measure of Pattern A Behavior,” Journal of Chronic Diseases 22 (1969). Used by permission.

⁴⁴ See Meyer Friedman and Ray Roseman, Type A Behavior and Your Heart (New York: Knopf, 1974). For another view, see Walter Kiechel III, “Attack of the Obsessive Managers,” Fortune (February 16, 1987), pp. 127–128.

⁴⁵ Data from Michael Mandel, “The Real Reasons You're Working So Hard,” BusinessWeek (October 3, 2005), pp. 60–70; “Many U.S. Employees Have Negative Attitudes to Their Jobs, Employers and Top Managers,” The Harris Poll #38 (May 6, 2005), accessed June 11, 2013, at www.thefreelibrary.com/PR+News-wire/2005/May/6-p51926.

⁴⁶ Arthur P. Brief, Randall S. Schuler, and Mary Van Sell, Managing Job Stress (Boston: Little, Brown, 1981).

⁴⁷ The classic work is Meyer Friedman and Ray Roseman, Type A Behavior and Your Heart, op. cit.

⁴⁸ See H. Selye, The Stress of Life, rev. ed. (New York: McGrawHill, 1976).

⁴⁹ See John D. Adams, “Health, Stress and the Manager's Life Style,” Group and Organization Studies 6 (1981), pp. 291–301.

⁵⁰ See Susan Folkman “Personal Control and Stress and Coping Processes: A Theoretical Analysis,” Journal of Personality and Social Psychology 46(4) (1984), p. 844.

⁵¹ See Mayo Clinic, “Stress Relief: When and How to Say No” (July 23, 2010), accessed June 11, 2013, at www.riversideonline.com/health_reference/Stress/SR00039.cfm.

⁵² See P. E. Jacob, J. J. Flink, and H. L. Schuchman, “Values and Their Function in Decision Making,” American Behavioral Scientist 5, suppl. 9 (1962), pp. 6–38.

⁵³ See M. Rokeach and S. J. Ball Rokeach, “Stability and Change in American Value Priorities, 1968–1981,” American Psychologist (May 1989), pp. 775–784.

⁵⁴ Milton Rokeach, The Nature of Human Values (New York: Free Press, 1973).

⁵⁵ Bruce M. Meglino and Elizabeth C. Ravlin, “Individual Values in Organizations: Concepts, Controversies and Research,” Journal of Management 24 (1998), pp. 351–389.

⁵⁶ Ibid.

⁵⁷ Geert Hofstede, Culture's Consequences: International Differences in Work-Related Values, 2nd ed. (Beverly Hills, CA: Sage, 2001). See also Peter B. Smith and Michael Harris Bond, “Culture: The Neglected Concept,” in Social Psychology Across Cultures, 2nd ed. (Boston: Allyn & Bacon, 1998); Michael H. Hoppe, “An Interview with Geert Hofstede,” Academy of Management Executive 18 (2004), pp. 75–79; and Harry C. Triandis, “The Many Dimensions of Culture,” Academy of Management Executive 18 (2004), pp. 88–93.

⁵⁸ Geert Hofstede, Culture and Organizations: Software of the Mind (London: McGraw-Hill, 1991).

⁵⁹ Hofstede, Culture's Consequences, op. cit.; Geert Hofstede and Michael H. Bond, “The Confucius Connection: From Culture Roots to Economic Growth,” Organizational Dynamics 16 (1988), pp. 4–21.

⁶⁰ Hofstede, Culture's Consequences, op. cit.

⁶¹ Chinese Culture Connection, “Chinese Values and the Search for Culture-Free Dimensions of Culture,” Journal of Cross-Cultural Psychology 18 (1987), pp. 143–164.

⁶² Hofstede and Bond, “The Confucius Connection,” op. cit.; Geert Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive 7 (1993), pp. 81–94. For a further discussion of Asian and Confucian values, see also Jim Rohwer, Asia Rising: Why America Will Prosper as Asia's Economies Boom (New York: Simon & Schuster, 1995).

⁶³ For an example, see John R. Schermerhorn Jr. and Michael H. Bond, “Cross-Cultural Leadership Dynamics in Collectivism 1 High Power Distance Settings,” Leadership and Organization Development Journal 18 (1997), pp. 187–193.

⁶⁴ Hofstede, Culture and Organizations, op. cit.

⁶⁵ See, for example, Edward T. Hall, The Silent Language (New York: Anchor Books, 1959); Fons Trompenaars, Riding the Waves of Culture: Understanding Cultural Diversity in Business (London: Nicholas Brealey Publishing, 1993); Steven H. Schwartz, “A Theory of Cultural Values and Some Implications for Work,” Applied Psychology: An International Review 48 (1999), pp. 23–47; Robert J. House, Paul J. Hanges, Mansour Javidan, Peter W. Dorfman, and Vipin Gupta (eds.), Culture, Leadership and Organizations: The GLOBE Study of 62 Societies (Thousand Oaks, CA: Sage, 2004); and Michele J. Gelfand et al. (42 co-authors), “Differences Between Tight and Loose Cultures: A 33 Nation Study,” Science 332 (May 2011), pp. 100–1104.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information and quotes from Iris Bohnet, Alexandra van Geen, and Max H. Bazerman, “When Performance Trumps Gender Bias: Joint versus Separate Evaluation,” working paper 12-083 (March 16, 2012), Harvard Business School; Maggie Starvish, “Better by the Bunch: Evaluating Job Candidates in Groups,” Working Knowledge (June 18, 2012), Harvard Business School; and Rachel Emma Silverman, “Study Suggests Fix for Gender Bias on the Job,” Wall Street Journal (January 9, 2013), p. D4.

Worth Considering . . . or Best Avoided?—Information from Leslie Kwoh, “More Firms Bow to Generation Y's Demands,” Wall Street Journal (August 22, 2012), Kindle Edition.

Checking Ethics in OB—Information from Victoria Knight, “Personality Tests as Hiring Tools,” Wall Street Journal (March 15, 2006), p. B3C.

Finding the Leader in You—“Stephen Hawking: Brief Biography,” www.hawking.org.uk/index.php/about-stephen/question-sandanswers.

OB in Popular Culture—Eric Ditzian, “The Social Network: The Reviews Are In!” mtv.com (October 1, 2010); and Ethan Smith, “‘Social Network’ Opens at No. 1,” Wall Street Journal (October 4, 2010), p. B5.

Photo Essays—Attractiveness—“Physical Attractiveness and Careers,” The Economist, Kindle Edition (March 30, 2012). Vacation Habits—Information and quotes from Peter Coy, “The Leisure Gap,” Bloomberg BusinessWeek (July 23–29, 2012), pp. 8–9; Sue Shellenbarger, “If You Need to Work Better, Maybe Try Working Less,” Wall Street Journal (September 23, 2009), p. D1; and Steve Stephens, “All Work and No Play a Growing Trend in the U.S.,” The Columbus Dispatch (December 7, 2012), p. A1.

CHAPTER 3

ENDNOTES

¹ H. R. Schiffmann, Sensation and Perception: An Integrated Approach, 3rd ed. (New York: Wiley, 1990).

² See Georgia T. Chao and Steve W. J. Kozlowski, “Employee Perceptions on the Implementation of Robotic Manufacturing Technology,” Journal of Applied Psychology 71 (1986), pp. 70–76; Steven F. Cronshaw and Robert G. Lord, “Effects of Categorization, Attribution, and Encoding Processes in Leadership Perceptions,” Journal of Applied Psychology 72 (1987), pp. 97–106.

³ See Robert G. Lord, “An Information Processing Approach to Social Perceptions, Leadership, and Behavioral Measurement in Organizations,” in Research in Organizational Behavior 7, ed. B. M. Staw and L. L. Cummings (Greenwich, CT: JAI Press, 1985), pp. 87–128; T. K. Srull and R. S. Wyer, Advances in Social Cognition (Hillsdale, NJ: Erlbaum, 1988); and U. Neisser, Cognition and Reality (San Francisco: Freeman, 1976), p. 112.

⁴ See J. G. Hunt, Leadership: A New Synthesis (Newbury Park, CA Sage, 1991), ch. 7; R. G. Lord and R. J. Foti, “Schema Theories, Information Processing, and Organizational Behavior,” in Thinking Organization, ed. H. P. Simms Jr. and D. A. Gioia (San Francisco: Jossey-Bass, 1986), pp. 20–48; and S. T. Fiske and S. E. Taylor, Social Cognition (Reading, MA: Addison-Wesley, 1984).

⁵ See William L. Gardner and Mark J. Martinko, “Impression Management in Organizations,” Journal of Management (June 1988), p. 332.

⁶ Quotation from Sheila O'Flanagan, “Underestimate Casual Dressers at Your Peril,” Irish Times (July 22, 2005).

⁷ See B. R. Schlenker, Impression Management: The Self-Concept, Social Identity, and Interpersonal Relations (Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, “Impression Management in Organizations,” Journal of Management (June 1988), p. 332; R. B. Cialdini, “Indirect Tactics of Image Management: Beyond Banking” in Impression Management in the Organization, ed. R. A. Giacolini and P. Rosenfeld (Hillsdale, NJ: Erlbaum, 1989), pp. 45–71; and Sandy Wayne and Robert Liden, “Effects of Impression Management on Performance Ratings,” Academy of Management Journal 38:1 (1995), pp. 232–260.

⁸ See, for example, Stephan Thernstrom and Abigail Thernstrom, America in Black and White (New York: Simon & Schuster, 1997); and David A. Thomas and Suzy Wetlaufer, “A Question of Color: A Debate on Race in the U.S. Workspace,” Harvard Business Review 2 (September–October 1997), pp. 118–132.

⁹ Information from “Misconceptions about Women in the Global Arena Keep Their Number Low,” accessed June 24, 2013, at www.catalyst.org/media/misconceptions-about-women-global-arena-keep-their-numbers-low.

¹⁰ These examples are from Natasha Josefowitz, Paths to Power (Reading, MA: Addison-Wesley, 1980), p. 60. For more on gender issues, see Gray N. Powell (ed.), Handbook of Gender and Work (Thousand Oaks, CA: Sage, 1999).

¹¹ For a recent report on age discrimination, see Joseph C. Santora and William J. Seaton, “Age Discrimination: Alive and Well in the Workplace?” The Academy of Management Perspectives 22 (May 2008), pp. 103–104.

¹² Survey reported in Kelly Greene, “Age Is Still More Than a Number,” Wall Street Journal (April 10, 2003), p. D2.

¹³ “Facebook Gets Down to Business,” BusinessWeek (April 20, 2009), p. 30.

¹⁴ Dewitt C. Dearborn and Herbert A. Simon, “Selective Perception: A Note on the Departmental Identification of Executives,” Sociometry 21 (1958), pp. 140–144.

¹⁵ J. Sterling Livingston, “Pygmalion in Management,” Harvard Business Review (July–August 1969), pp. 81–89.

¹⁶ D. Eden and A. B. Shani, “Pygmalion Goes to Boot Camp,” Journal of Applied Psychology 67 (1982), pp. 194–199.

¹⁷ See H. H. Kelley, “Attribution in Social Interaction,” in E. Jones et al. (eds.), Attribution: Perceiving the Causes of Behavior (Morristown, NJ: General Learning Press, 1972).

¹⁸ See Terence R. Mitchell, S. G. Green, and R. E. Wood, “An Attribution Model of Leadership and the Poor Performing Subordinate,” in Research in Organizational Behavior, ed. Barry Staw and Larry L. Cummings (New York: JAI Press, 1981), pp. 197–234; and John H. Harvey and Gifford Weary, “Current Issues in Attribution Theory and Research,” Annual Review of Psychology 35 (1984), pp. 427–459.

¹⁹ See F. Fosterling, “Attributional Retraining: A Review,” Psychological Bulletin (November 1985), pp. 496–512.

²⁰ Albert Bandura, Social Learning Theory (Englewood Cliffs, NJ: Prentice-Hall, 1977); and Albert Bandura, Self-Efficacy: The Exercise of Control (New York: W. H. Freeman, 1997).

²¹ See, for example, A. M. Morrison, R. P. White, and E. Van Velsor, Breaking the Glass Ceiling (Reading, MA: Addison-Wesley, 1987); J. D. Zalesny and J. K. Ford, “Extending the Social Information Processing Perspective: New Links to Attitudes, Behaviors and Perceptions,” Organizational Behavior and Human Decision Processes 47 (1990), pp. 205–246; M. E. Gist, C. Schwoerer, and B. Rosen, “Effects of Alternative Training Methods of Self-Efficacy and Performance in Computer Software Training,” Journal of Applied Psychology 74 (1989), pp. 884–891; D. D. Sutton and R. W. Woodman, “Pygmalion Goes to Work: The Effects of Supervisor Expectations in a Retail Setting,” Journal of Applied Psychology 74 (1989), pp. 943–950; and M. E. Gist, “The Influence of Training Method on Self-Efficacy and Idea Generation among Managers,” Personnel Psychology 42 (1989), pp. 787–805.

²² Bandura (1977 and 1997), op. cit.

²³ See M. E. Gist, “Self Efficacy: Implications in Organizational Behavior and Human Resource Management,” Academy of Management Review 12 (1987), pp. 472–485; and A. Bandura, “Self-Efficacy Mechanisms in Human Agency,” American Psychologist 37 (1987), pp. 122–147.

²⁴ For good overviews of reinforcement-based views, see W. E. Scott Jr. and P. M. Podsakoff, Behavioral Principles in the Practice of Management (New York: Wiley, 1985); and Fred Luthans and Robert Kreitner, Organizational Behavior Modification and Beyond (Glenview, IL: Scott Foresman, 1985).

²⁵ For some of B. F. Skinner's work, see Walden Two (New York: Macmillan, 1948); Science and Human Behavior (New York: Macmillan, 1953); and Contingencies of Reinforcement (New York: Appleton-Century-Crofts, 1969).

²⁶ Fred Luthans and Robert Kreitner, Organizational Behavior Modification (Glenview, IL: Scott Foresman, 1975); Fred Luthans and Robert Kreitner (1985), op cit.; and Fred Luthans and Alexander D. Stajkovic, “Reinforce for Performance: The Need to Go Beyond Pay and Even Rewards,” Academy of Management Executive 13 (1999), pp. 49–57.

²⁷ E. L. Thorndike, Animal Intelligence (New York: Macmillan, 1911), p. 244.

²⁸ Example adapted from Luthans and Kreitner (1985), op. cit.

²⁹ Luthans and Kreitner (1985), op. cit.

³⁰ Both laws are stated in Keith L. Miller, Principles of Everyday Behavior Analysis (Monterey, CA: Brooks/Cole, 1975), p. 122.

³¹ This example is based on a study by Barbara Price and Richard Osborn, “Shaping the Training of Skilled Workers,” working paper (Detroit: Department of Management, Wayne State University, 1999).

³² A. R. Korukonda and James G. Hunt, “Pat on the Back versus Kick in the Pants: An Application of Cognitive Inference to the Study of Leader Reward and Punishment Behavior,” Group and Organization Studies 14 (1989), pp. 199–234.

³³ Edwin A. Locke, “The Myths of Behavior Mod in Organizations,” Academy of Management Review 2 (October 1977), pp. 543–553. For a counterpoint, see Jerry L. Gray, “The Myths of the Myths about Behavior Mod in Organizations: A Reply to Locke's Criticisms of Behavior Modification,” Academy of Management Review 4 (January 1979), pp. 121–129.

³⁴ Robert Kreitner, “Controversy in OBM: History, Misconceptions, and Ethics,” in Lee Frederiksen (ed.), Handbook of Organizational Behavior Management (New York: Wiley, 1982), pp. 71–91.

³⁵ W. E. Scott Jr. and P. M. Podsakoff, Behavioral Principles in the Practice of Management (New York: Wiley, 1985); also see W. Clay Hamner, “Reinforcement Theory and Contingency Management in Organizational Settings,” in Richard M. Steers and Lyman W. Porters (eds.), Motivation and Work Behavior, 4th ed. (New York: McGraw-Hill, 1987), pp. 139–165; Luthans and Kreitner (1985), op. cit.; and Charles C. Manz and Henry P. Sims Jr., Superleadership (New York: Berkeley, 1990).

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information and quote from Dan Ariely, “Coming to Grips with Chips and Dips,” Wall Street Journal (January 19–20, 2013), p. C12.

Worth Considering . . . or Best Avoided?—Information from Joseph Schumpeter, “The mommy track,” The Economist, Kindle Edition (August 25, 2012); Jill Parkin, “Women at Director Level Help to Make a Marque, Financial Times, Kindle Edition (May 22, 2012); “Gender Politics,” The Economist, Kindle Edition (September 7, 2012); Joann S. Lublin, “Europe's Boards Recruit U.S. Women,” The Wall Street Journal (September 12, 2012), p. B8; James Fontanella-Khan, “EU Scraps Board Quotas for Women,” Financial Times, Kindle Edition (October 24, 2012); and, Jeff Green, “The Boardroom's Still the Boys' Room,” Bloomberg BusinessWeek (October 29–November 4, 2012), pp. 25–26.

Checking Ethics in OB—Information from Deloitte LLP, “Leadership Counts: 2007 Deloitte & Touche USA Ethics & Workplace Survey Results,” Kiplinger Business Resource Center (June 2007).

Finding the Leader in You—Information and quotes from the corporate Web sites and from The Entrepreneur's Hall of Fame, www.1tbn.com/halloffame.html; Knowledge@Wharton, “The Importance of Being Richard Branson,” Wharton School Publishing (June 3, 2005), www.whartonsp.com.

OB in Popular Culture—“The Gothowitz Deviation.” The Big Bang Theory. CBS. WBNS, Columbus, OH. 5 Oct. 2009. Television.

Photo Essay—Football Quarterbacks—Andrew M. Carton and Ashleigh Shelby Rosette, “Explaining Bias Against Black Leaders: Integrating Theory on Information Processing and Goal-Based Stereotyping,” Academy of Management Journal, Vol. 54, No. 6 (2011), pp. 1141–1158.

CHAPTER 4

ENDNOTES

¹ These concept definitions and discussions are based in J. M. George, “Trait and State Affect,” in K. R. Murphy (ed.), Individual Differences in Behavior in Organizations, (San Francisco: Jossey-Bass, 1996), p. 45; N. H. Frijda, “Moods, Emotion Episodes and Emotions,” in M. Lewis and J. M. Haviland (eds.), Handbook of Emotions (New York: Guilford Press, 1993), pp. 381–403; H. M. Weiss and R. Cropanzano, “Affective Events Theory: A Theoretical Discussion of the Structure, Causes, and Consequences of Affective Experiences at Work,” in B. M. Staw and L. L. Cummings (eds.), Research in Organizational Behavior, 18 (Greenwich, CT: JAI Press, 1996), pp. 17–19; and P. Ekman and R. J. Davidson (eds.), The Nature of Emotions: Fundamental Questions (Oxford, UK: Oxford University Press, 1994).

² For an example, see Mary Ann Hazen, “Grief and the Workplace,” Academy of Management Perspective 22 (August 2008), pp. 78–86.

