The Blackwell Encyclopedic Dictionary of Organizational Behavior

More documents

Recommendations

Info

Document Voydanoff (1989) notes that while earlier research examined primarily men's unemployment, women's employment, and dual career couples, recent research has focused on the structural and psychological characteristics of work, and the relationship between JOB CHARACTERISTICS and JOB SATISFACTION. Nonwork/work research has also begun to investigate the relationship between job characteristics and stress and health. Structural aspects of the job, such as working hours, compressed work week schedules, and geographic mobility have been shown to affect family life. Weekend work is generally shown to be negatively related to quality of family life (Voydanoff, 1989), the compressed work week schedule is positively related to family satisfaction (Tippins & Stroh, 1991), and job-related geographic mobility has mixed results (Brett, Stroh, & Reilly, 1992a). Models to Study Nonwork/Work Issues Combined with earlier research on nonwork/work issues, Kanter's (1977) influential review encouraged researchers to begin to think of the nonwork/work environment as an interface and theorists began to develop models to help explain the relationship. The spillover theory suggests that work-related activities/satisfaction can affect nonwork file:///C|/downloadnetlibrary/Blackwell%20Ency/nlReader.dll@BookID=48684&FileName=Page_349.html (2 of 2) [2008-04-01 01:29:04]
Page 2:
Document The Blackwell Encyclopedic
Page 6:
Document The Blackwell Encyclopedic
Page 10:
Document Typeset in 9.5 on 11pt Ehr
Page 14:
Document Preface Organizational Beh
Page 18:
Document Page vii all who have shar
Page 22:
Document current and developing tre
Page 26:
Document Page ix It is helpful, the
Page 30:
Document Page x Clearly, to fulfil
Page 34:
Document Acknowledgments Page xi Th
Page 38:
Document Contributors Seymour Adler
Page 42:
Document Adrienne Colella Rutgers U
Page 46:
Document Daniel C. Feldman Universi
Page 50:
Document Jerald Hage University of
Page 54:
Document Kenneth Koput University o
Page 58:
Document Stella M. Nkomo University
Page 62:
Document John W. Slocum Southern Me
Page 66:
Document Edward J. Zajac Northweste
Page 70:
Document The term can be defined as
Page 74:
Document The deviance model derives
Page 78:
Document Goodman, P. S. & Atkin, R.
Page 82:
Document Dwyer, T. & Raferty, A. E.
Page 86:
Document Spangler, W. D. (1992). Va
Page 90:
Document Fryer, D. & Fagan, R. (199
Page 94:
Document Action Theory can well exp
Page 98:
Document interdependencies among th
Page 102:
Document Mood at work has been negl
Page 106:
Document In all cases we need to as
Page 110:
Document As part of the wider conce
Page 114:
Document Support for ARM comes from
Page 118:
Document See also Exchange relation
Page 122:
Document Employee Assistance Progra
Page 126:
Document NIGEL NICHOLSON Altruism T
Page 130:
Document In ORGANIZATIONAL BEHAVIOR
Page 134:
Document Some form of assessment ta
Page 138:
Document Evidence on the criterion-
Page 142:
Document Gaugler, B., Rosenthal, D.
Page 146:
Document Attitudes are of interest
Page 150:
Document Although there are many va
Page 154:
Document The final assignment of re
Page 158:
Document Weiner, B. (1986). An attr
Page 162:
Document In his seminal study of au
Page 166:
Document These are groups of employ
Page 170:
Document Autonomy This concept, in
Page 174:
Document B Bargaining see COLLECTIV
Page 178:
Document 5. Product Differentiation
Page 182:
Document See also Conditioning; Inf
Page 186:
Document During the 1980s and 1990s
Page 190:
Document Usually, companies benchma
Page 194:
Document The procedure involves all
Page 198:
Document Whereas bonus payments for
Page 202:
Document Bibliography Burns, T. & S
Page 206:
Document Used in conjunction with m
Page 210:
Document Compared to modern busines
Page 214:
Document Bureaucracies are known fo
Page 218:
Document Economists have asked pers
Page 222:
Document Simon, H. A. (1976). Admin
Page 226:
Document The key differences betwee
Page 230:
Document Still others have focused
Page 234:
Document Also called ''business pro
Page 238:
Document C Career Page 44 A career
Page 242:
Document anchor provides a growing
Page 246:
Document Page 46 of schemes in term
Page 250:
Document Holland, J. H. (1985). Mak
Page 254:
Document Situational Theories Page
Page 258:
Document Career Plateauing Page 49
Page 262:
Document Lawrence, B. S. (1988). Ne
Page 266:
Document reciprocal interaction of
Page 270:
Document Page 52 The history of car
Page 274:
Document Howard, A. & Bray, D. W. (
Page 278:
Document 3 The Management of the Ch
Page 282:
Document used, which seeks to reduc
Page 286:
Document See also Generalization; L
Page 290:
Document organization; and for CEOs
Page 294:
Document Romanelli, E. & Tushman, M
Page 298:
Document See also Organizational ef
Page 302:
Document Focus of Change Efforts Pa
Page 306:
Document Bibliography Page 61 Argyr
Page 310:
Document Page 62 observations would
Page 314:
Document file:///C|/downloadnetlibr
Page 318:
Document Early results found that t
Page 322:
Document The most frequently stated
Page 326:
Document See also Strategic managem
Page 330:
Document This term refers to the in
Page 334:
Document Current research in cognit
Page 338:
Document The theory seeks to accoun
Page 342:
Document Strategic collaboration wi
Page 346:
Document The first formal definitio
Page 350:
Document When there is CONFLICT bet
Page 354:
Document Webb (1897) coined the ter
Page 358:
Document Viewed in this longer pers
Page 362:
Document In their influential work
Page 366:
Document Bibliography Becker, H. (1
Page 370:
Document Escalation is the degree t
Page 374:
Document A major controversy concer
Page 378:
Document Two functions of communica
Page 382:
Document variety of language, and p
Page 386:
Document Communications Technology
Page 390:
Document New communication technolo
Page 394:
Document In ecological theories, or
Page 398:
Document Competencies The word "com
Page 402:
Document A significant trend is for
Page 406:
Document Job analysis shows that se
Page 410:
Document Bibliography Boyatzis, R.
Page 414:
Document Companies might also diffe
Page 418:
Document The concept of complexity
Page 422:
Document Lawrence, P. & Lorsch, J.
Page 426:
Document CAD systems allow the user
Page 430:
Document The first methodology for
Page 434:
Document (a) specification of the b
Page 438:
Document Is conflict a problem? Muc
Page 442:
Document Struggles over the allocat
Page 446:
Document Bibliography Alderfer, C.
Page 450:
Document Other strategies restructu
Page 454:
Document There are three fundamenta
Page 458:
Document (b) the individual's attit
Page 462:
Document see INTERPERSONAL SKILLS;
Page 466:
Document Consensus refers to an inf
Page 470:
Document A typical consulting proce
Page 474:
Document Future Trends A review of
Page 478:
Document These dimensions are combi
Page 482:
Document 5. The extent to which the
Page 486:
Document Contingency theory was und
Page 490:
Document Imai, M. (1987). Kaizen: T
Page 494:
Document Obviously, good INTERPERSO
Page 498:
Document Williamson (1985), one of
Page 502:
Document A last type of contract re
Page 506:
Document Within ORGANIZATIONAL BEHA
Page 510:
Document Ashford, S. J. & Cummings,
Page 514:
Document Nonetheless, various obsta
Page 518:
Document The concept of core compet
Page 522:
Document The principle of public re
Page 526:
Document There are a range of possi
Page 530:
Document Organizational researchers
Page 534:
Document (c) understanding complexi
Page 538:
Document The terms crisis and disas
Page 542:
Document In contrast, Osborn and Ja
Page 546:
Document WASH-1400, a.k.a., the Ras
Page 550:
Document Culture is a notoriously d
Page 554:
Document The literature contains mu
Page 558:
Document • There should not be mo
Page 562:
Document relationships to their gro
Page 566:
Document (b) whether and how the cu
Page 570:
Document D Decentralization Page 12
Page 574:
Document sometimes called mixed MEC
Page 578:
Document Depending on: (1) various
Page 582:
Document Table 1 The four decision-
Page 586:
Document Decision making in the are
Page 590:
Document A similar line of thought
Page 594:
Document Decision Modeling see COMP
Page 598:
Document HENRY P. SIMS JR. Delphi T
Page 602:
Document One alternative is a legal
Page 606:
Document Closely related to the pro
Page 610:
Document See also Organizational de
Page 614:
Document The analysis of dilemmas h
Page 618:
Document Research concerning person
Page 622:
Document Goffman, E. (1963). Stigma
Page 626:
Document Theories of discrimination
Page 630:
Document Katz, P. & Taylor, D. (198
Page 634:
Document Another form of related di
Page 638:
Document More relevant is a micro d
Page 642:
Document However, in more fragmente
Page 646:
Document For example, the director-
Page 650:
Document Second, downsizing usually
Page 654:
Document Most research to date indi
Page 658:
Document E Ecology see COMMUNITY EC
Page 662:
Document extraversion and neurotici
Page 666:
Document Page 152 Importantly, emot
Page 670:
Document Bibliography Fineman, S. (
Page 674:
Document Bibliography Cotton, J. L.