³ J. A. Fuller, J. M. Stanton, G. G. Fisher, C. Spitzmuller, S. S. Russell, and P. C. Smith, “A Lengthy Look at the Daily Grind: Time Series Analysis of Events, Mood, Stress, and Satisfaction,” Journal of Applied Psychology 88 (2003), pp. 1019–1033; C. J. Thoreson, S. A. Kaplan, A. P. Barsky, C. R. Warren, and K. de Chermont, “The Affective Underpinnings of Job Perceptions and Attitudes: A Meta-Analytic Review and Integration,” Psychological Bulletin 129 (2003), pp. 914–925.

⁴ Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review (March–April 2000), pp. 78–90. See also his books Emotional Intelligence (New York: Bantam Books, 1995) and Working with Emotional Intelligence (New York: Bantam Books, 1998).

⁵ See Davies L. Stankow and R. D. Roberts, “Emotion and Intelligence: In Search of an Elusive Construct,” Journal of Personality and Social Psychology 75 (1998), pp. 989–1015; and I. Green-stein, The Presidential Difference: Leadership Style from FDR to Clinton (Princeton, NJ: Princeton University Press, 2001); Goleman (2000), op. cit.

⁶ Goleman (1998), op. cit.

⁷ J. P. Tangney and K. W. Fischer (eds.), “Self-Conscious Emotions: The Psychology of Shame, Guilt, Embarrassment and Price (New York: Guilford Press, 1995); J. L. Tracy and R. W. Robbins, “Putting the Self into Self-Conscious Emotions: A Theoretical Model,” Psychological Inquiry 15 (2004), pp. 103–125; D. Keltner and C. Anderson, “Saving Face for Darwin: The Functions and Uses of Embarrassment,” Current Directions in Psychological Science 9 (2000), pp. 187–192; J. S. Beer, E. A. Heery, D. Keltner, D. Scabini, and R. T. Knight, “The Regulatory Function of Self-Conscious Emotion: Insights from Patients with Orbitofrontal Damage,” Journal of Personality and Social Psychology 85 (2003), pp. 594–604; R P. Vecchio, “Explorations of Employee Envy: Feeling Envious and Feeling Envied,” Cognition and Emotion 19 (2005), pp. 69–81; and C. F. Poulson II, “Shame and Work,” in N. M. Ashkanasy, W. Zerby, and C. E. J. Hartel (eds.), Emotions in the Workplace: Research, Theory, and Practice (Westport, CT: Quorum Books), pp. 490–541.

⁸ Diane Brady, “Charm Offensive,” BusinessWeek (June 26, 2006), pp. 76–80.

⁹ Lewis and Haviland (1993), op. cit.

¹⁰ R. E. Lucas, A. E. Clark, Y. Georgellis, and E. Deiner, “Unemployment Alters the Set Points for Life Satisfaction,” Psychological Science 15 (2004), pp. 8–13; C. Graham, A. Eggers, and S. Sukhtaner, “Does Happiness Pay? An Exploration Based on Panel Data from Russia,” Journal of Economic Behavior and Organization 55 (November 2004), pp. 319–342; G. L. Clore, N. Schwartz, and M. Conway, “Affective Causes and Consequences of Social Information Processing,” in R. S. Wyer Jr. and T. K. Srull (eds.), Handbook of Social Cognition, Vol. 1, (Hillsdale, NJ: Erlbaum, 1994), pp. 323–417; K. D. Vohs, R. F. Baumeister, and G. Lowenstein, Do Emotions Help or Hurt Decision Making? (New York: Russell Sage Foundation Press, 2007; H. M. Weiss, J. P. Nicholas, and C. S. Daus, “An Examination of the Joint Effects of Affective Experiences and Job Beliefs on Job Satisfaction and Variations in Affective Experiences over Time,” Organizational Behavior and Human Decision Processes 78 (1999), pp. 1–24; and N. M. Ashkanasy, “Emotion and Performance,” Human Performance 17 (2004), pp. 137–144.

¹¹ See Robert G. Lord, Richard J. Klimoski, and Ruth Knafer (eds.), Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior (San Francisco: Jossey-Bass, 2002); Roy L. Payne and Cary L. Cooper (eds.), Emotions at Work: Theory Research and Applications for Management (Chichester, UK: John Wiley & Sons, 2004); and Daniel Goleman and Richard Boyatzis, “Social Intelligence and the Biology of Leadership,” Harvard Business Review (September 2008), Reprint R0809E.

¹² Daniel Goleman, Richard Boyatzis, and Annie McKie, Primal Leadership: Realizing the Power of Emotional Intelligence (Boston: Harvard Business School Publishing, 2002); quote from “Managing the Mood Is Crucial When Times Are Tough,” Financial Times (March 24, 2009).

¹³ Joyce K. Bono and Remus Ilies, “Charisma, Positive Emotions and Mood Contagion,” Leadership Quarterly 17 (2006), pp. 317–334; Goleman and Boyatzis (2008), op. cit.

¹⁴ Caroline Bartel and Richard Saavedra, “The Collective Construction of Work Group Moods,” Administrative Science Quarterly 45 (June 2000), pp. 197–231.

¹⁵ S. M. Kruml and D. Geddes, “Catching Fire Without Burning Out: Is There an Ideal Way to Perform Emotional Labor?” in N. M. Ashkanasy, C. E. J. Hartel, and W. J. Zerby, Emotions in the Workplace (New York: Quorum, 2000), pp. 177–188.

¹⁶ A. Grandey, “Emotional Regulation in the Workplace: A New Way to Conceptualize Emotional Labor, “Journal of Occupational Health Psychology 5.1 (2000), pp. 95–110; and R. Cropanzano, D. E. Rupp, and Z. S. Byrne, “The Relationship of Emotional Exhaustion to Work Attitudes, Job Performance and Organizational Citizenship Behavior,” Journal of Applied Psychology (2003), pp. 160–169.

¹⁷ W. Tasi and Y. Huang, “Mechanisms Linking Employee Affective Delivery and Customer Behavioral Intentions,” Journal of Applied Psychology 87 (2002), pp. 1001–1008.

¹⁸ See Adam Smith, “Cognitive Empathy and Emotional Empathy in Human Behavior and Evolution,” The Psychological Record, Vol. 56 (2006), pp. 3–21.

¹⁹ Daniel Goleman, “Are Women More Emotionally Intelligent than Men?” accessed June 26, 2013, at www.psychologytoday.com/blog/the-brain-and-emotional-intelligence/201104/are-women-more-emotionally-intelligent-men.

²⁰ Shiri Cohen, Marc S. Shulz, Emily Weiss, and Robert J. Waldinger, “Eye of the Beholder: The Individual and Dyadic Contributions of Empathic Accuracy and Perceived Effort to Relationship Satisfaction,” Journal of Family Psychology 26 (2012), pp. 236–245.

²¹ Michele Williams, “Building Genuine Trust Through Interpersonal Emotion Management: A Threat Regulation Model of Trust and Collaboration across Boundaries,” Academy of Management Review 32 (2007), pp. 595–621.

²² Goleman (2011), op. cit.

²³ M. Eid and E. Diener, “Norms for Experiencing Emotions in Different Cultures: Inter- and Intranational Differences,” Journal of Personality and Social Psychology 81.5 (2001), pp. 869–885.

²⁴ Ibid.

²⁵ B. Mesquita, “Emotions in Collectivist and Individualist Contexts,” Journal of Personality and Social Psychology 80.1 (2001), pp. 68–74.

²⁶ D. Rubin, “Grumpy German Shoppers Distrust the Wal-Mart Style,” Seattle Times (December 30, 2001), p. a15; and A. Rafaeli, “When Cashiers Meet Customers: An Analysis of Supermarket Cashiers,” Academy of Management Journal (1989), pp. 245–273.

²⁷ H. M. Weiss and R. Cropanzano, “An Affective Events Approach to Job Satisfaction,” in B. M. Staw and L. L. Cummings (eds.), Research in Organizational Behavior, vol. 18 (Greenwich, CT: JAI Press, 1996), pp. 1–74; and N. M. Ashkanasy and C. S. Daus, “Emotion in the Workplace: New Challenges for Managers,” Academy of Management Executive 16 (2002), pp. 76–86.

²⁸ A. G. Miner and C. L. Hulin, Affective Experience at Work: A Test of Affective Events Theory. Poster presented at the 15th annual conference of the Society for Industrial and Organizational Psychology (2000).

²⁹ Information and quote from Joann S. Lublin, “How One Black Woman Lands Her Top Jobs: Risks and Networking,” Wall Street Journal (March 4, 2003), p. B1.

³⁰ Compare Martin Fishbein and Icek Ajzen, Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (Reading, MA: Addison-Wesley, 1973).

³¹ See A. W. Wicker, “Attitude Versus Action: The Relationship of Verbal and Overt Behavioral Responses to Attitude Objects,” Journal of Social Issues (Autumn 1969), pp. 41–78.

³² L. Festinger, A Theory of Cognitive Dissonance (Palo Alto, CA: Stanford University Press, 1957).

³³ See “The Things They Do for Love,” Harvard Business Review (December 2004), pp. 19–20.

³⁴ See Henry Tajfel and John C. Turner, “The Social Identity Theory of Intergroup Behavior,” in S. Worchel and W. Austin (eds.), Psychology of Intergroup Relations (Chicago: Nelson, 1986).

³⁵ See for example, Blake E. Ashforth, Spencer H. Harrison, and Kevin G. Corely, “Identification in Organizations: An Examination of Four Fundamental Questions,” Journal of Management 34 (2008), pp. 325–274.

³⁶ Ibid.

³⁷ Glen E. Kreiner and Blake E. Ashforth, “Evidence Toward an Expanded Model of Organizational Identification,” Journal of Organizational Behavior 25 (2004), pp. 1–27.

³⁸ Tony DiRomualdo, “The High Cost of Employee Disengagement” (2004, July 7), accessed June 26, 2013, at http://wtnnews.com/articles/983.

³⁹ Jeffrey Pfeffer, “Building Sustainable Organizations: The Human Factor,” Academy of Management Perspectives 24 (2010, February), pp. 34–45.

⁴⁰ Jim Harter, “Mondays Not So ‘Blue’ for Engaged Employees,” Gallup Wellbeing (2012, July 23), accessed June 26, 2013, at www.gallup.com/poll/155924/mondays-not-blue-engaged-employees.aspx.

⁴¹ Information from Sue Shellenbarger, “Employers Are Finding It Doesn't Cost Much to Make a Staff Happy,” Wall Street Journal (November 19, 1977), p. B1; see also “Special Consumer Survey Report: Job Satisfaction on the Decline,” The Conference Board (July 2002).

⁴² “Majority of American Workers Not Engaged in Their Jobs,” Gallup news release (Washington, DC: October 28, 2011): gallup.com (accessed January 24, 2013); Melissa Korn, “Employed, but Not Engaged on the Job,” The Wall Street Journal (June 11, 2013): www.wsj.com (accessed July 3, 2013).

⁴³ See, for example, Remus Ilies, Kelly Schwind Wilson, and David T. Wagner, “‘The Spillover of Daily Job Satisfaction onto Employees’ Family Lives: The Facilitating Role of Work-Family Integration,” Academy of Management Journal 52 (February 2009), pp. 87–102.

⁴⁴ See W. E. Wymer and J. M. Carsten, “Alternative Ways to Gather Opinions,” HR Magazine 37.4 (April 1992), pp. 71–78.

⁴⁵ The Job Descriptive Index (JDI) is available from Dr. Patricia C. Smith, Department of Psychology, Bowling Green State University; the Minnesota Satisfaction Questionnaire (MSQ) is available from the Industrial Relations Center and Vocational Psychology Research Center, University of Minnesota.

⁴⁶ See Ibid.; Timothy A. Judge, “Promote Job Satisfaction through Mental Challenge,” Chapter 6 in Edwin A. Locke (ed.), The Blackwell Handbook of Principles of Organizational Behavior (Malden, MA: Blackwell, 2004); “U.S. Employees More Dissatisfied with Their Jobs,” Associated Press (February 28, 2005), www.msnbc.com; “U.S. Job Satisfaction Keeps Falling, The Conference Board Reports Today,” The Conference Board (February 28, 2005), www.conference-board.org; and Salary.com, “Survey Shows Impact of Downturn on Job Satisfaction,” OH&S: Occupational Health and Safety (February 7, 2009), www.ohsonline.com.

⁴⁷ Data reported in Jeannine Aversa, “Happy Workers Harder to Find,” Columbus Dispatch (January 5, 2010), pp. A1, A4. Data from “U.S. Job Satisfaction the Lowest in Two Decades,” press release, The Conference Board (January 5, 2010), accessed January 6, 2010 at www.conference-board.org.

⁴⁸ Accenture, “Despite Low Job Satisfaction, Employees Unlikely to Seek New Jobs, Accenture Research Reports, Prefer to Focus on Creating Opportunities with Current Employers” (2011, March 4), accessed June 26, 2013, at newsroom.accenture.com/article_display.cfm?article_id=5163.

⁴⁹ The Conference Board (2005), op. cit.

⁵⁰ For historical research, see B. M. Staw, “The Consequences of Turnover,” Journal of Occupational Behavior 1 (1980), pp. 253–273; and J. P. Wanous, Organizational Entry (Reading, MA: Addison-Wesley, 1980).

⁵¹ C. N. Greene, “The Satisfaction-Performance Controversy,” Business Horizons 15 (1972), pp. 31–41; M. T. Iaffaldano and P. M. Muchinsky, “Job Satisfaction and Job Performance: A Meta-Analysis,” Psychological Bulletin 97 (1985), pp. 251–273; D. Organ, “A Reappraisal and Reinterpretation of the Satisfaction-Causes-Performance Hypothesis,” Academy of Management Review 2 (1977), pp. 46–53; and P. Lorenzi, “A Comment on Organ's Reappraisal of the Satisfaction-Causes-Performance Hypothesis,” Academy of Management Review 3 (1978), pp. 380–382.

⁵² Salary.com (2009), op. cit.

⁵³ Tony DiRomualdo, “The High Cost of Employee Disengagement” (July 7, 2004), www.wistechnology.com.

⁵⁴ Dennis W. Organ, Organizational Citizenship Behavior: The Good Soldier Syndrome (Lexington, MA: Lexington Books, 1988); and Dennis W. Organ, “Organizational Citizenship Behavior: It's Constructive Cleanup Time,” Human Performance 10 (1997), pp. 85–97.

⁵⁵ See Mark C. Bolino and William H. Turnley, “Going the Extra Mile: Cultivating and Managing Employee Citizenship Behavior,” Academy of Management Executive 17 (August 2003), pp. 60–67.

⁵⁶ See Venetta I. Coleman and Walter C. Borman, “Investigating the Underlying Structure of the Citizenship Performance Domain,” Human Resource Management Review 10 (2000), pp. 115–126.

⁵⁷ Sandra L. Robinson and Rebecca J. Bennett, “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy of Management Journal 38 (1995), pp. 555–572.

⁵⁸ Reeshad S. Dalal, “A Meta-Analysis of the Relationship Among Organizational Citizenship Behavior and Counterproductive Work Behavior,” Journal of Applied Psychology 90 (2005), pp. 1241–1255.

⁵⁹ HealthForceOntario, Bullying in the Workplace: A Handbook for the Workplace (Toronto: Ontario Safety Association for Community and Health Care, 2009).

⁶⁰ Timothy A. Judge and Remus Ilies, “Affect and Job Satisfaction: A Study of Their Relationship at Work and at Home,” Journal of Applied Psychology 89 (2004), pp. 661–673.

⁶¹ Ilies et al. (2009), op. cit.

⁶² See Benjamin Schneider, Paul J. Hanges, D. Brent Smith, and Amy Salvaggio, “Which Comes First: Employee Attitudes or Organizational, Financial, and Market Performance?” Journal of Applied Psychology 88.5 (2003), pp. 836–851.

⁶³ L. W. Porter and E. E. Lawler III, Managerial Attitudes and Work Performance (Homewood, IL: Irwin, 1968).

⁶⁴ Schneider, Hanges, Smith, and Salvaggio (2003), op. cit.

⁶⁵ Ibid.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Christine Porath and Christine Pearson, “The Price of Incivility: Lack of Respect Hurts Morale and the Bottom Line,” Harvard Business Review, Vol. 91 (January-February, 2013), pp. 114–121.

Worth Considering . . . or Best Avoided?—Information from David Gelles, “The Mind Business,” Financial Times, U.S. Kindle Edition (August 25, 2012).

Checking Ethics in OB—Information from Joe O'Shea, “How a Facebook Update Can Cost You Your Job,” Irish Independent (September 1, 2010), p. 34.

Finding the Leader in You—Don Thompson: Information from Julie Bennett, “McGolden Opportunity,” Franchise Times (February, 2008), www.franchisetimes.com; www.mcdonalds.com.

OB in Popular Culture—Crash. Dir. Paul Haggis. Perf. Don Cheadle, Sandra Bullock, and Thandie Newton. Lions Gate Films, 2005. Film.

Photo Essays—Video Games—Information from Robert Lee Hotz, “When Gaming Is Good for You,” Wall Street Journal (March 6, 2012), pp. D1, D2. Cheating—Pamela Engel, “Students Don't Cheat; They Collaborate?” The Columbus Dispatch (September 10, 2012), dispatch.com.

CHAPTER 5

ENDNOTES

¹ Adaped from Dale McConkey, “The ‘Jackass Effect’ in Management Compensation,” Business Horizons 17 (June, 1974), |pp. 81–91.

² See John P. Campbell, Marvin D. Dunnette, Edward E. Lawler III, and Karl E. Weick Jr., Managerial Behavior Performance and Effectiveness (New York: McGraw-Hill, 1970), ch. 15.

³ Abraham Maslow, Eupsychian Management (Homewood, IL: Irwin, 1965); Abraham Maslow, Motivation and Personality, 2nd ed. (New York: Harper & Row, 1970).

⁴ Lyman W. Porter, “Job Attitudes in Management: Perceived Importance of Needs as a Function of Job Level,” Journal of Applied Psychology 47 (April 1963), pp. 141–148.

⁵ Douglas T. Hall and Khalil E. Nougaim, “An Examination of Maslow's Need Hierarchy in an Organizational Setting,” Organizational Behavior and Human Performance 3 (1968), pp. 12–35; and John M. Ivancevich, “Perceived Need Satisfactions of Domestic versus Overseas Managers,” Journal of Applied Psychology 54 (August 1969), pp. 274–278.

⁶ Mahmoud A. Wahba and Lawrence G. Bridwell, “Maslow Reconsidered: A Review of Research on the Need Hierarchy Theory,” Academy of Management Proceedings (1974), pp. 514–520; and Edward E. Lawler III and J. Lloyd Shuttle, “A Causal Correlation Test of the Need Hierarchy Concept,” Organizational Behavior and Human Performance 7 (1973), pp. 265–287.

⁷ Nancy J. Adler, International Dimensions of Organizational Behavior, 2nd ed. (Boston: PWS-Kent, 1991), p. 153; and Richard M. Hodgetts and Fred Luthans, International Management (New York: McGraw-Hill, 1991), ch. 11.

⁸ Clayton P. Alderfer, “An Empirical Test of a New Theory of Human Needs,” Organizational Behavior and Human Performance 4 (1969), pp. 142–175; Clayton P. Alderfer, Existence, Relatedness, and Growth (New York: Free Press, 1972); and Benjamin Schneider and Clayton P. Alderfer, “Three Studies of Need Satisfaction in Organizations,” Administrative Science Quarterly 18 (1973), pp. 489–505.