Page 678:
Document Page 155 Greenberg, J. (19
Page 682:
Document our understanding of the b
Page 686:
Document Page 157 for if you wait t
Page 690:
Document Page 158 these actually pr
Page 694:
Document Page 159 mixed to date, bu
Page 698:
Document Page 160 large financial d
Page 702:
Document When one's own outcome/inp
Page 706:
Document Page 162 research discipli
Page 710:
Document Page 163 oping countries i
Page 714:
Document Page 164 error of the seco
Page 718:
Document Figure 1 A taxonomy of act
Page 722:
Document Ethics see BUSINESS ETHICS
Page 726:
Document van den Berghe, P. (1981).
Page 730:
Document Evaluation Research Page 1
Page 734:
Document • the call for ethical c
Page 738:
Document Page 170 Fombrun, C., Tich
Page 742:
Document Page 171 utilizing Bartlet
Page 746:
Document devote more resources to d
Page 750:
Document Expectancy see VIE THEORY;
Page 754:
Document F Family Firms Page 174 Al
Page 758:
Document management systems. Journa
Page 762:
Document Figure 1 The feedback loop
Page 766:
Document Use Page 177 Feedback info
Page 770:
Document attend to and how they wou
Page 774:
Document high, both suppliers and b
Page 778:
Document Page 180 positive attribut
Page 782:
Document Figure 1 Force field diagr
Page 786:
Document Formal Organization Page 1
Page 790:
Document According to Schein (1985)
Page 794:
Document Functional Design Page 184
Page 798:
Document the most salient aspect of
Page 802:
Document G Gainsharing Page 186 Thi
Page 806:
Document Page 187 greater attention
Page 810:
Document Page 188 receives the amou
Page 814:
Document Page 189 Von Neumann, J. &
Page 818:
Document Page 190 who either help t
Page 822:
Document Page 191 maintained. This
Page 826:
Document Page 192 joking as intimid
Page 830:
Document Goal Setting Page 193 This
Page 834:
Document Page 194 cognition which p
Page 838:
Document Page 195 The basic questio
Page 842:
Document Government Agencies Page 1
Page 846:
Document Figure 1 The main function
Page 850:
Document Gujarah, D. (1984). Govern
Page 854:
Document Organizational groups can
Page 858:
Document 9 The SOCIAL LOAFING effec
Page 862:
Document Janis, I. L. (1982). Group
Page 866:
Document Longitudinal studies of WO
Page 870:
Document Lewin, who once said, "not
Page 874:
Document Most norms develop gradual
Page 878:
Document Within the study of GROUP
Page 882:
Document The relationship between g
Page 886:
Document Groupthink This term was c
Page 890:
Document This refers to the strengt
Page 894:
Document H Halo Effect Page 210 Thi
Page 898:
Document Page 211 RELIABILITY, VALI
Page 902:
Document Bibliography Page 212 Roet
Page 906:
Document 1993; Sackett, Burris, & C
Page 910:
Document Page 214 seasonal variatio
Page 914:
Document Page 215 strain) while in
Page 918:
Document Page 216 promote low, as w
Page 922:
Document Page 217 A third approach,
Page 926:
Document Page 218 introduce the bes
Page 930:
Document Page 219 To understand the
Page 934:
Document Page 220 influence effecti
Page 938:
Document Page 221 highly political
Page 942:
Document Herriot (Eds), Handbook of
Page 946:
Document Eysenck, H. J. (1960). The
Page 950:
Document From this perspective an o
Page 954:
Document Impression management has
Page 958:
Document (3) Does impression manage
Page 962:
Document Differences associated wit
Page 966:
Document The trait approach describ
Page 970:
Document As Kochan notes (1980, pp.
Page 974:
Document See also Intergroup relati
Page 978:
Document Influence also may result
Page 982:
Document The particular mix of the
Page 986:
Document Orlikowski, W. J. (1992).