⁹ Lane Tracy, “A Dynamic Living Systems Model of Work Motivation,” Systems Research 1 (1984), pp. 191–203; and John Rauschenberger, Neal Schmidt, and John E. Hunter, “A Test of the Need Hierarchy Concept by a Markov Model of Change in Need Strength,” Administrative Science Quarterly 25 (1980), pp. 654–670.

¹⁰ Sources pertinent to this discussion are David C. McClelland, The Achieving Society (New York: Van Nostrand, 1961); David C. McClelland, “Business, Drive and National Achievement,” Harvard Business Review 40 (July/August 1962), pp. 99–112; David C. McClelland, “That Urge to Achieve,” Think (November/December 1966), pp. 19–32; and G. H. Litwin and R. A. Stringer, Motivation and Organizational Climate (Boston: Division of Research, Harvard Business School, 1966), pp. 18–25.

¹¹ George Harris, “To Know Why Men Do What They Do: A Conversation with David C. McClelland,” Psychology Today 4 (January 1971), pp. 35–39.

¹² David C. McClelland and David H. Burnham, “Power Is the Great Motivator,” Harvard Business Review 54 (March/April 1976), pp. 100–110; and David C. McClelland and Richard E. Boyatzis, “Leadership Motive Pattern and Long-Term Success in Management,” Journal of Applied Psychology 67 (1982), pp. 737–743.

¹³ The complete two-factor theory is well explained by Herzberg and his associates in Frederick Herzberg, Bernard Mausner, and Barbara Bloch Synderman, The Motivation to Work, 2nd ed. (New York: Wiley, 1967); and Frederick Herzberg, “One More Time: How Do You Motivate Employees?” Harvard Business Review 46 (January/February 1968), pp. 53–62.

¹⁴ From Herzberg (1968), op. cit.

¹⁵ See Robert J. House and Lawrence A. Wigdor, “Herzberg's Dual-Factor Theory of Job Satisfaction and Motivation: A Review of the Evidence and a Criticism,” Personnel Psychology 20 (Winter 1967), pp. 369–389.

¹⁶ Adler (1991), op. cit.; Nancy J. Adler and J. T. Graham, “Cross Cultural Interaction: The International Comparison Fallacy,” Journal of International Business Studies (Fall 1989), pp. 515–537; and Frederick Herzberg, “Workers' Needs: The Same Around the World,” Industry Week (September 27, 1987), pp. 29–32.

¹⁷ Paul R. Lawrence and Nitin Nohria, Drive: How Human Nature Shapes Our Choices (San Francisco: Jossey-Bass, 2002); and Nitin Nohria, Bors Groysberg, and Linda-Eling Lee, “Employee Motivation: A Powerful New Model,” Harvard Business Review (July–August, 2008), pp. 78–84.

¹⁸ Nohria et al. (2008), op. cit.

¹⁹ Ibid, p. 83.

²⁰ See, for example, J. Stacy Adams, “Toward an Understanding of Inequality,” Journal of Abnormal and Social Psychology 67 (1963), pp. 422–436; and J. Stacy Adams, “Inequity in Social Exchange,” in L. Berkowitz (ed.), Advances in Experimental Social Psychology 2 (New York: Academic Press, 1965), pp. 267–300.

²¹ Adams (1965), op. cit.

²² These issues are discussed in C. Kagitcibasi and J. W. Berry, “Cross-Cultural Psychology: Current Research and Trends,” Annual Review of Psychology 40 (1989), pp. 493–531.

²³ See Blair Sheppard, Roy J. Lewicki, and John Minton, Organizational Justice: The Search for Fairness in the Workplace (New York: Lexington Books, 1992); Jerald Greenberg, The Quest for Justice on the Job: Essays and Experiments (Thousand Oaks, CA: Sage, 1995); Robert Folger and Russell Cropanzano, Organizational Justice and Human Resource Management (Thousand Oaks, CA: Sage, 1998); and Mary A. Konovsky, “Understanding Procedural Justice and Its Impact on Business Organizations,” Journal of Management 26 (2000), pp. 489–511.

²⁴ Interactional justice is described by Robert J. Bies, “The Predicament of Injustice: The Management of Moral Outrage,” in L. L. Cummings and B. M. Staw (eds.), Research in Organizational Behavior 9 (Greenwich, CT: JAI Press, 1987), pp. 289–319. The example is from Carol T. Kulik and Robert L. Holbrook, “Demographics in Service Encounters: Effects of Racial and Gender Congruence on Perceived Fairness,” Social Justice Research 13 (2000), pp. 375–402. On commutative justice see Marion Fortin and Martin Fellenz, “Hypocrisies of Fairness: Towards a More Reflexive Ethical Base in Organizational Justice Research and Practice,” Journal of Business Ethics, vol. 78 (2008), pp. 415–433.

²⁵ Victor H. Vroom, Work and Motivation (New York: Wiley, 1964).

²⁶ Ibid.

²⁷ See Terence R. Mitchell, “Expectancy Models of Job Satisfaction, Occupational Preference and Effort: A Theoretical, Methodological, and Empirical Appraisal,” Psychological Bulletin 81 (1974), pp. 1053–1077; Mahmoud A. Wahba and Robert J. House, “Expectancy Theory in Work and Motivation: Some Logical and Methodological Issues,” Human Relations 27 (January 1974), pp. 121–147; Terry Connolly, “Some Conceptual and Methodological Issues in Expectancy Models of Work Performance Motivation,” Academy of Management Review 1 (October 1976), pp. 37–47; and Terrence Mitchell, “Expectancy-Value Models in Organizational Psychology,” in N. Feather (ed.), Expectancy, Incentive and Action (New York: Erlbaum & Associates, 1980).

²⁸ See Adler (1991), op. cit.

²⁹ Edwin A. Locke, Karyll N. Shaw, Lise M. Saari, and Gary P. Latham, “Goal Setting and Task Performance: 1969–1980,” Psychological Bulletin 90 (July/November 1981), pp. 125–152; Edwin A. Locke and Gary P. Latham, “Work Motivation and Satisfaction: Light at the End of the Tunnel,” Psychological Science 1.4 (July 1990), pp. 240–246; and Edwin A. Locke and Gary Latham, A Theory of Goal-Setting and Task Performance (Englewood Cliffs, NJ: Prentice Hall, 1990).

³⁰ Edwin A. Locke and Gary P. Latham, “Has Goal Setting Gone Wild, or Have Its Attackers Abandoned Good Scholarship?” The Academy of Management Perspective 23 (February 2009), pp. 17–23.

³¹ For recent debate on goal setting, see Lisa D. Ordónez, Maurice E. Schwitzer, Adam D. Galinsky, and Max H. Bazerman, “Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting,” The Academy of Management Perspective 23 (February 2009), pp. 6–16; Locke and Latham (2009), op. cit.

³² Ibid.

³³ For a good review of MBO, see Anthony P. Raia, Managing by Objectives (Glenview, IL: Scott Foresman, 1974).

³⁴ Ibid. Steven Kerr summarizes the criticisms well in “Overcoming the Dysfunctions of MBO,” Management by Objectives 5.1 (1976).

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Lauren Weber, “Go Ahead, Hit the Snooze Button,” Wall Street Journal (January 23, 2013), pp. B1, B8.

Worth Considering . . . or Best Avoided?—Information from Henry Blodgett, “Whole Foods CEO: Here's Why We Pay Our Employees More than We Have To,” The Daily Ticker, Yahoo! Finance: yahoo.com/finance (September 14, 2012).

Checking Ethics in OB—Information on this situation from Jared Sandberg, “Why You May Regret Looking at Papers Left on the Office Copier,” Wall Street Journal (June 20, 2006), p. B1.

Finding the Leader in You—Information and quotes from Lorraine Monroe, “Leadership Is About Making Vision Happen—What I Call ‘Vision Acts,’” Fast Company (March 2001), p. 98; See also Lorraine Monroe, Nothing's Impossible: Leadership Lessons from Inside and Outside The Classroom (New York: PublicAffairs Books, 1999) and The Monroe Doctrine: An ABC Guide to What Great Bosses Do (New York: PublicAffairs Books, 2003).

OB in Popular Culture—Ally Bank. “Would you like a pony?” Advertisement. May 2009. Television.

Photo Essays—Something to Read—Drive: The Surprising Truth About What Motivates Us—Daniel Pink, Drive: The Surprising Truth about What Motivates Us (New York: Riverhead Trade, 2011).

CHAPTER 6

ENDNOTES

¹ For a good overview see Adrienne Fox, “Make a ‘Deal,” HR Magazine (January, 2012), pp. 37–42.

² Information from Adam Lashinsky, “Zappos: Life After Acquisition,” tech.fortune.cnn.com (November 24, 2010); and Nicholas Boothman, “Will You Be My Friend?” Bloomberg-BusinessWeek (January 7-January 13, 2013), pp. 63–65.

³ Steve Hamm, “A Passion for the Plan,” BusinessWeek (August 21, 2B 2006), pp. 92–94. See also Yvon Chouinard, Let My People Go Surfing: The Education of a Reluctant Businessman (New York: Penguin, 2006).

⁴ For complete reviews of theory, research, and practice see Edward E. Lawler III, Pay and Organizational Effectiveness (New York: McGraw-Hill, 1971); Edward E. Lawler III, Pay and Organizational Development (Reading, MA: Addison-Wesley, 1981); and Edward E. Lawler III, “The Design of Effective Reward Systems,” in Jay W. Lorsch (ed.), Handbook of Organizational Behavior (Englewood Cliffs, NJ: Prentice-Hall, 1987), pp. 255–271.

⁵ “Reasons for Pay Raises,” BusinessWeek (May 29, 2006), p. 11.

⁶ As an example, see D. B. Balkin and L. R Gómez-Mejia (eds.), New Perspectives on Compensation (Englewood Cliffs, NJ: Prentice-Hall, 1987).

⁷ Erin White, “How to Reduce Turnover,” Wall Street Journal (November 21, 2005), p. B5.

⁸ S. E. Markham, K. D. Scott, and B. L. Little, “National Gainsharing Study: The Importance of Industry Differences,” Compensation and Benefits Review (January/February 1992), pp. 34–45.

⁹ See Brian Graham-Moore, “Review of the Literature,” in Brian Graham-Moore and Timothy L. Ross (eds.), Gainsharing (Washington, DC: Bureau of National Affairs, 1990), p. 20.

¹⁰ Jeffrey Pfeffer and John F. Veiga, “Putting People First for Organizational Success,” Academy of Management Executive 13 (May 1999), pp. 37–48.

¹¹ L. R Gómez-Mejia, D. B. Balkin, and R. L. Cardy, Managing Human Resources (Englewood Cliffs, NJ: Prentice-Hall, 1995), pp. 410–411.

¹² N. Gupta, G. E. Ledford, G. D. Jenkins, and D. H. Doty, “Survey Based Prescriptions for Skill-Based Pay,” American Compensation Association Journal 1.1 (1992), pp. 48–59; and L. W. Ledford, “The Effectiveness of Skill-Based Pay,” Perspectives in Total Compensation 1.1 (1991), pp. 1–4.

¹³ Mina Kines, “P&G's Leadership Machine,” Fortune (April 14, 2009).

¹⁴ For discussion of many of these errors, see David L. Devries, Ann M. Morrison, Sandra L. Shullman, and Michael P. Gerlach, Performance Appraisal on the Line (Greensboro, NC: Center for Creative Leadership, 1986), ch. 3.

¹⁵ For more details, see G. P. Latham and K. N. Wexley, Increasing Productivity through Performance Appraisal (2nd ed.); and Stephen J. Carroll and Craig E. Schneier, Performance Appraisal and Review Systems (Glenview, IL: Scott Foresman, 1982).

¹⁶ See George T. Milkovich and John W. Boudreau, Personnel/Human Resource Management: A Diagnostic Approach, 5th ed. (Plano, TX: Business Publications, 1988).

¹⁷ Examples are from Jena McGregor, “Job Review in 140 Keystrokes,” Business Week (March 23 and 30, 2009), p. 58.

¹⁸ For an overall discussion see Greg R. Oldham and J. Richard Hackman, “Not What It Was and Not What It Will Be: The Future of Job Design Research,” Journal of Organizational Behavior 31 (2010), pp. 463–479.

¹⁹ Frederick W. Taylor, The Principles of Scientific Management (New York: Norton, 1967).

²⁰ Frederick Herzberg, “One More Time: How Do You Motivate Employees?” Harvard Business Review 46 (January/February 1968), pp. 53–62.

²¹ For a complete description, see J. Richard Hackman and Greg R. Oldham, Work Redesign (Reading, MA: Addison-Wesley, 1980).

²² See J. Richard Hackman and Greg Oldham, “Development of the Job Diagnostic Survey,” Journal of Applied Psychology 60 (1975), pp. 159–170.

²³ See, for example, Kenneth D. Thomas and Betty A. Velthouse, “Cognitive Elements of Empowerment: An ‘Interpretive’ Model of Intrinsic Task Motivation,” Academy of Management Review, 15.4 (1990), pp. 666–681.

²⁴ For forerunner research, see Charles L. Hulin and Milton R. Blood, “Job Enlargement, Individual Differences, and Worker Responses,” Psychological Bulletin 69 (1968), pp. 41–55; and Milton R. Blood and Charles L. Hulin, “Alienation, Environmental Characteristics and Worker Responses,” Journal of Applied Psychology 51 (1967), pp. 284–290.

²⁵ Gerald Salancik and Jeffrey Pfeffer, “An Examination of Need-Satisfaction Models of Job Attitudes,” Administrative Science Quarterly 22 (1977), pp. 427–456; Gerald Salancik and Jeffrey Pfeffer, “A Social Information Processing Approach to Job Attitude and Task Design,” Administrative Science Quarterly 23 (1978), pp. 224–253.

²⁶ For overviews, see Allan R. Cohen and Herman Gadon, Alternative Work Schedules: Integrating Individual and Organizational Needs (Reading, MA: Addison-Wesley, 1978); and Jon L. Pearce, John W. Newstrom, Randall B. Dunham, and Alison E. Barber, Alternative Work Schedules (Boston: Allyn & Bacon, 1989). See also Sharon Parker and Toby Wall, Job and Work Design (Thousand Oaks, CA: Sage, 1998).

²⁷ Data reported in “A Saner Workplace,” BusinessWeek (June 1, 2009), pp. 66–69, and based on excerpt from Claire Shipman and Katty Kay, Womenomics: Write Your Own Rules for Success (New York: Harper Business, 2009); and “A to Z of Generation Y Attitudes,” Financial Times (June 18, 2009).

²⁸ See Sue Shellenbarger, “What Makes a Company a Great Place to Work,” Wall Street Journal (October 4, 2007), p. D1.

²⁹ Olga Kharif, “Chopping Hours, Not Heads,” BusinessWeek (January 5, 2009), p. 85.

³⁰ See Wayne F. Cascio, “Managing a Virtual Workplace,” Academy of Management Executive 14 (2000), pp. 81–90.

³¹ Claire Suddath, “Work-from-Home Truths, Half-Truths, and Myths,” BloombergBusinessWeek (March 4–March 10, 2013), p. 75.

³² Quote from Phil Porter, “Telecommuting Mom Is Part of a National Trend,” Columbus Dispatch (November 29, 2000), pp. H1, H2.

³³ Ibid.

³⁴ Times, opinionator.blogs.nytimes.com (January 26, 2013): (accessed August 8, 2013).

³⁵ Heesun Wee, “Why More Millennials Go Part Time for Full Time Pay” (October 1, 2013), accessed June 29, 2013, at www.cnbc.com/id/49181054.

FEATURES AND PHOTO ESSAYS

Worth Considering . . . or Best Avoided?—Information from Reed Hastings, “How to Set Your Employees Free,” Bloomberg-BusinessWeek (April 12, 2012); and, Leslie Kwoh, “Go Ahead and Take Off, for as Long as You Like,” Wall Street Journal (October 29, 2012), p. B7.

Checking Ethics in OB—Information from Reuters, “Coming to Work Sick Affects Biz,” Economic Times Bangalore (January 28, 2007), p. 14; www.webmd.com.

Finding the Leader in You—Information from Andrew Ward, “Spanx Queen Firms Up the Bottom Line,” Financial Times (November 30, 2006), p. 7; and Simona Covel, “A Dated Industry Gets a Modern Makeover,” Wall Street Journal (August 7, 2008), p. B9.

OB in Popular Culture—Information and quotes from Manohla Dargis, “Orphan's Lifeline Out of Hell Could Be a Game Show in Mumbai,” New York Times (November 12, 2008): movies.nytimes.com; and James Christopher, “Slumdog Millionaire,” The Times (January 8, 2009): entertainment. timesonline.co.uk.

Photo Essays—Bosses—Information from Leslie Kwoh, “Difficult Bosses Hurt Workers' Motivation,” Wall Street Journal (February 29, 2012), p. B8. Job Satisfaction—Information from PewResearch, “Take This Job and Love It,” pewresearch.org/databank (accessed October 2, 2012). Luck and Hard Work—Information from Lauren Weber, “Luck Is Hard Work,” Wall Street Journal (March 14, 2012), p. B8.

CHAPTER 7

ENDNOTES

¹ Information from Scott Thurm, “Teamwork Raises Everyone's Game,” Wall Street Journal (November 7, 2005), p. B7.

² Ibid.

³ See, for example, Jon R. Katzenbach and Douglas K. Smith, “The Discipline of Teams,” Harvard Business Review (March/April 1993a), pp. 111–120; and Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams: Creating the High-Performance Organization (Boston: Harvard Business School Press, 1993b).

⁴ For a good overview, see Greg L. Stewart, Charles C. Manz, and Henry P. Sims, Team Work and Group Dynamics (New York: Wiley, 1999).

⁵ Katzenbach and Smith (1993a, 1993b), op. cit.

⁶ Katzenbach and Smith (1993a), op. cit., p. 112.

⁷ Katzenbach and Smith (1993a, 1993b), op. cit.

⁸ See Jon R. Katzenbach, “The Myth of the Top Management Team,” Harvard Business Review 75 (November/December 1997), pp. 83–91.

⁹ See Stewart, Manz, and Sims (1999), pp. 43–44.

¹⁰ Rensis Likert, New Patterns of Management (New York: McGraw-Hill, 1961).

¹¹ See Jay R. Galbraith, Designing Organizations (San Francisco: Jossey-Bass, 1998).

¹² Robert P. Steel, Anthony J. Mento, Benjamin L. Dilla, Nestor Ovalle, and Russell F. Lloyd, “Factors Influencing the Success and Failure of Two Quality Circles Programs,” Journal of Management 11.1 (1985), pp. 99–119; and Edward E. Lawler III and Susan A. Mohrman, “Quality Circles: After the Honeymoon,” Organizational Dynamics 15.4 (1987), pp. 42–54.

¹³ See, for example, Paul S. Goodman, Rukmini Devadas, and Terri L. Griffith Hughson, “Groups and Productivity: Analyzing the Effectiveness of Self-Managing Teams,” ch. 11, in John R. Campbell and Richard J. Campbell (eds.), Productivity in Organizations (San Francisco: Jossey-Bass, 1988); Jack Orsbrun, Linda Moran, Ed Musslewhite, and John H. Zenger, with Craig Perrin, Self-Directed Work Teams: The New American Challenge (Homewood, IL: Business One Irwin, 1990); and Dale E. Yeatts and Cloyd Hyten, High Performing Self-Managed Work Teams (Thousand Oaks, CA: Sage, 1997).