Page 990:
Document Amabile (1983), Angle (198
Page 994:
Document The development of this in
Page 998:
Document The developmental pattern
Page 1002:
Document The adoption of new ideas
Page 1006:
Document Innovations originate "som
Page 1010:
Document JOHANNES M. PENNINGS Insti
Page 1014:
Document How do organizational prac
Page 1018:
Document The concept of isomorphism
Page 1022:
Document Scott, W. R. & Meyer, J. W
Page 1026:
Document See also Performance, indi
Page 1030:
Document Intelligence is a broad ba
Page 1034:
Document Endler, N. S. & Magnusson,
Page 1038:
Document Interest Groups see POLITI
Page 1042:
Document between groups. Several ap
Page 1046:
Document Tajfel, H. (1982). Social
Page 1050:
Document As most of the industriali
Page 1054:
Document See also International man
Page 1058:
Document On the one hand the "conve
Page 1062:
Document On the other hand, the "cu
Page 1066:
Document International managers wor
Page 1070:
Document This is a general term whi
Page 1074:
Document The third stream of IOR re
Page 1078:
Document DAVID A. WHETTEN and MARC
Page 1082:
Document Skills and competencies ar
Page 1086:
Document 1. Response inspecificity.
Page 1090:
Document These approaches are not e
Page 1094:
Document Intrinsic REWARDS are foun
Page 1098:
Document Introversion see EXTRAVERS
Page 1102:
Document Quantitative methods allow
Page 1106:
Document Landy, F. (1993). Job anal
Page 1110:
Document Fried, Y. & Ferris, G. R.
Page 1114:
Document In principle, the concept
Page 1118:
Document Current approaches to job
Page 1122:
Document Interest in job design whi
Page 1126:
Document Lawler, E. E. (1992). The
Page 1130:
Document Certainly taken over a lon
Page 1134:
Document Establishing Client Relati
Page 1138:
Document The population of insecure
Page 1142:
Document This refers to systematica
Page 1146:
Document Many factors have been hyp
Page 1150:
Document This refers to the entry a
Page 1154:
Document Typically, the equity posi
Page 1158:
Document In JIT, inventory is waste
Page 1162:
Document See also Advanced manufact
Page 1166:
Document In attempting to determine
Page 1170:
Document See also Business ethics;
Page 1174:
Document A characteristic feature o
Page 1178:
Document L Labor Markets Page 282 F
Page 1182:
Document Page 283 theory. Arguably,
Page 1186:
Document Page 284 He was able to sh
Page 1190:
Document Leadership is " . . . a pr
Page 1194:
Document Page 286 COMPLIANCE from s
Page 1198:
Document above, emphasizing ideolog
Page 1202:
Document Bass, B. M. (1990). Bass &
Page 1206:
Document Page 289 leader self-prese
Page 1210:
Document Page 290 objectives, funct
Page 1214:
Document higher levels of MOTIVATIO
Page 1218:
Document Page 292 which experiences
Page 1222:
Document development (see SELF-REGU
Page 1226:
Document Page 294 age or experience
Page 1230:
Document Page 295 we might expect t
Page 1234:
Document Page 296 Another cross-lev
Page 1238:
Document Page 297 relatively new. B
Page 1242:
Document Page 298 and more on later
Page 1246:
Document Spector, P. E. (1988). Dev
Page 1250:
Document M Machiavellianism Page 30
Page 1254:
Document Page 301 provided with pro
Page 1258:
Document Page 302 H. L. Gantt, whos
Page 1262:
Document (6) provide FEEDBACK at re
Page 1266:
Document opportunity to make and im
Page 1270:
Document Dechant, K. (1990). Knowin
Page 1274:
Document inception of action learni
Page 1278:
Document Bibliography Burke, W. W.