¹⁴ See D. Duarte and N. Snyder, Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed (San Francisco: Jossey-Bass, 1999); and Jessica Lipnack and Jeffrey Stamps, Virtual Teams: Reaching Across Space, Time, and Organizations with Technology (New York: Wiley, 1997).

¹⁵ For reviews see Wayne F. Cascio, “Managing a Virtual Workplace,” Academy of Management Executive 14 (2000), pp. 81–90; and Sheila Simsarian Webber, “Virtual Teams: A Meta-Analysis” (2002), paper presented at the Academy of Management Conference, Denver, CO.

¹⁶ Stacie A. Furst, Martha Reeves, Benson Rosen, and Richard S. Blackburn, “Managing the Life Cycle of Virtual Teams,” Academy of Management Executive 18.2 (2004), pp. 6–11; Ibid.; Duarte and Schneider (1999), op. cit.; Lipnack and Stamps (1997), op. cit.; and J. Richard Hackman by Diane Coutu, “Why Teams Don't Work,” Harvard Business Review (May 2009), pp. 99–105.

¹⁷ See, for example, J. Richard Hackman and Nancy Katz, “Group Behavior and Performance,” ch. 32, pp. 1208–1251, in Susan T. Fiske, Daniel T. Gilbert, and Gardner Lindzey (eds.), Handbook of Social Psychology, 5th ed. (Hoboken, NJ: Wiley, 2010).

¹⁸ Marvin E. Shaw, Group Dynamics: The Psychology of Small Group Behavior, 2nd ed. (New York: McGraw-Hill, 1976).

¹⁹ Bib Latané, Kipling Williams, and Stephen Harkins, “Many Hands Make Light the Work: The Causes and Consequences of Social Loafing,” Journal of Personality and Social Psychology 37 (1978), pp. 822–832; E. Weklon and G. M. Gargano, “Cognitive Effort in Additive Task Groups: The Effects of Shared Responsibility on the Quality of Multi-Attribute Judgments,” Organizational Behavior and Human Decision Processes 36 (1985), pp. 348–361; John M. George, “Extrinsic and Intrinsic Origins of Perceived Social Loafing in Organizations,” Academy of Management Journal (March 1992), pp. 191–202; and W. Jack Duncan, “Why Some People Loaf in Groups While Others Loaf Alone,” Academy of Management Executive 8 (1994), pp. 79–80.

²⁰ D. A. Kravitz and B. Martin, “Ringelmann Rediscovered,” Journal of Personality and Social Psychology 50 (1986), pp. 936–941.

²¹ John M. George (1992), op. cit.; and W. Jack Duncan (1994), op. cit.

²² A classic article by Richard B. Zajonc, “Social Facilitation,” Science 149 (1965), pp. 269–274.

²³ See, for example, Leland P. Bradford, Group Development, 2nd ed. (San Francisco: Jossey-Bass, 1997).

²⁴ J. Steven Heinen and Eugene Jacobson, “A Model of Task Group Development in Complex Organizations and a Strategy of Implementation,” Academy of Management Review 1 (October 1976), pp. 98–111; Bruce W. Tuckman, “Developmental Sequence in Small Groups,” Psychological Bulletin 63 (1965), pp. 384–399; and Bruce W. Tuckman and Mary Ann C. Jensen, “Stages of Small Group Development Revisited,” Group & Organization Studies 2 (1977), pp. 419–427.

²⁵ Quote from Alex Markels, “Money & Business,” usnews.com (October 22, 2006).

²⁶ Ibid.

²⁷ Example from Jessica Sung, “Designed for Interaction,” Fortune (January 8, 2001), p. 150.

²⁸ David M. Herold, “The Effectiveness of Work Groups,” in Steven Kerr (ed.), Organizational Behavior (New York: Wiley, 1979), p. 95. See also the discussion of group tasks in Stewart, Manz, and Sims (1999), op. cit., pp. 142–143.

²⁹ F. J. Thomas and C. F. Fink, “Effects of Group Size,” in Larry L. Cummings and William E. Scott (eds.), Readings in Organizational and Human Performance (Homewood, IL: Irwin, 1969), pp. 394–408.

³⁰ Thomas and Fink (1969), op. cit.

³¹ Robert D. Hof, “Amazon's Risky Bet,” BusinessWeek (November 13, 2006), p. 52.

³² Shaw (1976), op. cit.

³³ William C. Schultz, FIRO: A Three-Dimensional Theory of Interpersonal Behavior (New York: Rinehart, 1958).

³⁴ William C. Schultz, “The Interpersonal Underworld,” Harvard Business Review 36 (July/August 1958), p. 130.

³⁵ See Daniel, R. Ilgen, Jeffrey A. LePiner, and John R. Hollenbeck, “Effective Decision Making in Multinational Teams,” in P. Christopher Earley and Miriam Erez (eds.), New Perspectives on International Industrial/Organizational Psychology (San Francisco: New Lexington Press, 1997), pp. 377–409.

³⁶ Matt Golosinski, “Teamwork Takes Center Stage,” Northwestern (Winter 2005), p. 39.

³⁷ Ilgen, LePine, and Hollenbeck (1997), op. cit.; and Warren Watson, “Cultural Diversity's Impact on Interaction Process and Performance,” Academy of Management Journal 16 (1993).

³⁸ L. Argote and J. E. McGrath, “Group Processes in Organizations: Continuity and Change,” in C. L. Cooper and I. T. Robertson (eds.), International Review of Industrial and Organizational Psychology (New York: Wiley, 1993), pp. 333–389.

³⁹ See Ilgen, LePiner, and Hollenbeck (1997), op. cit.

⁴⁰ Golosinski (2005), op. cit., p. 39.

⁴¹ “Dream Teams,” Northwestern (Winter 2005), p. 10; and Golosinski (2005), op. cit.

⁴² Anita Williams Woolley, Christopher F. Chabris, Alex Pentland, Nada Hasmi, and Thomas W. Malone, “Evidence for a Collective Intelligence Factor in the Performance of Human Groups,” Science 330 (October 29, 2010), pp. 686–688.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from “Do Headphones in the Office Suggest I Lack Team Spirit,” Financial Times, Kindle Edition (January 16, 2013).

Worth Considering . . . or Best Avoided?—Information from Mark Milian, “It's Not You, It's Meetings,” BloombergBusinessWeek (June 11–17, 2012), pp. 51–52.

Checking Ethics in OB—Information from “MBAs ‘Cheat Most,’” Financial Times (September 21, 2006), p. 1; “The Devil Made Me Do It,” BusinessWeek (July 24, 2006), p. 10; Karen Richardson, “Buffett Advises on Scandals: Avoid Temptations,” Wall Street Journal (October 10, 2006), p. A9; Alma Acevedo, “Of Fallacies and Curricula: A Case of Business Ethics,” Teaching Business Ethics 5 (2001), pp. 157–170.

Finding the Leader in You—Information and quotes from Allen St. John, “Racing's Fastest Pit Crew,” Wall Street Journal (May 9, 2008), p. W4; see also “High-Octane Business Training,” BizEd (July/August 2008), p. 72.

OB in Popular Culture—“Season 10.” Survivor. CBS. WBNS, Columbus, OH. 2005. Television.

Photo Essays—Worker Cooperatives—April Dembosky, “When the Workers Run the Show,” Financial Times, Kindle Edition (August 28, 2012). Officeless Companies—Rachel Emma Silverman, “Step Into the Office-Less Company, Wall Street Journal, Kindle Edition (September 5, 2012).

CHAPTER 8

ENDNOTES

¹ See Owen Linzmeyer and Owen W. Linzmeyer, Apple Confidential 2.0: The Definitive History of the World's Most Colorful Company (San Francisco: No Starch Press, 2004); and Jeffrey L. Cruikshank, The Apple Way (New York: McGraw-Hill, 2005).

² Diane Coutu, “Why Teams Don't Work,” Harvard Business Review (May 2009), pp. 99–105.

³ Ibid.

⁴ Steven Levy, “Insanely Great,” Wired (February 1994), accessed July 1, 2013, at www.wired.com/wired/archive/2.02/macintosh_pr.html.

⁵ Ibid.

⁶ Anita Williams Woolley, Christopher F. Chabris, Alex Pentland, Nada Hasmi, and Thomas W. Malone, “Evidence for a Collective Intelligence Factor in the Performance of Human Groups,” Science 330 (October) 29, 2010), pp. 686–688.

⁷ For an interesting discussion of sports teams, see Ellen Fagenson-Eland, “The National Football League's Bill Parcells on Winning, Leading, and Turning around Teams,” Academy of Management Executive 15 (August 2001), pp. 48–57; and Nancy Katz, “Sport Teams as a Model for Workplace Teams: Lessons and Liabilities,” Academy of Management Executive 15 (August 2002), pp. 56–69.

⁸ See William D. Dyer, Team Building, 3rd ed. (Reading, MA: Addison-Wesley, 1995).

⁹ Dennis Berman, “Zap! Pow! Splat!” BusinessWeek, Enterprise Issue (February 9, 1998), p. ENT22.

¹⁰ The classic work in this area is George Homans, The Human Group (New York: Harcourt Brace, 1950).

¹¹ Developed from a discussion by Edgar H. Schein, Process Consultation (Reading, MA: Addison-Wesley, 1969), pp. 32–37; and Edgar H. Schein, Process Consultation, Vol. 1 (Reading, MA: Addison-Wesley, 1988), pp. 40–49.

¹² The classic work is Robert F. Bales, “Task Roles and Social Roles in Problem-Solving Groups,” in Eleanor E. Maccoby, Theodore M. Newcomb, and E. L. Hartley (eds.), Readings in Social Psychology (New York: Holt, Rinehart & Winston, 1958).

¹³ For a good description of task and maintenance functions, see John J. Gabarro and Anne Harlan, “Note on Process Observation,” Note 9-477-029 (Harvard Business School, 1976).

¹⁴ Christine Porath and Christine Pearson, “How Toxic Colleagues Corrode Performance,” Harvard Business Review (April 2009), p. 24.

¹⁵ See Daniel C. Feldman, “The Development and Enforcement of Group Norms,” Academy of Management Review 9 (1984), pp. 47–53.

¹⁶ See Robert F. Allen and Saul Pilnick, “Confronting the Shadow Organization: How to Select and Defeat Negative Norms,” Organizational Dynamics (Spring 1973), pp. 13–17; and Alvin Zander, Making Groups Effective (San Francisco: Jossey-Bass, 1982), ch. 4; Feldman (1984), op. cit.

¹⁷ For a summary of research on group cohesiveness, see Marvin E. Shaw, Group Dynamics (New York: McGraw-Hill, 1971), pp. 110–112, 192.

¹⁸ See Jay R. Galbraith, Designing Organizations (San Francisco: Jossey-Bass, 1998).

¹⁹ Jerry Yoram Wind and Jeremy Main, Driving Change: How the Best Companies Are Preparing for the 21st Century (New York: Free Press, 1998), p. 135.

²⁰ The concept of interacting, coaching, and counteracting groups is presented in Fred E. Fiedler, A Theory of Leadership Productivity (NewYork: McGraw-Hill, 1967).

²¹ Research on communication networks is found in Alex Bavelas, “Communication Patterns in Task-Oriented Groups,” Journal of the Acoustical Society of America 22 (1950), pp. 725–730. See also “Research on Communication Networks,” as summarized in Shaw (1971), op. cit., pp. 137–153.

²² A classic work on proxemics is Edward T. Hall's book, The Hidden Dimension (Garden City, NY: Doubleday, 1986).

²³ Mirand Wewll, “Alternative Spaces Spawning Desk-Free Zones,” Columbus Dispatch (May 18, 1998), pp. 10–11.

²⁴ “Tread: Rethinking the Workplace,” BusinessWeek (September 25, 2006), p. IN.

²⁵ Michelle Conlin and Douglas MacMillan, “Managing the Tweets,” BusinessWeek (June 1, 2009), pp. 20–21.

²⁶ See Wayne F. Cascio, “Managing a Virtual Workplace,” Academy of Management Executive 14 (2000), pp. 81–90; Sheila Simsarian Webber, “Virtual Teams: A Meta-Analysis,” www.shrm.org/foundation/findings.asp; and Stacie A. Furst, Martha Reeves, Benson Rosen, and Richard S. Blackburn, “Managing the Life Cycle of Virtual Teams,” Academy of Management Executive 18 (2004), pp. 6–20.

²⁷ The discussion is developed from Schein (1988), op. cit., pp. 69–75.

²⁸ Developed from guidelines presented in the classic article by Jay Hall, “Decisions, Decisions, Decisions,” Psychology Today (November 1971), pp. 55–56.

²⁹ Norman R. F. Maier, “Assets and Liabilities in Group Problem Solving,” Psychological Review 74 (1967), pp. 239–249.

³⁰ Irving L. Janis, “Groupthink,” Psychology Today (November 1971), pp. 33–36; and Irving L. Janis. Groupthink, 2nd ed. (Boston: Houghton Mifflin, 1982). See also J. Longley and D. G. Pruitt, “Groupthink: A Critique of Janis' Theory,” in L. Wheeler (ed.), Review of Personality and Social Psychology (Beverly Hills, CA: Sage, 1980); and Carrie R Leana, “A Partial Test of Janis's Groupthink Model: The Effects of Group Cohesiveness and Leader Behavior on Decision Processes,” Journal of Management 1.1 (1985), pp. 5–18. See also Jerry Harvey, “Managing Agreement in Organizations: The Abilene Paradox,” Organizational Dynamics (Summer 1974), pp. 63–80.

³¹ See Janis (1971, 1982), op. cit.

³² Gayle W. Hill, “Group versus Individual Performance: Are Two Leads Better Than One?” Psychological Bulletin 91 (1982), pp. 517–539.

³³ These techniques are well described in George P. Huber, Managerial Decision Making (Glenview, IL: Scott, Foresman, 1980); Andre L. Delbecq, Andrew L. Van de Ven, and David H. Gustafson, Group Techniques for Program Planning: A Guide to Nominal Groups and Delphi Techniques (Glenview, IL: Scott, Foresman. 1975); and William M. Fox, “Anonymity and Other Keys to a Successful Problem-Solving Meeting,” National Productivity Review 8 (Spring 1989), pp. 145–156.

³⁴ Anne Stein, “On Track,” Kellogg (Winter, 2012), pp. 14–27. See also Leigh Thompson, The Creative Conspiracy: The New Rules of Breakthrough Collaboration (Cambridge, MA: Harvard Business Review Press, 2013).

³⁵ Delbecq et al. (1975), op. cit.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Claire Suddath, “Inside the Elephant Room,” BloombergBusinessWeek (December 10-December 16, 2012), pp. 83–85.

Worth Considering . . . or Best Avoided?—Information and quotes from Rachel Emma Silverman, “My Colleague, My Paymaster,” Wall Street Journal (April 3, 2012): wsj.com (accessed April 3, 2012).

Checking Ethics in OB—Information from Ken Gordon, “Tressel's Way Transforms OSU into ‘Model Program,’” Columbus Dispatch (January 5, 2007), pp. A1, A4.

Finding the Leader in You—Information and quotes from Robert D. Hof, “Amazon's Risky Bet,” Business Week (November 13, 2006), p. 52; Jon Neale, “Jeff Bezos,” BusinessWings (February 16, 2007) : www.businesswings.com.uk; Alan Deutschman, “Inside the Mind of Jeff Bezos,” Fast Company (December 19, 2007); www.fastcompany.com/magazine/85; and http://en.wikipedia.org/wiki/Jeff_Bezos.

OB in Popular Culture—Madagascar. Dir. Eric Darnell and Tom McGrath. Perf. Chris Rock, Ben Stiller, David Schwimmer. Dreamworks, 2005. Film.

Photo Essays—Boot Camp—Information from “Boot Camps for Start-ups,” Financial Times, Kindle Edition (September 7, 2012). Stand Up Meetings—Information and quote from Rachael Emma Silverman, “No More Angling for the Best Seat: More Meetings Are Stand-Up Jobs,” Wall Street Journal (February 2, 2012), pp. A9, A10.

CHAPTER 9

ENDNOTES

¹ “Skills Stakeholders Want,” Biz-Ed (May/June 2009), p. 11.

² For concise overviews, see Susan J. Miller, David J. Hickson, and David C. Wilson, “Decision-Making in Organizations” in Steward R. Clegg, Cynthia Hardy, and Walter Nord (eds.), Handbook of Organizational Studies (London: Sage, 1996); and George P. Huber, Managerial Decision Making (Glenview, IL: Scott Foresman, 1980), pp. 293–312.

³ This figure and the related discussion are developed from conversations with Dr. Alma Acevedo of the University of Puerto Rico at Rio Piedras and from her articles “Of Fallacies and Curricula: A Case of Business Ethics,” Teaching Business Ethics 5 (2001), pp. 157–170, and “Business Ethics: An Introduction,” working paper (2009).

⁴ Acevedo (2009), op. cit.

⁵ Stephen Fineman, “Emotion and Organizing,” in Clegg, Hardy, and Nord (eds.) (1996) op. cit., pp. 542–580.

⁶ For discussion of ethical frameworks for decision making, see Joseph R. Desjardins, Business, Ethics and the Environment (Upper Saddle River, NJ: Pearson Education, 2007); Linda A. Trevino and Katherine A. Nelson, Managing Business Ethics (New York: Wiley, 1995); Saul W. Gellerman, “Why ‘Good’ Managers Make Bad Ethical Choices,” Harvard Business Review 64 (July/August 1986), pp. 85–90; and Barbara Ley Toffler, Tough Choices: Managers Talk Ethics (New York: Wiley, 1986).

⁷ Based on Gerald F. Cavanagh, American Business Values, 4th ed. (Upper Saddle River, NJ: Prentice-Hall, 1998).

⁸ The Josephson Institute, www.josephsoninstitute.org.

⁹ This section stems from the classic work on decision making found in Michael D. Cohen, James G. March, and Johan P. Olsen, “The Garbage Can Model of Organizational Choice,” Administrative Science Quarterly 17 (1972), pp. 1–25; and James G. March and Herbert A. Simon, Organizations (New York: Wiley, 1958), pp. 137–142.

¹⁰ See, for example, Jonathan Rosenoer and William Scherlis, “Risk Gone Wild,” Harvard Business Review (May 2009), p. 26.

¹¹ See KPMG, “Enterprise Risk Management,” www.kpmg.com/global/en/topics/climate-change-sustainability-services/pages/enterprise-risk-management.aspx, accessed July 3, 2013.

¹² For scholarly reviews, see Dean Tjosvold, “Effects of Crisis Orientation on Managers' Approach to Controversy in Decision Making,” Academy of Management Journal 27 (1984), pp. 130–138; and Ian I. Mitroff, Paul Shrivastava, and Firdaus E. Udwadia, “Effective Crisis Management,” Academy of Management Executive 1 (1987), pp. 283–292.

¹³ Ibid.

¹⁴ Mitroff et. al (1987), op. cit.

¹⁵ This traditional distinction is often attributed to Herbert Simon, Administrative Behavior (New York: Free Press, 1945); see also Herbert Simon, The New Science of Management Decision (New York: Harper and Row, 1960).

¹⁶ For a historical review, see Leight Buchanan and Andrew O'Connell, “Thinking Machines,” Harvard Business Review 84.1 (2006), pp. 38–49. For recent applications, see Jiju Antony, Raj Anand, Maneesh Kumar, and M. K. Tiwari, “Multiple Response Optimization Using Taguchi Methodology and Nero-Fuzzy Based Model,” Journal of Manufacturing Technology Management 17.7 (2006), pp. 908–112; and Craig Boutilier, “The Influence of Influence Diagrams on Artificial Intelligence,” Decision Analysis 2.4 (2005), pp. 229–232.

¹⁷ Simon, Administrative Behavior (1945), op. cit. See also Mary Zey (ed.), Decision Making: Alternatives to Rational Choice Models (Thousand Oaks, CA: Sage, 1992).

¹⁸ March and Simo (1958), op. cit.

¹⁹ For a comprehensive discussion see Daniel Kahneman, Thinking, Fast and Slow (New York: Random House), 2011.

²⁰ For a good discussion, see Watson H. Agor, Intuition in Organizations: Leading and Managing Productively (Newbury Park, CA: Sage, 1989); Herbert A. Simon, “Making Management Decisions: The Role of Intuition and Emotion,” Academy of Management Executive 1 (1987), pp. 57–64; Orlando Behling and Norman L. Eckel, “Making Sense Out of Intuition,” Academy of Management Executive 1 (1987), pp. 57–64; and Orlando Behling and Norman L. Eckel, “Making Sense Out of Intuition,” Academy of Management Executive 5 (1991), pp. 46–54.

²¹ Agor (1989), op. cit.

²² Quote from Susan Carey, “Pilot ‘in Shock’ as He Landed Jet in River,” Wall Street Journal (February 9, 2009), p. A6.

²³ The classic work in this area is found in a series of articles by D. Kahneman and A. Tversky, “Subjective Probability: A Judgment of Representativeness,” Cognitive Psychology 3 (1972), pp. 430–454; “On the Psychology of Prediction,” Psychological Review 80 (1973), pp. 237–251; “Prospect Theory: An Analysis of Decision under Risk,” Econometrica 47 (1979), pp. 263–291; “Psychology of Preferences,” Scientific American (1982), pp. 161–173; and “Choices, Values, Frames,” American Psychologist 39 (1984), pp. 341–350. Alsop see Kahneman (2011), op. cit.

²⁴ See Max H. Bazerman, Judgment in Managerial Decision Making, 6th ed. (New York: Wiley, 2005).

²⁵ Barry M. Staw, “The Escalation of Commitment to a Course of Action,” Academy of Management Review 6 (1981), pp. 577–587; Barry M. Staw and Jerry Ross, “Knowing When to Pull the Plug,” Harvard Business Review 65 (March/April 1987), pp. 68–74. See also Glen Whyte, “Escalating Commitment to a Course of Action: A Reinterpretation,” Academy of Management Review 11 (1986), pp. 311–321; Joel Brockner, “The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress,” Academy of Management Review 17 (1992), pp. 39–61; and J. Ross and B. M. Staw, “Organizational Escalation and Exit: Lessons from the Shoreham Nuclear Power Plant,” Academy of Management Journal 36 (1993), pp. 701–732.

²⁶ Joel Brockner, “The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress,” Academy of Management Review 17 (1992), pp. 39–61; and Ross and Staw (1993), op. cit.

²⁷ They may also try to include too many others, as shown by Phillip G. Clampitt and M. Lee Williams in “Decision Downsizing,” MIT Sloan Management Review 48.2 (2007), pp. 77–89.

²⁸ Victor H. Vroom and Arthur G. Jago, The New Leadership: Managing Participation in Organizations (Englewood Cliffs, NJ: Prentice-Hall, 1988). This is based on earlier work by Victor H. Vroom, “A New Look in Managerial Decision-Making,” Organizational Dynamics (Spring 1973), pp. 66–80; and Victor H. Vroom and Phillip Yetton, Leadership and Decision-Making (Pittsburgh, PA: University of Pittsburgh Press, 1973).

²⁹ Vroom and Yetton (1973), op. cit.; and Vroom and Jago (1988), op. cit.

³⁰ See the discussion by Victor H. Vroom, “Leadership and the Decision Making Process,” Organizational Dynamics 28 (2000), pp. 82–94.

³¹ See, for example, Roger von Oech's books, A Whack on the Side of the Head (New York: Warner Books, 1983) and A Kick in the Seat of the Pants (New York: Harper & Row, 1986).

³² See Cameron M. Ford and Dennis A. Gioia, Creative Action in Organizations (Thousand Oaks, CA: Sage, 1995).

³³ Teresa M. Amabile, “Motivating Creativity in Organizations,” California Management Review 40 (Fall 1997), pp. 39–58.

³⁴ Developed from discussions by Edward DeBono, Lateral Thinking: Creativity Step-by-Step (New York: HarperCollins, 1970); John S. Dacey and Kathleen H. Lennon, Understanding Creativity (San Francisco: Jossey-Bass, 1998); and Bettina von Stamm, Managing Innovation, Design and Creativity (Chichester, UK: Wiley, 2003).

³⁵ R. Drazen, M. Glenn, and R. Kazanijan, “Multilevel Theorizing about Creativity in Organizations: A Sensemaking Perspective,” Academy of Management Review 21 (1999), pp. 286–307.

³⁶ Developed from discussions by DeBono (1970), op. cit.; Dacey and Lennon (1998), op. cit.; and von Stamm (2003), op. cit.

³⁷ See “Mosh Pits for Creativity,” BusinessWeek (November 7, 2005), pp. 98–99.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Lauren Weber, “At Work,” Wall Street Journal (December 12, 2013), p. B6.

Worth Considering . . . or Best Avoided?—Information and quotes from Leslie Kwoh, “More Firms Swap Cash for Time,” Wall Street Journal (September 26, 2012), p. B. 8.

Checking Ethics in OB—Information and quotes from “Life and Death at the iPad Factory,” BloombergBusinessWeek (June 7–13, 2010), pp. 35–36.

Finding the Leader in You— www.sfgate.com/business/prweb/article/Bodacious-Young-Entrepreneur-Makes-Case-for-4080789.php#ixzz2FKrY3eId and www.news.yahoo.com/bodacious-young-entrepreneur-makes-case-kickstarter; www.prweb.com/releases/2012/11/prweb10183554.htm; and www.bodaciouscases.com

OB in Popular Culture—Quote from Chesley Sullenberger III from Robert I. Sutton, “In Praise of Simple Competence,” BusinessWeek (April 13, 2009), p. 67.

Photo Essays—Something to Read—John Kay, “A Checklist Will Save You from Getting Ticked Off on Holiday,” Irish Times (August 29, 2012), p. 6; and Atoll Gawande, The Checklist Manifesto: How to Get Things Right (New York: Picador, 2011). Computer Programs—Information from Joseph Walker, “Meet the New Boss: Big Data,” Wall Street Journal (September 20, 2012), pp. B1, B2; and Rachel Emma Silverman, “Big Data Upends the Way Workers Are Paid,” Wall Street Journal (September 20, 2012), pp. B1, B2.

CHAPTER 10

ENDNOTES

¹ See, for example, Henry Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973); and John R. P. Kotter, The General Managers (New York: Free Press, 1982).

² One of the classic discussions is by Richard E. Walton, Interpersonal Peacemaking: Confrontations and Third-Party Consultation (Reading, MA: Addison-Wesley, 1969).

³ Kenneth W. Thomas and Warren H. Schmidt, “A Survey of Managerial Interests with Respect to Conflict,” Academy of Management Journal 19 (1976), pp. 315–318.

⁴ For a good overview, see Richard E. Walton, Managing Conflict: Interpersonal Dialogue and Third Party Roles, 2nd ed. (Reading, MA: Addison-Wesley, 1987); and Dean Tjosvold, The Conflict-Positive Organization: Stimulate Diversity and Create Unity (Reading, MA: Addison-Wesley, 1991).

⁵ Walton (1969), op. cit.

⁶ Ibid.

⁷ Richard E. Walton and John M. Dutton, “The Management of Interdepartmental Conflict: A Model and Review,” Administrative Science Quarterly 14 (1969), pp. 73–84.

⁸ Geert Hofstede, Culture's Consequences: International Differences in Work-Related Values (Beverly Hills, CA: Sage, 1980); and Geert Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive 7 (1993), pp. 81–94.

⁹ Information from “Capitalizing on Diversity: Navigating the Seas of the Multicultural Workforce and Workplace,” BusinessWeek, Special Advertising Section (December 4, 1998).

¹⁰ These stages are consistent with the conflict models described by Alan C. Filley, Interpersonal Conflict Resolution (Glenview, IL: Scott Foresman, 1975); and Louis R. Pondy, “Organizational Conflict: Concepts and Models,” Administrative Science Quarterly (September 1967), pp. 269–320.

¹¹ Information from Ken Brown and Gee L. Lee. “Lucent Fires Top China Executives,” Wall Street Journal (April 7, 2004), p. A8.

¹² Walton and Dutton (1969), op. cit.

¹³ Rensis Likert and Jane B. Likert, New Ways of Managing Conflict (New York: McGraw-Hill, 1976).

¹⁴ See Jay Galbraith, Designing Complex Organizations (Reading, MA: Addison-Wesley, 1973); and David Nadler and Michael Tushman, Strategic Organizational Design (Glenview, IL: Scott Foresman, 1988).

¹⁵ E. M. Eisenberg and M. G. Witten, “Reconsidering Openness in Organizational Communication,” Academy of Management Review 12 (1987), pp. 418–426.

¹⁶ R. G. Lord and M. C. Kernan, “Scripts as Determinants of Purposeful Behavior in Organizations,” Academy of Management Review 12 (1987), pp. 265–277.

¹⁷ See Filley (1975), op. cit.; and L. David Brown, Managing Conflict at Organizational Interfaces (Reading, MA: Addison-Wesley, 1983).

¹⁸ Ibid., pp. 27, 29.

¹⁹ For discussions, see Robert R. Blake and Jane Strygley Mouton, “The Fifth Achievement,” Journal of Applied Behavioral Science 6 (1970), pp. 413–427; Kenneth Thomas, “Conflict and Conflict Management,” in M. D. Dunnett (ed.), Handbook of Industrial and Organizational Behavior (Chicago: Rand McNally, 1976), pp. 889–935; and Kenneth W. Thomas, “Toward MultiDimensional Values in Teaching: The Examples of Conflict Behaviors,” Academy of Management Review 2 (1977), pp. 484–490.

²⁰ See Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement Without Giving In (New York: Penguin, 1983). See also James A. Wall Jr., Negotiation: Theory and Practice (Glenview, IL: Scott Foresman, 1985).

²¹ Roy J. Lewicki and Joseph A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), pp. 315–319.

²² Ibid., pp. 328–329.

²³ The following discussion is based on Fisher and Ury (1983), op. cit.; and Lewicki and Litterer (1985), op. cit.

²⁴ This example is developed from Max H. Bazerman, Judgment in Managerial Decision Making, 2nd ed. (New York: Wiley, 1991), pp. 106–108.

²⁵ For a detailed discussion, see Fisher and Ury (1983), op. cit.; and Lewicki and Litterer (1985), op. cit.

²⁶ Developed from Bazerman (1991), pp. 127–141.

²⁷ Fisher and Ury (1983), p. 33.

²⁸ Lewicki and Litterer (1985), pp. 177–181.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Susan Gregory Thomas, “When the Wife Has a Fatter Paycheck,” Wall Street Journal (July 21–22, 2012), p. C2.

Worth Considering... or Best Avoided?—Information from Amanda Ripley, “Training Teachers to Embrace Reform,” Wall Street Journal (September 15–16, 2012), p. C2; Stephanie Banchero and Melanie Trottman, “Chicago Teachers, City Reach Tentative Deal,” Wall Street Journal (September 15–16, 2012), p. A3; and, “Chicago Teachers Strike Continues, Rahm Emanuel Turns to Courts,” Fox News Latino, latino.foxnews.com (accessed September 18, 2012).

Checking Ethics in OB—Information from Bridget Jones, “Blogger Fire Fury,” CNN.com (July 19, 2006); and Bobbie Johnson, “Briton Sacked for Writing Paris Blog Wins Tribunal Case,” The Guardian (March 29, 2007): www.guardian.co.uk/technology/2007/mar/30/news.france?INTCMP=SRCH (accessed July 2, 2013).

Finding the Leader in You—Information and quotes from David Kiley, “Ford's Savior?” BusinessWeek (March 16, 2009), pp. 31–34; and Alex Taylor III, “Fixing up Ford,” Fortune (May 14, 2009).

OB in Popular Culture—W. C. Byham, “Start Networking Right Away (Even if You Hate It),” Harvard Business Review 87 (January, 2009), p. 22.

Photo Essays—Two-Tier Wages—See Bill Vlasic, “Equal Work, Unequal Pay at U.S. Auto Plants,” New York Times, Global Edition (September 14, 2011), p. 15.

CHAPTER 11

ENDNOTES

¹ Edward T. Hall, The Hidden Dimension (Garden City, NY: Doubleday, 1966).

² See D. E. Campbell, “Interior Office Design and Visitor Response,” Journal of Applied Psychology 64 (1979), pp. 648–653; P. C. Morrow and J. C. McElroy, “Interior Office Design and Visitor Response: A Constructive Replication,” Journal of Applied Psychology 66 (1981), pp. 646–650.

³ Information from “Chapter 2.2,” Kellogg (Winter 2004), p. 6; “Room to Read,” Northwestern (Spring 2007), pp. 32–33.

⁴ The statements are from BusinessWeek (July 6, 1981), p. 107.

⁵ See C. Bamum and N. Woliansky, “Taking Cues from Body Language,” Management Review (78) 1989, p. 59; S. Bochner (ed.), Cultures in Contact: Studies in Cross-Cultural Interaction (London: Pergamon, 1982); A. Furnham and S. Bochner, Culture Shock: Psychological Reactions to Unfamiliar Environments (London: Methuen, 1986); “How Not to Do International Business,” BusinessWeek (April 12, 1999); Yon Kagegama, “Tokyo Auto Show Highlights,” Associated Press (October 24, 2001).

⁶ Edward T. Hall, Beyond Culture (New York: Doubleday, 1976).

⁷ Quotes from “Lost in Translation,” The Wall Street Journal (May 18, 2004), pp. B1, B6.

⁸ F. Lee, “Being Polite and Keeping Mum: How Bad News Is Communicated in Organizational Hierarchies,” Journal of Applied Social Psychology 23 (1983), pp. 1124–1149.

⁹ See Elizabeth W. Morrison, “Employee Voice Behavior: Integration and Directions for Future Research,” The Academy of Management Annals 5 (2011), pp. 373–412.

¹⁰ Ibid.

¹¹ See Elizabeth W. Morrison and Frances Milliken, “Organizational Silence: A Barrier to Change and Development in a Pluralistic World,” Academy of Management Review 25 (2000), pp. 706–725, and Elizabeth W. Morrison and Frances Milliken, “Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations, 40 (2003), pp. 1353–1358; Elizabeth W. Morrison, “Employee Voice Behavior: Integration and Directions for Future Research,” The Academy of Management Annals 5 (2011), pp. 373–412.

¹² Ibid.

¹³ Ibid.

¹⁴ D. A. Whetten and K. S. Cameron, Developing Management Skills (New York: Prentice Hall, 2006).

¹⁵ Variation on Epictetus.

¹⁶ Scott D. Williams, “Listening Effectively.” Accessed June 1, 2013, at www.wright.edu/~scott.williams/LeaderLetter/listening.htm

¹⁷ Ibid.

¹⁸ “Giving Feedback: Keeping Team Member Performance High, and Well Integrated.” Accessed June 2, 2013, at www.mind-tools.com/pages/article/newTMM_98.htm

¹⁹ See Susan Ashford, Ruth Blatt, and Don VandeWalle, “Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations,” Journal of Management 29 (2003), pp. 773–799.

²⁰ Ibid.

²¹ See Susan Ashford and Anne Tsui, “Self-Regulation for Managerial Effectiveness: The Role of Active Feedback Seeking,” Academy of Management Journal 34 (1991), pp. 251–280.

²² See Jason J. Dahling, Samantha L. Chau, and Alison O'Malley, “Correlates and Consequences of Feedback Orientation in Organizations” Journal of Management 38 (2012), pp. 531–546.

²³ B. G. Linderbaum and P. E. Levy, “The Development and Validation of the Feedback Orientation Scale (FOS), Journal of Management 36 (2010), pp. 1372–1405; M. London and J. W. Smither, “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process,” Human Resource Management Review 12 (2002), pp. 81–100.

²⁴ See Jason J. Dahling, Samantha L. Chau, and Alison O'Malley, “Correlates and Consequences of Feedback Orientation in Organizations,” Journal of Management 38 (2012), pp. 531–546.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Rachel Emma Silverman, “Psst . . . This Is What Your Co-Worker Is Paid,” The Wall Street Journal (January 30, 2013), p. B6.

Worth Considering . . . or Best Avoided?—Information from Ravi Mattu, “Be a Good Sport and You Might Be a Better Manager,” Financial Times, Kindle Edition (October 11, 2012); and Andrew Hill, “The Right Number of Stars for a Team,” Financial Times, Kindle Edition (August 12, 2012). See also Mark de Rond, There Is an I in Team: What Elite Athletes and Coaches Really Know about High Performance (Cambridge, MA: Harvard Business Review Press, 2012).

Checking Ethics in OB—“Request Puts Employees in a Tough Spot,” Columbus Dispatch (May 28, 2006), p. B3.

Finding the Leader in You—Description of design thinking found on IDEO Web page, accessed February 22, 2009, at www.ideo.com. Information taken from Web site at www.ideo.com. Quotes can be found in Harvard Business School Case 9-600-143, “IDEO Product Development,” April 26, 2007, written by Stefan Thomke and Ashok Nimgade, pp. 5–6. See also T. Peters, “The Peters Principles,” Forbes ASAP, September 13, 1993, p. 180.

OB in Popular Culture—“Season 6.” The Amazing Race. CBS. WBNS, Columbus, OH. 2004. Television.

Photo Essays—Perception Alert!— Pew Research Center, “Trends in American Values: 1987–2012,” www.people-press.org/values (accessed October 2, 2012). Tough Talk from Bosses a Real Turnoff for Workers—Information from Leslie Kwoh, “Difficult Bosses Hurt Workers' Motivation,” Wall Street Journal (February 29, 2012), p. B8.

CHAPTER 12

ENDNOTES

¹ See Ahmad N. Azim and F. Glenn Boseman, “An Empirical Assessment of Etzioni's Topology of Power and Involvement within a University Setting,” Academy of Management Journal 18:4 (December 1975); Herbert C. Kelman, “Compliance, Identification, and Internalization: Three Processes of Attitude Change,” The Journal of Conflict Resolution 2:1 (March 1958): pp. 51–60; and Cameron Anderson, Oliver John, and Dacher Keltner, “The Personal Sense of Power,” Journal of Personality 80:2 (April 2012).