Page 1282:
Document Table 1 Taxonomy of Primar
Page 1286:
Document edge-based diversity. Team
Page 1290:
Document Page 311 most concern to t
Page 1294:
Document Page 312 what is learned i
Page 1298:
Document the development of talente
Page 1302:
Document life-time career. The dema
Page 1306:
Document studies of actual behavior
Page 1310:
Document Page 316 some of this vari
Page 1314:
Document Page 317 9, 9 Team Managem
Page 1318:
Document Page 318 job loss (see RED
Page 1322:
Document Matrix Organization Page 3
Page 1326:
Document Page 320 aerospace, invest
Page 1330:
Document structure but as a frame-o
Page 1334:
Document on mental health makes the
Page 1338:
Document Page 323 French, J. R. P.,
Page 1342:
Document Page 324 vide some but not
Page 1346:
Document Page 325 Classifications o
Page 1350:
Document in organizations to learn
Page 1354:
Document Page 327 uniqueness tales,
Page 1358:
Document Page 328 4. The minority m
Page 1362:
Document Moral Development Page 329
Page 1366:
Document Page 330 Modgil, S. & Modg
Page 1370:
Document in the work domain. In the
Page 1374:
Document Page 332 ing and research
Page 1378:
Document and to persist longer than
Page 1382:
Document well as other motivational
Page 1386:
Document Page 335 GROUP DYNAMICS),
Page 1390:
Document Page 336 Campbell, J. P. &
Page 1394: Document file:///C|/downloadnetlibr
Page 1398: Document More recently, Kanfer and
Page 1402: Document Hygienes (factor 1) refer
Page 1406: Document Another definition of the
Page 1410: Document Given the increasing impor
Page 1414: Document file:///C|/downloadnetlibr
Page 1418: Document When two or more parties n
Page 1422: Document Research on situational va
Page 1426: Document Cognitive The cognitive ap
Page 1430: Document MAX H. BAZERMAN Network An
Page 1434: Document ALESSANDRO LOMI Networking
Page 1438: Document Networking in organization
Page 1442: Document The nominal group format i
Page 1448: Document life and nonwork responsib
Page 1452: Document (2) Government and its age
Page 1456: Document O Obedience Page 352 In th
Page 1460: Document Page 353 of LABOR MARKET i
Page 1464: Document Page 354 labor market. In
Page 1468: Document the variety of disturbance
Page 1472: Document Page 356 prescribe best pr
Page 1476: Document Page 357 exchanges and the
Page 1480: Document help firms to perform more
Page 1484: Document Page 359 provide more reso
Page 1488: Document particularly through a mor
Page 1492: Document Page 361 the United Kingdo
Page 1496:
Document Page 362 ization, not indi
Page 1500:
Document Page 363 At about the same
Page 1504:
Document Page 364 sociology, politi
Page 1508:
Document Page 365 ment" and "corpor
Page 1512:
Document North America than in Euro
Page 1516:
Document Page 367 organizational ch
Page 1520:
Document Page 368 Typically, observ
Page 1524:
Document Each stage of development
Page 1528:
Document Page 370 knowledge, time,
Page 1532:
Document Page 371 occur between opp
Page 1536:
Document Page 372 new situations (i
Page 1540:
Document Page 373 change are explan
Page 1544:
Document (d) discretionary social w
Page 1548:
Document Page 375 This has recently
Page 1552:
Document for-granted aspects of cul
Page 1556:
Document Page 377 their own persona
Page 1560:
Document Page 378 has gained wide a
Page 1564:
Document differences, in part due t
Page 1568:
Document Page 380 as the defining f
Page 1572:
Document view). Finally, some probl
Page 1576:
Document Bibliography Page 382 Alve
Page 1580:
Document Page 383 continues operati
Page 1584:
Document Page 384 workforces, due t
Page 1588:
Document Page 385 Under the heading
Page 1592:
Document son and illustrate the und
Page 1596:
Document precisely programmed into
Page 1600:
Document Page 388 also occur by mea
Page 1604:
Document by adopting structures whi
Page 1608:
Document Page 390 systems are arche
Page 1612:
Document Page 391 applied by schola
Page 1616:
Document Page 392 effective may not
Page 1620:
Document Page 393 universalistic de
Page 1624:
Document Page 394 defects in goods-
Page 1628:
Document See also Organization theo
Page 1632:
Document Page 396 routines. Organiz
Page 1636:
Document Table 1 The characteristic
Page 1640:
Document strategic and structural d
Page 1644:
Document Page 400 Where size is not
Page 1648:
Document Kuhn, T. (1970). The struc
Page 1652:
Document Participation In an OB con
Page 1656:
Document factor. Certainly, tests o
Page 1660:
Document Wall, T. D., Kemp, N. J.,
Page 1664:
Document House, R. J. (1977). A 197
Page 1668:
Document Fourth, payment systems di
Page 1672:
Document Fourth, in a global market
Page 1676:
Document Much of the research on co
Page 1680:
Document Several topics are commonl
Page 1684:
Document Finally, to evaluate perfo
Page 1688:
Document Campbell, J. P., McCloy, R
Page 1692:
Document The core elements of all b
Page 1696:
Document Appraisals vary in the way
Page 1700:
Document Definitions of what perfor
Page 1704:
Document Pay for performance is a t
Page 1708:
Document Page 417 depend on so many
Page 1712:
Document remains largely unexamined
Page 1716:
Document general level, organizatio
Page 1720:
Document Page 420 Weiss and Adler (
Page 1724:
Document Page 421 existing personal
Page 1728:
Document Page 422 land's Leadership
Page 1732:
Document ANALYSIS to identify tasks
Page 1736:
Document Attempts to enhance the pr
Page 1740:
Document Page 425 level criteria. I
Page 1744:
Document Personality Testing Page 4
Page 1748:
Document Page 427 inappropriately,
Page 1752:
Document blurring of boundaries, an
Page 1756:
Document and compromise, reflecting
Page 1760:
Document Page 430 stakes in the dec
Page 1764:
Document Page 431 effectiveness or
Page 1768:
Document Page 432 Hickson, D. et al
Page 1772:
Document niches available to specia
Page 1776:
Document Page 434 nathan (1992), wh
Page 1780:
Document Page 435 more, even when o
Page 1784:
Document McPherson, J. M. (1983). A
Page 1788:
Document Page 437 ing rates of chan
Page 1792:
Document common purposes being soug
Page 1796:
Document Harassment, sexual or othe
Page 1800:
Document Campbell (Eds), Productivi
Page 1804:
Page 1808:
Document EDWIN P. HOLLANDER Power D
Page 1812:
Document This can be defined as a n
Page 1816:
Document This is a strategic intera
Page 1820:
Document The importance of the "bel
Page 1824:
Document Boardman, A. & Vining, A.
Page 1828:
Document Process consulting depends
Page 1832:
Document Mohr (1982) drew a distinc
Page 1836:
Document When all the input and out
Page 1840:
Document Kendrick, J. W. (1984). Im
Page 1844:
Document From the professional's po
Page 1848:
Document Armstrong, P. (1993). Prof
Page 1852:
Document The agenda for project adm
Page 1856:
Document For example, the director
Page 1860:
Document See also Organizational ec
Page 1864:
Document Why is the concept of curr
Page 1868:
Document Greenberg, J. (1990). Orga
Page 1872:
Document A person's score on a test
Page 1876:
Document (1) attention from others;
Page 1880:
Document Sport provides an illustra
Page 1884:
Document Finally, the contrasts bet
Page 1888:
Document Punishment and discipline
Page 1892:
Document Q Quality see TOTAL QUALIT
Page 1896:
Document Page 464 For example, some
Page 1900:
Document Page 465 tic and sometimes
Page 1904:
Document Page 466 of persons come t
Page 1908:
Document R Race Page 467 Prior to t
Page 1912:
Document See also Equal opportuniti
Page 1916:
Document Page 469 the most importan
Page 1920:
Document Reciprocity Page 470 This
Page 1924:
Document Page 471 PAYMENT SYSTEMS a
Page 1928:
Document and argue for a broader ra
Page 1932:
Page 1936:
Document Applications of operant CO
Page 1940:
Document Bibliography Capaldi, E. J
Page 1944:
Document This term refers to the re
Page 1948:
Document Weigelt and Camerer (1988,
Page 1952:
Document Although most strategists
Page 1956:
Document Chakravarthy, B. (1986). M
Page 1960:
Document STRATEGIC ALLIANCES involv
Page 1964:
Document 2. Measurement. Measuremen
Page 1968:
Document Schaubroeck and Kuehn (199
Page 1972:
Document Schaubroeck, J. & Kuehn, K
Page 1976:
Document Bibliography Easterby-Smit
Page 1980:
Document At the macro level, this s
Page 1984:
Document The concept of resources,
Page 1988:
Document Because the environment pr
Page 1992:
Document This is the deliberate mod
Page 1996:
Document (2) framebreaking change w
Page 2000:
Document Bibliography Freeman, S. J
Page 2004:
Document Second, Hanisch (1994) exa
Page 2008:
Document Finally, studies of job ch
Page 2012:
Document Schwab, D. P., Rynes, S. L
Page 2016:
Document Social psychological resea
Page 2020:
Document (1986) describe the conten
Page 2024:
Document Kunda, G. (1992). Engineer
Page 2028:
Document Role conflict is one of se
Page 2032:
Document Several current organizati
Page 2036:
Document Bibliography Kahn, R., Wol
Page 2040:
Document Both overload and underloa
Page 2044:
Document This term specifies the co
Page 2048:
Document S Sabotage Page 502 This m
Page 2052:
Document Page 503 Forms of sabotage
Page 2056:
Document Page 504 both in the Unite
Page 2060:
Document criteria, and is therefore
Page 2064:
Document production and prescribe w
Page 2068:
Document Page 507 The single issue
Page 2072:
Document Page 508 performance such
Page 2076:
Document psychological test of nume
Page 2080:
Document bined to form a battery of
Page 2084:
Document Organizational Behavior an
Page 2088:
Document personal processes (see SE
Page 2092:
Document Page 513 R. O. Perloff (Ed
Page 2096:
Document Page 514 tendencies while
Page 2100:
Document Page 515 tive, and financi
Page 2104:
Document Page 516 and men tend to h
Page 2108:
Document woman" standard by some co
Page 2112:
Document Page 518 to test the sensi
Page 2116:
Document See also Organizational ef
Page 2120:
Document Page 520 There have been m
Page 2124:
Document Page 521 existing critique
Page 2128:
Document Bibliography Zajonc, R. B.