² See Richard M. Emerson, “Power-Dependence Relations,” American Sociological Review 27:1 (1962); see also David Mechanic, “Sources of Power of Lower Participants in Complex Organizations,” Administrative Science Quarterly 7:3 (December 1962).

³ See Mechanic (1962), op. cit.

⁴ See Emerson (1962), op. cit. see also Lisa A. Mainiero, “Coping with Powerlessness: The Relationship of Gender and Job Dependency to Empowerment-Strategy Usage,” Administrative Science Quarterly 31 (1986); Blake E. Ashforth, “The Experience of Powerlessness in Organizations,” Organizational Behavior and Human Decision Processes 43 (1989); and R. Blauner, Alienation and Freedom: The Factory Worker and His Industry (Chicago: University of Chicago Press, 1964).

⁵ Cameron Anderson and Jennifer L. Berdahl, “The Experience of Power: Examining the Effects of Power on Approach and Inhibition Tendencies,” Journal of Personality and Social Psychology 83 (2002), pp. 1362–1377.

⁶ See Ashforth (1989), op. cit.

⁷ Jack W. Brehm, A Theory of Psychological Reactance (New York: Academic Press, 1966).

⁸ See Mary Parker Follett, “The Basis of Authority,” in L. Urwick (ed.), Freedom and Coordination: Lectures in Business Organisation by Mary Parker Follett (London: Management Publications Trust, Ltd., 1949) pp. 34–46.

⁹ See John R. P. French, Jr., and Bertram Raven, “The Bases of Social Power,” in D. Cartwright (ed.), Studies in Social Power (Ann Arbor, MI: Institute for Social Research, 1959), pp. 259–269.

¹⁰ See Bertram H. Raven, “The Bases of Power: Origins and Recent Developments,” Journal of Social Issues 49:4 (1993), p. 233.

¹¹ See French and Raven (1959), op. cit.

¹² See Chester Barnard, The Functions of the Executive (Cambridge, MA: Harvard University Press, 1938).

¹³ See Bill McKelvey, “Emergent Strategy via Complexity Leadership: Using Complexity Science and Adaptive Tension to Build Distributed Intelligence,” in Mary Uhl-Bien and Russ Marion (eds.), Complexity Leadership, Volume I: Conceptual Foundations (Charlotte, NC: Information Age Publishing, 2008), pp. 225–268.

¹⁴ See Bernard M. Bass, Leadership, Psychology, and Organizational Behavior (New York: Harper, 1960). See also French and Raven (1959), op. cit.; Erin Landells and Simon L. Albrecht, “Organizational Political Climate: Shared Perceptions about the Building and Use of Power Bases,” Human Resource Management Review (2012), doi:10.1016/j.hrmr.2012.06.014.

¹⁵ See Richard M. Emerson, “Power-Dependence Relations,” American Sociological Review 27:1 (1962).

¹⁶ See Paul Hersey, Kenneth H. Blanchard, and Walter E. Natemeyer, “Situational Leadership, Perception, and the Impact of Power,” Group and Organization Studies 4 (1979); see also Bertram Raven, “Social Influence and Power,” in I. D. Steiner and M. Fishbein (eds.), Current Studies in Social Psychology (New York: Holt, Rinehart, Winston, 1965), pp. 371–381.

¹⁷ See L. E. Greiner and V. E. Schein, Power and Organization Development: Mobilizing Power to Implement Change (Reading, MA Addison-Wesley Publishing Company 1988). See also Hersey, Blanchard, and Natemeyer (1979), op. cit.; and Landells and Albrecht (2012), op. cit.

¹⁸ See Rob Cross, “A Smarter Way to Network,” Harvard Business Review (July-August 2011).

¹⁹ See Herbert C. Kelman, “Compliance, Identification, and Internalization: Three Processes of Attitude Change,” Journal of Conflict Resolution 2:1 (March 1958), p. 53.

²⁰ See Bennett J. Tepper, Michelle K. Duffy, and Jason D. Shaw, “Personality Moderators of the Relationship between Abusive Supervision and Subordinates' Resistance,” Journal of Applied Psychology 86:5 (2001), pp. 974–983.

²¹ See Bennett J. Tepper, Mary Uhl-Bien, Gary Kohut, Steven Rogelberg, Daniel Lockhart, and Michael Ensley, “Subordinates' Resistance and Managers' Evaluations of Subordinates' Performance,” Journal of Management 32:2 (2006), pp. 185–209.

²² Ibid.

²³ See Tepper, Duffy, and Shaw (2001), op. cit.

²⁴ See B. J. Tepper, C. A. Schriesheim, D. Nehring, R. J. Nelson, E. C. Taylor, and R. J. Eisenbach, “The Multi-Dimensionality and Multi-Functionality of Subordinates' Resistance to Downward Influence Attempts,” paper presented at the annual meeting of the Academy of Management, San Diego, CA (1998).

²⁵ See Dean C. Ludwig and Clinton O. Longenecker, “The Bathsheba Syndrome: The Ethical Failure of Successful Leaders,” Journal of Business Ethics 12:4 (1993), pp. 265–273.

²⁶ Useful reviews include a chapter in Robert H. Miles, Macro Organizational Behavior (Santa Monica, CA: Goodyear, 1980); Bronston T. Mayes and Robert W. Allen, “Toward a Definition of Organizational Politics,” Academy of Management Review 2 (1977), pp. 672–677; Dan Farrell and James C. Petersen, “Patterns of Political Behavior in Organizations,” Academy of Management Review 7 (1982), pp. 403–412; and D. L. Madison, R. W. Allen, L. W. Porter, and B. T. Mayes, “Organizational Politics: An Exploration of Managers' Perceptions,” Human Relations 33 (1980), pp. 92–107.

²⁷ See Philip Selznick, “Foundations of the Theory of Organizations,” American Sociological Review 13 (1948), pp. 25–35; and Philip Selznick, Leadership in Administration (New York: Harper and Row, 1957).

²⁸ See Chu-Hsiang Chang (2009), op. cit.

²⁹ See Landells and Albrecht (2012), op. cit.

³⁰ Ibid.

³¹ Ibid.

³² See A. Drory, “Perceived Political Climate and Job Attitudes,” Organization Studies 14 (1993), pp. 59–71. See also G. R. Ferris, Darren C. Treadway, Pamela L. Perrewe, Robyn L. Brouer, Ceasar Douglas, and Sean Lux, “Political Skill in Organizations,” Journal of Management 33 (2007). See also Chu-Hsiang Chang (2009), op. cit.

³³ See Landells and Albrecht (2012), op. cit.

³⁴ See Daniel J. Brass, “Taking Stock of Networks and Organizations: A Multilevel Perspective,” Academy of Management Journal 47:6 (2004).

³⁵ See Gerald R. Ferris, Sherry L. Davidson, and Pamela L. Perrewe, Political Skill at Work (Palo Alto, CA: Davies-Black Publishing, 2005).

³⁶ See J. Nahapiet and S. Ghoshal, “Social Capital, Intellectual Capital, and the Organizational Advantage,” Academy of Management Review, 23:2 (1998), p. 243.

³⁷ See Daniel J. Brass, “Taking Stock of Networks and Organizations: A Multilevel Perspective,” Academy of Management Journal 47:6 (2004); E. Bueno, P. Salmador, and O. Rodriguez, “The Role of Social Capital in Today's Economy, “Journal of Intellectual Capital 5 (2004), pp. 556–574; and H. C. Sozen, “Social Networks and Power in Organizations: A Research on the Roles and Positions of Junior Level Secretaries in an Organizational Network, Personnel Review 41 (2012), pp. 487–512.

³⁸ See R. S. Burt, Structural Holes: The Social Structure of Competition (Cambridge, MA: Harvard University Press, 1992).

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Lisa Quast, “To Flirt or Not to Flirt at Work,” www.forbes.com/sites/lisaquast/2013/02/11/to-flirt-or-not-to-flirt-at-work (accessed July 7, 2013). See also J. Bradley, S. Chan-Serafin, A. Brief, and M. Watkins, “Sex as a Tool: Does Utilizing Sexuality at Work Work? Paper presented at the 2005 Annual Meeting of the Academy of Management, Honolulu (2005); and Laura Kray, Connson C. Locke, and Alex B. Van Zant, “Feminine Charm: An Experimental Analysis of Its Costs and Benefits in Negotiations,” Personality and Social Psychology Bulletin 38 (2012), pp. 1343–1357.

Worth Considering . . . or Best Avoided?—Information and quotes from Parminder Bahra, “The Science Behind Persuading People,” Wall Street Journal (December 27, 2012), p. D5.

Checking Ethics in OB—Information from Clif Boutelle, “Psychological Impact of Job Furloughs,” Society for Industrial & Organizational Psychology, Inc. www.siop.org/Media/News/furlough.aspx (accessed July 7, 2013).

Finding the Leader in You—See John F. Burns and Alan Cowell, “Report Depicts Horrific Pattern of Child Sexual Abuse by BBC Celebrity,” New York Times, January 11, 2013; John F. Burns and Ravi Somaiya, “A Shield of Celebrity Let a BBC Host Escape Legal Scrutiny for Decades,” November 1, 2012; and Sarah Lyall, “Internal Documents Portray BBC as Top-Heavy, Bickering and Dysfunctional,” New York Times, February 22, 2013.

OB in Popular Culture—Spanglish. Dir. James L. Brooks. Perf. Adam Sandler, Tea Leoni, Paz Vega, Phil Rosenthal, and Angela Goethals. Columbia Pictures Corporation, 2004. Film.

Photo Essays—Whistleblowing—See Michael Rehg, Marcia Miceli, Janet Near, and James Van Scotter, “Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships,” Organization Science 19 (2008) pp. 221240. What You Know—See Auren Hoffman, “It's Now What You Know that Matters, Not Who You Know,” Forbes (October 1, 2012), www.forbes.com/sites/ericsavitz/2012/10/01/its-now-what-you-know-that-matters-not-who-you-know (accessed July 7, 2013).

CHAPTER 13

ENDNOTES

¹ See Edwin P. Hollander and James W. Julian, “Contemporary Trends in the Analysis of Leadership Processes,” Psychological Bulletin 71 (1969), pp. 387–397. See also Gary Yukl, Leadership in Organizations, 8th ed. (Boston: Pearson, 2013).

² See Edwin P. Hollander, “Emergent Leadership and Social Influence,” in L. Petrullo and B.M. Bass (eds.), Leadership and Interpersonal Behavior (New York: Holt, Rinehart & Winston, 1961), pp. 30–47; see also Edwin P. Hollander, “Processes of Leadership Emergence,” Journal of Contemporary Business 3 (1974), pp. 19–33.

³ See Gail Fairhurst and Mary Uhl-Bien, “Organizational Discourse Analysis (ODA): Examining Leadership as a Relational Process,” The Leadership Quarterly 23:6 (2012), pp. 1043–1062.

⁴ See D. Scott DeRue and Susan J. Ashford, “Who Will Lead and Who Will Follow? A Social Process of Leadership Identity Construction in Organizations,” Academy of Management Review 35 (2010), pp. 627–647.

⁵ Ibid.

⁶ See K. Y. Chan and F. Drasgow, “Toward a Theory of Individual Differences and Leadership: Understanding the Motivation to Lead,” Journal of Applied Psychology 86 (2001), pp. 481–498; and R. Kark and D. van Dijk, “Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes,” Academy of Management Review 32 (2007), pp. 500–528.

⁷ D. Eden and U. Leviatan. “Implicit Leadership Theory as a Determinant of the Factor Structure Underlying Supervisory Behavior Scales,” Journal of Applied Psychology 60 (1975), pp. 736–741; and R. Lord and C. Emrich, “Thinking Outside the Box by Looking Inside the Box: Extending the Cognitive Revolution in Leadership Research,” The Leadership Quarterly 11 (2001), pp. 551–579.

⁸ Based on L. R. Offermann, John K. Kennedy, Jr., and P. W. Wirtz. “Implicit Leadership Theories: Content, Structure, and Generalizability, The Leadership Quarterly 5 (1994), pp. 43–58.

⁹ J. Meindl, S. Erlich, and J. Dukerich, “The Romance of Leadership,” Administrative Science Quarterly 30 (1985), pp. 78–102.

¹⁰ M. Uhl-Bien and R. Pillai, “The Romance of Leadership and the Social Construction of Followership,” in B. Shamir, R. Pillai, M. Bligh, and M. Uhl-Bien (eds.), Follower-Centered Perspectives on Leadership: A Tribute to the Memory of James R. Meindl (Charlotte, NC: Information Age Publishers, 2007, pp. 187–209).

¹¹ M. Carsten, M. Uhl-Bien, B. West, J. Patera, and R. McGregor, “Exploring Social Constructions of Followership, The Leadership Quarterly 21:3, (2010), pp. 543–562.

¹² M. Carsten, M. Uhl-Bien, and L. Huang, “How Followers See Their Role in Relation to Leaders: An Investigation of Follower Role Orientation,” working paper, University of Nebraska (2013).

¹³ See Bradley Kirkman, Gilad Chen, Jiing-Lih Harh, Zhen Xiong Chen, and Kevin Lowe, “Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Cultural Examination,” Academy of Management Journal 52 (2009), pp. 744–764.

¹⁴ Carsten et al. (2013), op. cit.

¹⁵ T. Sy, “What Do You Think of Followers? Examining the Content, Structure, and Consequences of Implicit Followership Theories,” Organizational Behavior and Human Decision Processes 113:2 (2010), pp. 73–84.

¹⁶ Based on T. Sy, “What Do You Think of Followers? Examining the Content, Structure, and Consequences of Implicit Followership Theories,” Organizational Behavior and Human Decision Processes 113:2 (2010), pp. 73–84.

¹⁷ G. B. Graen and M. Uhl-Bien, “Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective,” The Leadership Quarterly 6 (1995), pp. 219–247.

¹⁸ See B. Tepper, “Abusive Supervision in Work Organizations: Review, Synthesis and Research Agenda,” Journal of Management 33 (2007), pp. 261–289.

¹⁹ G. C. Homans, “Social Behavior as Exchange,” American Journal of Sociology 63 (1958), pp. 597–606.

²⁰ A. W. Gouldner, “The Norm of Reciprocity: A Preliminary Statement,” American Sociological Review 25 (1960), pp. 161–177.

²¹ E. P. Hollander, “Conformity, Status, and Idiosyncrasy Credit,” Psychological Review 65 (1958), pp. 117–127.

²² C. A. Gibb, “The Sociometry of Leadership in Temporary Groups,” Sociometry 13:3, pp. 226–243; and C. A. Gibb, “Leadership,” in G. Lindzay (ed.), Handbook of Social Psychology, Vol. 2, (Reading, MA: Addison-Wesley, 1954), pp. 877–917.

²³ R. Bolden, “Distributed Leadership in Organizations: A Review of Theory and Research,” International Journal of Management Reviews 13:3 (2011), pp. 251–269; and R. Bolden, G. Petrov, and J. Gosling, “Distributed Leadership in Higher Education: Rhetoric and Reality,” Educational Management Administration & Leadership 37:2 (2009), pp. 257–277.

²⁴ See Mary Uhl-Bien, Russ Marion, and Bill McKelvey, “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era,” The Leadership Quarterly 18:4 (2007), pp. 298–318.

²⁵ See J.L. Denis, A. Langley, and V. Sergi, “Leadership in the Plural,” The Academy of Management Annals 6 (2012), pp. 211–283.

²⁶ Ibid.

²⁷ C. L. Pearce, “The Future of Leadership: Combining Vertical and Shared Leadership to Transform Knowledge Work,” Academy of Management Executive 18:1 (2004), pp. 47–59; and C. L. Pearce and J. A. Conger (eds.), Shared Leadership: Reframing the Hows and Whys of Leadership (Thousand Oaks, CA: Sage Publications, 2003).

²⁸ C. Pearce and C. Manz, “The New Silver Bullets of Leadership: The Importance of Self- and Shared Leadership in Knowledge Work,” Organizational Dynamics 34:2 (2005), pp. 130–140.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from John Antonakis, Marika Fenley, and Sue Liechti, “Learning Charisma,” Harvard Business Review 90 (June 2012), pp. 127–130; and Alicia Clegg, “The Subtle Secrets of Charisma,” Financial Times, Kindle Edition (January 3, 2013).

Worth Considering . . . or Best Avoided?—Information and quotes from Julian Sancton, “Milgram at McDonald's,” Bloomberg BusinessWeek (August 27-September 2, 2012), pp. 74–75.

Checking Ethics in OB—Lauren Weber and Rachel Emma Silverman, “Workers Share Their Salary Secrets,” Wall Street Journal (April 16, 2013), http://online.wsj.com/article/SB10001424127887324345804578426744168583824.html?mod=djem_jiewr_BE_domainid (accessed July 21, 2013); Jayne O'Donnell, “Gen Y Can Guide Their Offices with Tech Savvy,” USA Today (June 10, 2013), www.usatoday.com/story/money/business/2013/06/10/millennials-boomers-workplace-challenges/2398403 (accessed July 21, 2013); and Edward E Lawler III, “Pay Secrecy: Why Bother?” Forbes (September 12, 2013), www.forbes.com/sites/edwardlawler/2012/09/12/pay-secrecy-why-bother (accessed July 21, 2013).

Finding the Leader in You—James Temple, “Google's Larry Page must prove he has CEO skills,” SFGate.com, Sun. Jan. 23, 2011. “Meet the New Boss: Google Cofounder Larry Page is ready to show the world he's all grown up,” Newsweek.com, Jan. 23, 2011.

OB in Popular Culture—Forrest Gump. Dir. Robert Zemeckis. Perf. Tom Hanks, Robin Wright, and Gary Sinise. Paramount Pictures, 1994. Film.

Photo Essays—Pay Gaps—Information from “Closing the Gap,” Bloomberg BusinessWeek (September 17–23, 2012), p. 103. Value Divide—PewResearch, “The American-European Values Gap,” pewresearch.org/databank (accessed October 2, 2012).

CHAPTER 14

ENDNOTES

¹ See Gary Yukl, Leadership in Organizations, 8th ed. (New York: Pearson, 2013).

² See Timothy Judge, Joyce Bono, Remus Ilies, and Megan Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology 87 (2002), pp. 765–780.

³ See Mark Van Vugt, Robert Hogan, and Robert Kaiser, “Leadership, Follower and Evolution: Some Lessons from the Past,” American Psychologist 63 (2008), pp. 182–196. See also Timothy Judge and Ronald Piccolo, “The Bright and Dark Sides of Leader Traits: A Review and Theoretical Extension,” Leadership Quarterly 20 (2009), pp. 855–875.

⁴ See Edward Fleishman, “The Description of Supervisory Behavior Fleishman,” Personnel Psychology 37 (1953), pp. 1–6. See also A. Halpin and B. Winer, “A Factorial Study of the Leader Behavior Descriptions,” in R. Stogdill and A. E. Coons (eds.), Leader Behavior: Its Description and Measurement (Columbus, OH: Bureau of Business Research, Ohio State University, 1957); J. K. Hemphill and A. E. Coons, “Development of the Leader Behavior Description Questionnaire,” in R. Stogdill and A.E. Coons, (eds.), Leader Behavior: Its Description and Measurement (Columbus, OH: Bureau of Business Research, Ohio State University, 1957), pp. 6–38.

⁵ See Yukl (2013), op. cit.

⁶ Ibid.

⁷ See R. Arvey, Z. Zhang, B. Avolio, and R Krueger, “Developmental and Genetic Determinants of Leadership Role Occupancy among Women.” Journal of Applied Psychology 92 (2007), pp. 693–706.

⁸ See Martin Evans, “The Effects of Supervisory Behavior on the Path-Goal Relationship,” Organizational Behavior and Human Performance 5 (1970), pp. 277–298. See also Robert House, “Path Goal Theory of Leadership: Lessons, Legacy and a Reformulated Theory,” Leadership Quarterly 7 (1996), pp. 323352; R J. House and T. R Mitchell, “Path-Goal Theory of Leadership,” Contemporary Business 3 (1974), pp. 81–98.

⁹ For documentation, see Fred E. Fiedler and Linda Mahar, “The Effectiveness of Contingency Model Training: A Review of the Validation of Leader Match,” Personnel Psychology 32 (Spring 1979), pp. 45–62; Fred E. Garcia, Cecil H. Bell, Martin M. Chem-ers, and Dennis Patrick, “Increasing Mine Productivity and Safety Through Management Training and Organization Development: A Comparative Study,” Basic and Applied Social Psychology 5.1 (March 1984), pp. 1–18; Arthur G. Jago and James W. Ragan, “The Trouble with Leader Match Is That It Doesn't Match Fiedler's Contingency Model,” Journal of Applied Psychology 71 (November 1986), pp. 555–559; and R. Ayman, M. M. Chemers, and F. E. Fiedler, “The Contingency Model of Leadership Effectiveness: Its Levels of Analysis,” The Leadership Quarterly 6.2 (Summer 1995), pp. 147–168.

¹⁰ See Jerry Hunt, “Transformational/Charismatic Leadership's Transformation of the Field: An Historical Essay,” Leadership Quarterly 10 (1999), pp. 129–144; and Russ Marion and Mary Uhl-Bien, “Leadership in Complex Organizations,” Leadership Quarterly 12 (2001), pp. 389–418.

¹¹ See Max Weber, The Theory of Social and Economic Organizations (New York: Free Press, 1947).

¹² See Katherine Klein and Robert House, “On Fire: Charismatic Leadership and Levels of Analysis,” Leadership Quarterly 6 (1995), pp. 183–198.

¹³ Ibid.

¹⁴ See B. Angle, J. Nagarajan, J. Sonnenfeld, and D. Srinivisan, “Does CEO Charisma Matter? An Empirical Analysis of the Relationships Among Organizational Performance, Environmental Uncertainty and Top Management Team Perceptions of CEO Charisma,” Academy of Management Journal 49 (2006), pp. 161174; Yukl (2013), op. cit.; H. Tosi, V. Misangyi, A. Fanelli, D. Waldman, and F. Yammarino, “CEO Charisma, Compensation and Firm Performance,” Leadership Quarterly 15 (2004), pp. 405–420.

¹⁵ See Jean Lipman-Blumen, The Allure of Toxic Leaders (Oxford, UK: Oxford University Press, 2005).

¹⁶ See G. Hofstede, Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations (Thousand Oaks, CA: Sage, 2001); and B. Kirkman, G. Chen, J-L. Fahr, Z. Chen, and K. Lowe, “Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination,” Academy of Management Journal 52 (2009), pp. 744–764.

¹⁷ See James MacGregor Burns, Leadership (New York: Harper & Row, 1978).

¹⁸ See Ram de la Rosa, “Book Synopsis: Leadership—James McGregory Burns” (January 23, 2012), http://ramdelarosa.blog-spot.com/2012/01/book-synopsis-leadership-james.html (accessed January 14, 2013).

¹⁹ See J. Ciulla, “Leadership Ethics: Mapping the Territory,” The Business Ethics Quarterly 5 (1995), pp. 5–24; and J. Ciulla, “Introduction to Volume I: Theoretical Aspects of Leadership Ethics,” in J. Ciulla, M. Uhl-Bien, and P. Werhane (eds.), Leadership Ethics (London: Sage, 2013).

²⁰ See Scott London, “Book Review: Leadership” (2008), www.scottlondon.com/reviews/burns.html (accessed January 12, 2013).

²¹ See Yukl (2013), op. cit.; and Bernard M. Bass, Leadership and Performance Beyond Expectations (New York: Free Press).

²² B. Bass, “Two Decades of Research and Development in Transformational Leadership,” European Journal of Work and Organizational Psychology 8 (1999), pp. 9–32.

²³ This sentence taken from Bradley Kirkman, Gilad Chen, Jiing-Lih Harh, Zhen Xiong Chen, and Kevin Lowe, “Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Cultural Examination,” Academy of Management Journal 52 (2009), pp. 744–745.

²⁴ See B. Bass and B. Avolio, “Multifactor Leadership Questionnaire, Form 5x,” www.mindgarden.com/products/mlq.htm (accessed July 12, 2013).

²⁵ Ibid.

²⁶ See K. Dirks and D. Ferrin, “Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice,” (2002), pp. 611–628; T. Judge and R. Piccolo, “Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity,” Journal of Applied Psychology, 89 (2004), pp. 755–768; K. Lowe, K. G. Kroeck, and N. Sivasubramaniam, “Effectiveness of Correlates of Transformational and Transactional Leadership: A Meta-Analytic Review of the MLQ Literature,” Leadership Quarterly 7 (1996), pp. 385–425; and G. Wang, I-S. Oh, S. Courtright, and A. Colbert, “Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research,” Group and Organization Management 36 (2011), pp. 223–270.

²⁷ See M. Kets de Vries and D. Miller, “Narcissism and Leadership: An Object Relations Perspective,” Human Relations 38 (1985), pp. 583–601; Dirk Van Dierendonck, “Servant Leadership: A Review and Synthesis,” Journal of Management 37 (2011), pp. 1228–1261; and J. Ciulla, “Leadership Ethics: Mapping the Territory,” The Business Ethics Quarterly 5 (1995), pp. 5–24.

²⁸ See Warren Bennis, On Becoming a Leader (Reading, MA: Addison-Wesley, 2009).

²⁹ See Richard Osborn, Jerry Hunt, and Larry Jauch, “Toward a Contextual Theory of Leadership,” The Leadership Quarterly 13 (2002), pp. 797–837.

³⁰ See Melanie Mitchell, Complexity: A Guided Tour (Oxford, UK: Oxford University Press, 2009).

³¹ See Yasmin Merali and Peter Allen, “Complexity and Systems Thinking,” in Peter Allen, Steve Maguire, and Bill McKelvey (eds.), The Sage Handbook of Complexity and Management (London: Sage, 2011), p. 41.

³² See Gary Hamel, “Moon Shots for Management,” Harvard Business Review (February 2009), pp. 91–98.

³³ See Charles C. Heckscher, “Defining the Post-Bureaucratic Type,” in Charles Heckscher and Anne Donnellon (eds.), The Post-Bureaucratic Organization: New Perspectives on Organizational Change (Thousand Oaks, CA: Sage, 1994), pp. 14–62.

³⁴ See Edwin Olson and Glenda Eoyang, Facilitating Organizational Change: Lessons from Complexity Science. (SanFrancisco: Jossey-Bass/Pfeiffer, 2001).

³⁵ See Mary Uhl-Bien, Russ Marion, and Bill McKelvey, “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era,” The Leadership Quarterly 18 (2007), pp. 298–318.

³⁶ See Mary Uhl-Bien and Russ Marion, “Complexity Leadership in Bureaucratic Forms of Organizing: A Meso Model,” The Leadership Quarterly 20 (2009), pp. 631–650.

³⁷ See Uhl-Bien and Marion (2007), op. cit.; and Uhl-Bien and Marion (2009), op. cit.

³⁸ See Joanne Ciulla, Mary Uhl-Bien, and Patricia Werhane, Leadership Ethics (London: Sage, 2013); and Mary Uhl-Bien and Melissa Carsten, “How to Be Ethical When the Boss Is Not,” Organizational Dynamics 36 (2007), pp. 187–201.

³⁹ See Joanne Ciulla, “Introduction to Volume I: Theoretical Aspects of Leadership Ethics,” in Joanne Ciulla, Mary Uhl-Bien, and Patricia Werhane (eds.), Leadership Ethics (London: Sage, 2013); and Joanne Ciulla, “Leadership Ethics: Mapping the Territory,” The Business Ethics Quarterly 5 (1995), pp. 5–24. See also J. Ciulla, “Leadership Ethics: Mapping the Territory,” The Business Ethics Quarterly 5 (1995), pp. 5–24; and Joanne Ciulla, Ethics: The Heart of Leadership (New York: Praeger, 2004).

⁴⁰ See Milton Friedman, “The Social Responsibility of Business Is to Increase Its Profits,” New York Times Magazine (Sept. 13, 1970).

⁴¹ See M. Porter and M. Kramer, “Creating Shared Value,” Harvard Business Review (Jan.-Feb. 2011), pp. 63–77. See also “Conscious Capitalism,” www.consciouscapitalism.org (accessed July 13, 2013).

⁴² Based on Louis W. Fry, “Toward a Paradigm of Spiritual Leadership,” The Leadership Quarterly 16 (2005), pp. 619–622; and Louis W. Fry, Steve Vitucci, and Marie Cedillo, “Spiritual Leadership and Army Transformation: Theory, Measurement, and Establishing a Baseline,” The Leadership Quarterly 16.5 (2005), pp. 835–862.

⁴³ See Dirk Van Dierendonck, “Servant Leadership: A Review and Synthesis,” Journal of Management 37 (2011), pp. 1228–1261; and Dirk Van Dierendonck, “The Servant Leadership Survey: Development and Validation of a Multidimensional Measure,” Journal of Business and Psychology 26 (2011), pp. 249–267.

⁴⁴ Ibid.

⁴⁵ Dirk Van Dierendonck, “The Role of the Follower in the Relationship Between Empowering Leadership and Empowerment: A Longitudinal Investigation,” Journal of Applied Social Psychology 42 (2012), pp. E1-E20; J. Arnold, S. Arad, J. Rhoades, and F. Drasgow, “The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors,” Journal of Organizational Behavior 21 (2000), pp. 249–269; B. Kirkman and B. Rosen, “A Model of Work Team Empowerment,” in R W. Woodman & W. A. Pasmore (eds.), Research in Organizational Change and Development, Vol. 10 (Greenwich, CT: JAI Press, 1997), pp. 131–167; and B. Kirkman and B. Rosen, “Beyond Self-Management: Antecedents and Consequences of Team Empowerment,” Academy of Management Journal 42 (1999), pp. 58–74.

⁴⁶ See M. Ahearne, J. Mathieu, and A. Rapp, “To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance,” Journal of Applied Psychology 90 (2005), pp. 945–955; and X. Zhang and K. Bartol, “Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement,” Academy of Management Journal 53 (2010), pp. 107–128.

⁴⁷ See M. Brown, L. Trevino, and D. Harrison, “Ethical Leadership: A Social Learning Perspective for Construct Development and Testing,” Organizational Behavior and Human Decision Processes 97 (2005), pp. 117–134.

⁴⁸ See M. Schminke, A. Arnaud, and M. Kuenzi, “The Power of Ethical Work Climates,” Organizational Dynamics 36 (2007), pp. 171–186.

⁴⁹ See Brown, Trevino, and Harrison (2005), op. cit.

⁵⁰ See R. Piccolo, R. Greenbaum, D. Den Hartog, and R. Folger, “The Relationship Between Ethical Leadership and Core Job Characteristics,” Journal of Organizational Behavior 31 (2010), pp. 259–278; D. Mayer, M. Kuenzi, and R. Greenbaum, “Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate,” Journal of Business Ethics 95 (2010), pp. 7–16.

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Leslie Kwoh, “Want to Be CEO? What About Your BMI?” Wall Street Journal (January 16, 2013), pp. B1, B6.

Worth Considering . . . or Best Avoided?—Information and quotes from Chris Serb, “Stop Overmanaging,” Kellogg (Fall 2012), p. 24. See also J. Keith Murnighan, Do Nothing: How to Stop Overmanaging and Become a Great Leader (New York: Portfolio Hardcover, 2012).

Checking Ethics in OB—Stephen Howard, “Beyond Buzzwords: How to Make Values Matter,” Business in the Community (June 10, 2013), www.bitc.org.uk/blog/post/beyond-buzzwords-how-make-values-matter; and “Unethical Practice ‘Common in UK Workplaces’ Finds ILM/BITC Study,” Ethical Performance, http://ethicalperformance.com/news/article/7722 (2012).

Finding the Leader in You—Information and quotes from Stacy Perman, “Scones and Social Responsibility,” BusinessWeek (August 21/28, 2006), p. 38; and Dancing Deer Baking Co., www.dancingdeer.com.

OB in Popular Culture—Lincoln. Dir. Steven Spielberg. Perf. Daniel Day-Lewis, Sally Field David Strathirn, and Tommy Lee Jones. DreamWorks SKG, 2012. Film.

Photo Essays—New Venture Start-ups—See Deborah Gage, “Study: Start-Ups Led by Females do Better,” Wall Street Journal (October 5, 2012), p. B5. Corruption—Information and quote from Joe Palazzolo, “The Business of Bribery,” Wall Street Journal (October 2, 2012), pp. B1, B.4; and Ashby Jones, “The Cost of Compliance Grows,” Wall Street Journal (October 2, 2012), p. B4.

CHAPTER 15

ENDNOTES

¹ This treatment and many analyses of corporate culture are based on Edgar Schein, “Organizational Culture,” American Psychologist 45 (1990), pp. 109–119; and E. Schein, Organizational Culture and Leadership (San Francisco: Jossey-Bass, 1985).

² For a recent treatment, see Ali Danisman, C. R. Hinnings, and Trevor Slack, “Integration and Differentiation in Institutional Values: An Empirical Investigation in the Field of Canadian National Sport Organizations,” Canadian Journal of Administrative Sciences 23.4 (2006), pp. 301–315.

³ Schein (1990).

⁴ See www.dellapp.us.dell.com.

⁵ This example was reported in an interview with Edgar Schein, “Corporate Culture Is the Real Key to Creativity,” Business Month (May 1989), pp. 73–74.

⁶ Schein (1990).

⁷ Aetna. (2001–2013). “Culture.” Accessed June 19, 2013, at http://qawww.aetna.com/working/why/culture.html.

⁸ Schein (1990).

⁹ For an extended discussion, see J. M. Beyer and H. M. Trice, “How an Organization's Rites Reveal Its Culture,” Organizational Dynamics (Spring 1987), pp. 27–41.

¹⁰ A. Cooke and D. M. Rousseau, “Behavioral Norms and Expectations: A Quantitative Approach to the Assessment of Organizational Culture,” Group and Organizational Studies 13 (1988), pp. 245–273.

¹¹ Mary Trefry, “A Double-Edged Sword: Organizational Culture in Multicultural Organizations,” International Journal of Management 23 (2006), pp. 563–576; and J. Martin and C. Siehl, “Organization Culture and Counterculture,” Organizational Dynamics 12 (1983), pp. 52–64.

¹² Accessed June 19, 2013, at www.apple-history.com.

¹³ See R. N. Osborn, “The Culture Clash at BofA,” Working Paper, Department of Management, Wayne State University, 2008.

¹⁴ For a recent discussion of the clash of corporate cultures, see George Lodorfos and Agyenim Boateng, “The Role of Culture in the Merger and Acquisition Process: Evidence from the European Chemical Industry,” Management Decision 44 (2006), pp. 1405–1410.

¹⁵ Jean Louis Barsoux, “Start Slow, End Fast—Jean Louis Barsoux Offers Advice on Working in Multicultural Teams,” Financial Times (July 8, 1994), p. 12.

¹⁶ Osborn (2008); and Osawa Juro, “Japan Investors: Why No Women, Foreigners in the Board Room,” Wall Street Journal, June 30, 2010, accessed June 19, 2013, at http://blogs.wsj.com/japanrealtime/2010/06/30/japan-investors-why-no-women-foreigners-in-the-boardroom.

¹⁷ Taylor Cox Jr., “The Multicultural Organization,” Academy of Management Executive 2.2 (May 1991), pp. 34–47.

¹⁸ See Schein (1985), pp. 52–57, and Schein (1990).

¹⁹ For a discussion from a different perspective, see Anat Rafaeli and Michael G. Pratt (eds.), Artifacts and Organizations: Beyond Mere Symbols (Mahwah, NJ: Erlbaum, 2006).

²⁰ For early work, see T. Deal and A. Kennedy, Corporate Culture (Reading, MA: Addison-Wesley, 1982); and T. Peters and R. Waterman, In Search of Excellence (New York: Harper & Row, 1982), whereas more recent studies are summarized in Joanne Martin and Peter Frost, “The Organizational Culture War Games: The Struggle for Intellectual Dominance,” in Stewart R. Clegg, Cynthia Hardy, and Walter R. Nord (eds.), Handbook of Organization Studies (London: Sage, 1996), pp. 599–621.

²¹ Schein (1990).

²² See www.montereypasta.com for the original quotes; www.montereygourmetfoods.com for updated information; and www.fundinguniverse.com/company-histories/monterey-pasta-company for a more complete history until 2003.

²³ H. Gertz, The Interpretation of Culture (New York: Basic Books, 1973).

²⁴ See Rafaeli and Pratt (2006) and Beyer and Trice (1987).

²⁵ H. M. Trice and J. M. Beyer, “Studying Organizational Cultures through Rites and Ceremonials,” Academy of Management Review 3 (1984), pp. 633–669.

²⁶ J. Martin, M. S. Feldman, M. J. Hatch, and S. B. Sitkin, “The Uniqueness Paradox in Organizational Stories,” Administrative Science Quarterly 28 (1983), pp. 438–453.

²⁷ For a recent study, see John Barnes, Donald W. Jackson, Michael D. Hutt, and Ajith Kumar, “The Role of Culture Strength in Shaping Sales Force Outcomes,” Journal of Personal Setting and Sales Management 26.3 (2006), pp. 255–269. This tradition of strong cultures goes back to work by Deal and Kennedy (1982) and Peters and Waterman (1982).

²⁸ Wikipedia.org (2013, June 15), “One World Trade Center,” accessed June 20, 2013, at http://en.wikipedia.org/wiki/One_World_Trade_Center; and News24.com, “Twin Tower Replacement to Be Impressive” (2011, August 5), accessed June 20, 2013, at www.news24.com/World/News/Twin-Tower-replacement-to-be-impressive-20110805.

²⁹ Trice and Beyer (1984).

³⁰ J. Collins, How Do the Mighty Fall (New York: HarperCollins, 2009).

³¹ R. N. Osborn and D. Jackson, “Leaders, River Boat Gamblers or Purposeful Unintended Consequences,” Academy of Management Journal 31 (1988), pp. 924–947.

³² For an interesting twist, see John Connolly, “High Performance Cultures,” Business Strategy Review 17 (2006), pp. 19–32; a more conventional treatment may be found in Martin, Feldman, Hatch, and Sitkin (1983).

³³ Martin and Frost (1996).

³⁴ This section was originally based on R. N. Osborn and C. C. Baughn, An Assessment of the State of the Field of Organizational Design (Alexandria, VA: U.S. Army Research Institute, 1994).