Page 2132:
Document differences among Chinese
Page 2136:
Document Page 524 both the newcomer
Page 2140:
Document Louis, M. R. (1980). Surpr
Page 2144:
Document there should be a degree o
Page 2148:
Document Page 527 Mumford, E. (1987
Page 2152:
Document 1992) is empirical: An ite
Page 2156:
Document Bibliography Urwick, L. F.
Page 2160:
Document organizational behavior. E
Page 2164:
Document analyses, have been used t
Page 2168:
Document Page 532 case, status can
Page 2172:
Document Page 533 overgeneralizatio
Page 2176:
Document Page 534 JOINT VENTURES).
Page 2180:
Document Mowery, D. (Ed.), (1988).
Page 2184:
Document Page 536 relies on multipl
Page 2188:
Document Cognitive Approaches Page
Page 2192:
Document Page 538 have, in recent y
Page 2196:
Document Page 539 concerned with ne
Page 2200:
Document Page 540 Alarm (in prepara
Page 2204:
Document Page 541 Ferguson, is the
Page 2208:
Document Bibliography Page 542 Char
Page 2212:
Document Page 543 Performance, in t
Page 2216:
Document Page 544 this level of ana
Page 2220:
Document Page 545 Succession planni
Page 2224:
Document (1) the Strong man who dep
Page 2228:
Document Page 547 dramatically. As
Page 2232:
Document Page 548 team leader. Desp
Page 2236:
Document Page 549 Given the widespr
Page 2240:
Document and applications (pp. 3-28
Page 2244:
Document Page 551 importance also.
Page 2248:
Document Page 552 IZATIONAL BEHAVIO
Page 2252:
Document Page 553 defines a key rol
Page 2256:
Document T Taboos Page 554 Organiza
Page 2260:
Document Page 555 See also Group dy
Page 2264:
Document Page 556 While it was reco
Page 2268:
Document Team Roles see GROUP ROLES
Page 2272:
Document Page 558 variety of cuttin
Page 2276:
Document Technology and Organizatio
Page 2280:
Document is also significantly affe
Page 2284:
Document Page 561 boundaries, for e
Page 2288:
Document Page 562 disciplinary team
Page 2292:
Document Williams, R. & Gibson, D.