³⁵ For example, see Gerard J. Tellis, Jaideep C. Prabhu, and Rajesh K. Chandy, “Radical Innovation Across Nations: The Preeminence of Corporate Culture,” Journal of Marketing 73.1 (2009), pp. 3–23.

³⁶ Richard N. Osborn, James G. Hunt, and Lawrence R. Jauch, Organization Theory: Integrated Text and Cases (Melbourne, FL: Krieger, 1985).

³⁷ Ibid. (1985); and W. Richard Scott and Gerald F. Davis, Organizations and Organizing: Rational and Open Systems (Englewood Cliffs, NJ: Prentice Hall, 2007).

³⁸ H. Talcott Parsons, Structure and Processes in Modern Societies (New York: Free Press, 1960).

³⁹ See B. Bartkus, M. Glassman, and B. McAfee, “Mission Statement Quality and Financial Performance,” European Management Journal 24.1 (2006), pp. 66–79; J. Peyrefitte and F. R. David, “A Content Analysis of the Mission Statements of United States Firms in Four Industries,” International Journal of Management 23.2 (2006), pp. 296–305; Terri Lammers, “The Effective and Indispensable Mission Statement,” Inc. 7.1 (August 1992), p. 23; and I. C. MacMillan and A. Meshulack, “Replacement versus Expansion: Dilemma for Mature U.S. Businesses,” Academy of Management Journal 26 (1983), pp. 708–726.

⁴⁰ Osborn, Hunt, and Jauch (1985).

⁴¹ See Jeffery Pfeffer, “Barriers to the Advance of Organization Science,” Academy of Management Review 18.4 (1994), pp. 599–620; and Richard M. Cyert and James G. March, A Behavioral Theory of the Firm (Englewood Cliffs, NJ: Prentice-Hall, 1963). A historical view of organizational goals is also found in Charles Perrow, Organizational Analysis: A Sociological View (Belmont, CA: Wadsworth, 1970), and in Richard H. Hall, “Organizational Behavior: A Sociological Perspective,” in Jay W. Lorsch (ed.), Handbook of Organizational Behavior (Englewood Cliffs, NJ: Prentice-Hall, 1987), pp. 84–95.

⁴² W. Richard Scott and Gerald F. Davis, Organizations and Organizing: Rational and Open Systems (Englewood Cliffs, NJ: Prentice-Hall. 2007); Stewart R. Clegg and Cynthia Hardy, “Organizations, Organization and Organizing,” in Clegg, Hardy, and Nord (eds.), Handbook of Organizational Studies (1996), pp. 1–28; and William H. Starbuck and Paul C. Nystrom, “Designing and Understanding Organizations,” in P. C. Nystrom and W. H. Starbuck (eds.), Handbook of Organizational Design: Adapting Organizations to Their Environments (New York: Oxford University Press, 1981).

⁴³ See Osborn, Hunt, and Jauch (1985) for the historical rates, and for differences in survival rates by time of formation in the development of a technology, see R. Agarwal, M. Sarkar, and R. Echambadi, “The Conditioning Effect of Time on Firm Survival: An Industry Life Cycle Approach,” Academy of Management Journal 25 (2002), pp. 971–985.

⁴⁴ J. Karpoff, D. S. Lee, and Gerald Martin, “A Company's Reputation Is What Gets Fried When Its Books Are Cooked” (2007). Accessed June 24, 2013, at www.washington.edu/news/2006/11/16/a-companys-reputation-is-what-gets-fried-when-its-books-get-cooked-2.

⁴⁵ J. Kerr and J. Slocum, “Managing Corporate Culture through Reward Systems,” Academy of Management Executive 19.4 (2005), pp. 130–138.

⁴⁶ For the classic popular work, see Peter F. Drucker, Innovation and Entrepreneurship (New York: Harper, 1985). Edward B. Roberts, “Managing Invention and Innovation,” Research Technology Management (January/February 1989), pp. 1–19 provides a practitioner perspective, whereas an interesting extended case study is provided by John Clark, Managing Innovation and Change (Thousand Oaks, CA: Sage, 1995).

⁴⁷ C. Miller, Formalization and Innovation: An Ethnographic Study of Process Formalization (Ann Arbor, MI: Proquest, 2008).

⁴⁸ P. Berrone, L. Gelabert, A. Fosfuri, and L. Gomez-Mejia, “Can Institutional Forces Create Competitive Advantage? An Empirical Examination of Environmental Innovation,” 2008 Academy of Management Proceedings (2008).

⁴⁹ U. Hulsher, N. Anderson, and J. Salgado, “Team-Level Predictors of Innovation at Work: A Comprehensive Meta-Analysis Spanning Three Decades of Research,” Journal of Applied Psychology 94.5 (2009), pp. 1128–1145.

⁵⁰ D. Dougherty, “Organizing for Innovation,” in Clegg, Hardy, and Nord (eds.), Handbook of Organization Studies (1996), pp. 424–439.

⁵¹ For a discussion of product cannibalization, see S. Netessie and T. Taylor, “Product Line Design and Production Technology,” Marketing Science 26.1 (2007), pp. 101–118.

⁵² Tellis, Prabhu, and Chandy (2009).

⁵³ N. Clymer and S. Asaba, “A New Approach for Understanding Dominant Design: The Case of the Ink-jet Printer,” Journal of Engineering and Technology Management 25.3 (2008), pp. 137–152.

⁵⁴ V. Acha, “Open by Design: The Role of Design in Open Innovation,” 2008 Academy of Management Proceedings (2008), pp. 1–6.

⁵⁵ One of the first to emphasize the role of lead uses was E. von Hipple, The Sources of Innovation (New York: Oxford University Press, 1988).

⁵⁶ See J. Birkinshaw, G. Hamel, and M. Mol, “Management Innovation,” Academy of Management Review 33 (2008), pp. 825–845.

⁵⁷ The terms exploration and exploitation were popularized by James G. March. See James G. March, “Exploration and Exploitation in Organizational Learning,” Organization Science 2.1 (1991), pp. 71–87. For a recent review, see Sung-Choon Kang, Shad S. Morris, and Scot A. Shell, “Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture,” Academy of Management Review 32 (2007), pp. 236–256.

⁵⁸ Tellis, Prabhu, and Chandy (2009). For an extended discussion of radical innovation, see Osborn and Baughn (1994).

⁵⁹ See M. Tushman and P. Anderson, “Technological Discontinuities and Organizational Environments,” Administrative Science Quarterly 31 (1986), pp. 439–465.

⁶⁰ M. Tushman and C. O. Reilly, “Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change,” California Management Review 38.4 (1996), pp. 8–30.

⁶¹ M. Tokman, R. G. Richey, L. Marino, and K. M. Weaver, “Exploration, Exploitation and Satisfaction in Supply Chain Portfolio Strategy,” Journal of Business Logistics 28 (2007), pp. 25–48.

⁶² See C. Mirow, K. Hoelzle, and H. Gemueden, “The Ambidextrous Organization in Practice: Barriers to Innovation within Research and Development,” 2008 Academy of Management Proceedings (2008), pp. 1–6.

⁶³ For an excellent review, see Miller (2008).

⁶⁴ Ibid., p. 391.

⁶⁵ See K. Boal and P. Schultz, “Storytelling, Time and Evolution: The Role of Strategic Leadership in Complex Adaptive Systems,” The Leadership Quarterly 18 (2007), pp. 411–428; and A. Grove, Only the Paranoid Survive (New York: Doubleday, 1996).

⁶⁶ Osborn and Jackson (1988).

⁶⁷ R. N. Osborn, “Purposeful Unintended Consequences and Systemic Financial Risk,” Working Paper, Department of Management, Wayne State University (2009).

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Alec Foege, “The Trouble with Tinkering Time,” Wall Street Journal (January 19–20, 2013), p. C3.

Worth Considering . . . or Best Avoided?—Information and quote from Ashley Powers, “Quirky Culture Helps Online Store Zappos Sell,” Columbus Dispatch (May 19, 2011), p. A12; and, Rhymer Rigby, “The Benefits of Workplace Levity,” Financial Times, Kindle Edition (December 19, 2012).

Checking Ethics in OB—Information and quotes from Dana Mattioli. “With Jobs Scarce, Age Becomes an Issue,” Wall Street Journal (May 19, 2009), p. D4.

Finding the Leader in You—Information derived from www.Cousinssubs.com; Carolyn Walkup, “Having Words With: Christine Specht, President and Chief Operating Officer, Cousins Subs,” Nation's Restaurant News 42:49 (2008, December 22), p. 78; and Alexis Mattera, “Christine Specht Continues Family Legacy at Cousins Subs,” www.associatedcontent.com/article/972566/christine_specht_continues_family_legacy.html (2008, August 26).

OB in Popular Culture—The Firm, DVD, directed by Sydney Pollack (1993; Los Angeles: Paramount, 2000).

Photo Essays—Organizations with More Engaged Employees Perform Better—Information from “Employee Engagement: A Leading Indicator of Financial Performance,” accessed June 19, 2013, at http://employeeengagement.com/gallup-employee-engagement-a-leading-indicator-of-financial-performance. Clif Bar—Information from Marnie Hanel, “Clif Bar's Offices Keep Employees Limber,” Bloomberg BusinessWeek (November 21–27, 2011), pp. 104–105; and www.clifbar.com.

CHAPTER 16

ENDNOTES

¹ The bulk of this chapter was originally based on Richard N. Osborn, James G. Hunt, and Lawrence R. Jauch, Organization Theory: Integrated Text and Cases (Melbourne, FL: Krieger, 1985). For a more recent but consistent view, see Lex Donaldson, “The Normal Science of Structural Contingency Theory,” in Stewart R. Clegg, Cynthia Hardy, and Walter R. Nord (eds.), Handbook of Organizational Studies (London: Sage Publications, 1996), pp. 57–76. For a more advanced treatment, see W. Richard Scott and Gerald F. Davis, Organizations and Organizing: Rational and Open Systems (Englewood Cliffs, NJ: Prentice-Hall. 2007).

² Osborn, Hunt, and Jauch (1985).

³ For reviews, see Scott and Davis (2007); Osborn, Hunt, and Jauch (1985); Clegg, Hardy, and Nord (1996).

⁴ William G. Ouchi and M. A. McGuire, “Organization Control: Two Functions,” Administrative Science Quarterly 20 (1977), pp. 559–569.

⁵ Ibid.

⁶ Osborn, Hunt, and Jauch (1985).

⁷ This discussion is adapted from W. Edwards Deming, “Improvement of Quality and Productivity Through Action by Management,” Productivity Review (Winter 1982), pp. 12–22; W. Edwards Deming, Quality, Productivity and Competitive Position (Cambridge, MA: MIT Center for Advanced Engineering, 1982).

⁸ For related reviews, see Scott and Davis (2007); Osborn, Hunt, and Jauch (1985); Clegg, Hardy, and Nord (1996).

⁹ Rhys Andrews, George A. Boyne, Jennifer Law, and Richard M. Walker, “Centralization, Organization Strategy, and Public Service Performance,” Journal of Public Administration Research and Theory 19.1 (2009), pp. 57–81.

¹⁰ See C. Bradley, “Succeeding by (Organizational) Design,” Decision: Irelands Business Review 11.1 (2006), pp. 24–29; and Osborn, Hunt, and Jauch (1985), pp. 273–303, for a discussion of centralization/decentralization.

¹¹ R. Durand, “Predicting a Firm's Forecasting Ability: The Roles of Organizational Illusion of Control and Organizational Attention,” Strategic Management Journal 24 (September 2003), pp. 821–838.

¹² For reviews of structural tendencies and their influence on outcomes, also see Scott and Davis (2007); and Clegg, Hardy, and Nord (1996).

¹³ See P. R. Lawrence and J. W. Lorsch, Organization and Environment: Managing Differentiation and Integration (Homewood, IL: Richard D. Irwin, 1967).

¹⁴ Osborn, Hunt, and Jauch (1985).

¹⁵ For a good discussion of the early use of matrix structures, see Stanley Davis, Paul Lawrence, Harvey Kolodny, and Michael Beer, Matrix (Reading, MA: Addison-Wesley, 1977).

¹⁶ Lawrence and Lorsch (1967).

¹⁷ See Osborn, Hunt, and Jauch (1985); and Scott and Davis (2007).

¹⁸ Chris P. Long, Corinee Bendersky, and Calvin Morrill, “Fair Control: Complementarities Between Types of Managerial Controls and Employees' Fairness Evaluations,” 2008 Academy of Management Proceedings (2008), pp. 362–368.

¹⁹ This discussion of organizational design was initially based on R. N. Osborn, J. G. Hunt, and L. Jauch, Organization Theory Integrated Text and Cases (Melbourne, FL: Krieger, 1984), pp. 123–215. For a more advanced treatment, see W. Richard Scott and Gerald F. Davis, Organizations and Organizing: Rational and Open Systems (Englewood Cliffs, NJ: Prentice-Hall, 2007).

²⁰ See Henry Mintzberg, Structure in Fives: Designing Effective Organizations (Englewood Cliffs, NJ: Prentice-Hall, 1983), pp. 76–83.

²¹ See Scott and Davis (2007); and Osborn, Hunt, and Jauch (1984).

²² See Peter M. Blau and Richard A. Schoenner, The Structure of Organizations (New York: Basic Books, 1971); and Joan Woodward, Industrial Organization: Theory and Practice (London: Oxford University Press, 1965).

²³ James D. Thompson, Organization in Action (New York: McGraw-Hill, 1967).

²⁴ Woodward (1965).

²⁵ For an updated review, see Scott and Davis (2007). This discussion also incorporates Osborn, Hunt, and Jauch (1984); and Louis Fry, “Technology-Structure Research: Three Critical Issues,” Academy of Management Journal 25 (1982), pp. 532–552.

²⁶ Mintzberg (1983).

²⁷ See Henry Mintzberg and Alexandra McHugh, “Strategy Formulation in an Adhocracy,” Administrative Science Quarterly 30.2 (1985), pp. 160–193.

²⁸ Halit Keskis, Ali E. Akgun, Ayse Gunsel, and Salih Imamoglu, “The Relationship between Adhocracy and Clan Cultures and Tacit Oriented KM Strategy,” Journal of Transnational Management 10.3 (2005), pp. 39–51.

²⁹ Gerardine DeSanctis, “Information Technology,” in Nigel Nicholson (ed.), Blackwell Encyclopedic Dictionary of Organizational Behavior (Cambridge, MA: Blackwell, 1995), pp. 232–233.

³⁰ Prashant C. Palvia, Shailendra C. Palvia, and Edward M. Roche, Global Information Technology and Systems Management: Key Issues and Trends (Nashua, NH: Ivy League Publishing, 1996).

³¹ While this form is known under a variety of names, we emphasize the information technology base that makes it possible. See Peter Senge, Benjamin B. Lichtenstein, Katrin Kaeufer, Hilary Bradbury, and John S. Carol, “Collaborating for Systematic Change,” MIT Sloan Management Review 48.2 (2007), pp. 44–59; Josh Hyatt, “The Soul of a New Team,” Fortune 153.11 (2006), pp. 134–145; M. L. Markus, B. Manville, and C. E. Agres, “What Makes a Virtual Organization Work,” MIT Sloan Management Review 42 (2002), pp. 13–27; B. Hedgerg, G. Hahlgren, J. Hansson, and N. Olve, Virtual Organizations and Beyond (New York: Wiley, 2001); and Janice Beyer, Danti P. Ashmos, and R. N. Osborn, “Contrasts in Enacting TQM: Mechanistic vs. Organic Ideology and Implementation,” Journal of Quality Management 1 (1997), pp. 13–29.

³² Markus, Manville, and Agres (2002), pp. 13–27.

³³ Ibid.

³⁴ This section is based on R. N. Osborn, “The Evolution of Strategic Alliances in High Technology,” Working Paper, Detroit: Department of Business, Wayne State University (2007); R. N. Osborn and J. G. Hunt, “The Environment and Organization Effectiveness,” Administrative Science Quarterly 19 (1974), pp. 231–246; and Osborn, Hunt, and Jauch (1984). For a more extended discussion, see P. Kenis and D. Knoke, “How Organizational Field Networks Shape Interorganizational Information Rates,” Academy of Management Journal 27 (2002), pp. 275–294.

³⁵ See R. N. Osborn and C. C. Baughn, “New Patterns in the Formation of U.S. Japanese Cooperative Ventures,” Columbia Journal of World Business 22 (1988), pp. 57–65.

³⁶ This section is based on R. N. Osborn, “International Alliances: Going Beyond the Hype,” Mt Eliza Business Review 6 (2003), pp. 37–44; S. Reddy, J. F. Hennart, and R. Osborn, “The Prevalence of Equity and Non-equity Cross-boarder Linkages: Japanese Investments in the U.S.,” Organization Studies 23 (2002), pp. 759–780; and Wepin Tsai, “Knowledge Transfer in Interorganizational Networks: Effects of Network Position and Absorptive Capacity on Business Unit Innovation and Performance,” Academy of Management Journal 44.5 (2001), pp. 996–1004.

³⁷ Osborn (2007).

³⁸ Max Weber, The Theory of Social and Economic Organization, translated by A. M. Henderson and H. T. Parsons (New York: Free Press, 1947).

³⁹ Stephen Cummings and Todd Bridgman, “The Strawman: The Reconfiguration of Max Weber in Management Textbooks and Why it Matters,” 2008 Academy of Management Proceedings (2008), pp. 243–249.

⁴⁰ Ibid.

⁴¹ These relationships were initially outlined by Tom Burns and G. M. Stalker, The Management of Innovation (London: Tavistock, 1961).

⁴² See Mintzberg (1983).

⁴³ Ibid.

⁴⁴ See Osborn, Hunt, and Jauch (1984) for an extended discussion.

⁴⁵ See Peter Clark and Ken Starkey, Organization Transitions and Innovation—Design (London: Pinter Publications, 1988).

FEATURES AND PHOTO ESSAYS

Bringing OB to Life—Information from Rachel Emma Silverman and Leslie Kwoh, “Peer Performance Reviews Take Off,” Wall Street Journal (August 1, 2012), p. B6.

Worth Considering . . . or Best Avoided?—Information and quotes from James R. Hagerty, “Hog Maker Harley Gets Lean,” Wall Street Journal (September 22–23, 2012), pp. B1, B3.

Finding the Leader in You—Information based on Lauren Canon, “Inc. 5000 Applicant of the Week,” Inc., www.inc.com/articles/201102/applicant-of-the-week-desert-jet.html, February 22, 2011; and Desert Jet, www.desertjet.com.

OB in Popular Culture—Ratatouille. Dir. Brad Bird and Jan Pinkava. Perf. Brad Garrett, Lou Romano, Patton Oswalt. Pixar Animation Studios, Walt Disney Pictures, 2007. Film.

Photo Essays—Too Much Technology May Cause Airline Flight Crews to Lose Critical Skills—Information and quote from Brian Todd and Dugald McConnell, “Autopilots May Dull Skills of Pilots, Committee Says,” CNN Washington, www.cnn.com/2011/TRAVEL/09/01/airlines.autopilot/index.html, September 1, 2011. Millennials Are Warming Up to Part-time Employment for Full-time Pay—Information from Hessun Wee, “Why More Millennials Go Part Time for Full Time Pay,” CNBC, www.cnbc.com/id/49181054.