Page 2296:
Document Page 564 discourse whose p
Page 2300:
Document Page 565 By way of conclus
Page 2304:
Document Page 566 all circumstances
Page 2308:
Document Page 567 organizational re
Page 2312:
Document well as the characteristic
Page 2316:
Document Page 569 involvement of se
Page 2320:
Document Page 570 tices aimed at se
Page 2324:
Document Page 571 One implication,
Page 2328:
Document Page 572 are essentially s
Page 2332:
Document Page 573 substantial prese
Page 2338:
Document z0592-01.gif Figure 1 An i
Page 2342:
Document Page 575 organizational sy
Page 2346:
Document Page 576 system to interac
Page 2350:
Document programs meeting important
Page 2354:
Document is clear that the same ins
Page 2358:
Document Page 579 systems will take
Page 2362:
Document Page 580 are often highly
Page 2366:
Document through behavioral modelin
Page 2370:
Document tance to Williamson's (198
Page 2374:
Document leadership, after refineme
Page 2378:
Document Transitions see CAREER TRA
Page 2382:
Document Page 585 economic actors i
Page 2386:
Document Barber, B. (1983). The log
Page 2390:
Document around agents tend to have
Page 2394:
Document Page 588 MANAGERIAL STYLE)
Page 2398:
Document Page 589 Mowday, Porter, &
Page 2402:
Document Page 590 directed at multi
Page 2406:
Document Page 591 Individuals exhib
Page 2410:
Document U Uncertainty Page 592 Thi
Page 2414:
Document Page 593 Hofstede, G. (198
Page 2418:
Document ment, JOB INSECURITY, and
Page 2422:
Document Page 595 CESSING). Several
Page 2426:
Document The validity of data is re
Page 2430:
Document (5) If necessary or desire
Page 2434:
Document Because values are learned
Page 2438:
Document England, G. W. (1967). Org
Page 2442:
Document These cycles (or circles)
Page 2446:
Document Example: In an employment
Page 2450:
Document Historically, the emphasis
Page 2454:
Document W Withdrawal, Organization
Page 2458:
Document Page 605 omics, anthropolo
Page 2462:
Document Page 606 exploring each to
Page 2466:
Document Reskin, B. & Roos, P. A. (
Page 2470:
Document Bibliography Brenner, O. C
Page 2474:
Document Reimann, B. (1980). Organi
Page 2478:
Document See also Group dynamics; G
Page 2482:
Document Page 611 conditions for di
Page 2486:
Document Index Note: Headwords are
Page 2490:
Document advanced manufacturing tec
Page 2494:
Document anthropology, 121 anticipa
Page 2498:
Document and postmodernism, 436 pow
Page 2502:
Document research design, 480 selec
Page 2506:
Document typologies, 48 vocational
Page 2510:
Document civil rights, 141, 241 cla
Page 2514:
Document collective action, 71, 112
Page 2518:
Document community ecology, 82 comm
Page 2522:
Document and reciprocity, 470 sabot
Page 2526:
Document and ownership, 13 research
Page 2530:
Document obedience, 352 teleologica
Page 2534:
Document business ethics, 41 career
Page 2538:
Document power, 441 resources, 486
Page 2542:
Document division of labor, 137, 14
Page 2546:
Document managerial, 316 organizati
Page 2550:
Document matrix organization, 319 o
Page 2554:
Document evolutionary theory, organ
Page 2558:
Document performance appraisal, 413
Page 2562:
Document Follett, M. P., 63 force f
Page 2566:
Document roles, 516 sexual harassme
Page 2570:
Document groupthink, 207 quality ci
Page 2574:
Document gate keepers, 189 group de
Page 2578:
Document conflicts, 95 and discrimi
Page 2582:
Document influence, 231 group dynam
Page 2586:
Document empirical results, 241 gua
Page 2590:
Document importance, 257 training,
Page 2594:
Document job satisfaction, 2, 9, 75
Page 2598:
Document knowledge of results, 280,
Page 2602:
Document social constructionism, 52
Page 2606:
Document management development, 30
Page 2610:
Document management of high potenti
Page 2614:
Document and analysis levels, 294 r
Page 2618:
Document human relations movement,
Page 2622:
Document innovation, 239 interorgan
Page 2626:
Document team building, 555 organiz
Page 2630:
Document demography, 383 differenti
Page 2634:
Document organizational neurosis, 3
Page 2638:
Document performance appraisal, 413
Page 2642:
Document research, 481 performance,
Page 2646:
Document phenomenology, 228 plannin
Page 2650:
Document power, 5, 24, 437 autonomy
Page 2654:
Document process technology, 447, 5
Page 2658:
Document Q quality, 87, 393, 476 se
Page 2662:
Document research integrative view,
Page 2666:
Document resource partitioning, 432
Page 2670:
Document business ethics, 41 stakeh
Page 2674:
Document training, 577 selection in
Page 2678:
Document payment systems, 406 perso
Page 2682:
Document social loafing, 200, 206,
Page 2686:
Document international management,
Page 2690:
Document strategy implementation, 5
Page 2694:
Document symbolic architecture, 67
Page 2698:
Document job characteristics, 264 j
Page 2702:
Document tit-for-tat, 443 top manag
Page 2706:
Document uncertainty, 592 avoidance
Page 2710:
Document shared, 599 socialization,
Page 2714:
Document life stages, 297 paid work
Page 2718:
Document Y Yin, R. K., 483 file:///
show all

The Blackwell Encyclopedic Dictionary of Organizational Behavior

Create successful ePaper yourself

Delete template?

Save as template?