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The Blackwell Encyclopedic Dictionary of Organizational Behavior
The Blackwell Encyclopedic Dictionary of Organizational Behavior
The Blackwell Encyclopedic Dictionary of Organizational Behavior
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Document<br />
<strong>The</strong> <strong>Blackwell</strong> <strong>Encyclopedic</strong> <strong>Dictionary</strong> <strong>of</strong> <strong>Organizational</strong> <strong>Behavior</strong><br />
Edited by Nigel Nicholson<br />
Advisory Editors<br />
Randall S. Schuler<br />
Andrew H. Van de Ven<br />
file:///C|/downloadnetlibrary/<strong>Blackwell</strong>%20Ency/nlReader.dll@BookID=48684&FileName=Page_III.html [2008-04-01 01:24:24]<br />
Page iii
Document <strong>The</strong> <strong>Blackwell</strong> <strong>Encyclopedic</strong> <strong>Dictionary</strong> <strong>of</strong> <strong>Organizational</strong> <strong>Behavior</strong> Edited by Nigel Nicholson Advisory Editors Randall S. Schuler Andrew H. Van de Ven file:///C|/downloadnetlibrary/<strong>Blackwell</strong>%20Ency/nlReader.dll@BookID=48684&FileName=Page_III.html [2008-04-01 01:24:24] Page iii
- Page 2: Document The Blackwell Encyclopedic
- Page 8: Document Disclaimer: Some images in
- Page 12: Document Contents Page v Preface vi
- Page 16: Document For this reason, the appli
- Page 20: Document This Encyclopedic Dictiona
- Page 24: Document Within OB it is common for
- Page 28: Document The fourth way in which to
- Page 32: Document Writing a concise, informa
- Page 36: Document Last, but by no means leas
- Page 40: Document Kenneth Bettenhausen Unive
- Page 44: Document Cary L. Cooper University
- Page 48: Document Robert A. Giacalone Univer
- Page 52: Document Graham Hubbard Royal Melbo
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Document Joanne Martin Stanford Uni
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Document Catherine A. Riordan Unive
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Document Toby D. Wall University of
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Document A Ability This concept den
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Document vacation, or maternity lea
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Document falls and when lucrative o
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Document ergonomists have tradition
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Document Accountability has roots i
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Document research redesigned the wo
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Document Page 7 tions. It originate
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Document Volpert, W. (1974). Handlu
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Document of organizational inertia.
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Document Affiliation, Need For Page
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Document Page 11 uous physical acti
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Document Kohn, M. L. & Schooler, C.
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Document Page 13 Organizational res
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Document Zajac, E. J. (1990). CEO s
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Document for future research. Journ
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Document Page 16 Anticipatory socia
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Document Page 17 cumulative experie
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Document can be an important ingred
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Document Page 19 Although the resul
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Document Attitude Measurement see A
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Document Page 21 theory) can be eas
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Document standing and explaining th
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Document Page 23 processes within o
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Document researchers have become mo
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Document the larger part of the man
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Document (1) task differentiation -
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Document Bibliography Spector, P. (
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Document 4. Absolute Competitive Ad
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Document Bibliography Lengnick-Hall
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Document Individuals frequently fai
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Document See also Attribution; Boun
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Document Page 32 OF ANALYSIS. Time-
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Document of unintentional discrimin
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Document Page 34 less of how desira
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Document Page 35 These assumptions
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Document Page 36 full-time employee
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Document Page 37 designs in which t
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Document Page 38 normal rather than
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Document Page 39 bureaucratic model
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Document Page 40 exhaustion is the
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Document Page 41 studies have been
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Document descriptive/empirical and
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Document See also Organization deve
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Document Career Anchor A career anc
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Document See also Career; Career th
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Document Two dominant theories with
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Document These can be loosely categ
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Document Dalton, G. W. & Thompson,
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Document Finally, the phenomenon of
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Document Future developments in the
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Document Independent of level of an
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Document Notwithstanding this dilem
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Document The outcomes of adjustment
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Document Nicholson, N. (1984). A th
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Document A final word is necessary
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Document In publicly traded corpora
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Document Bibliography Barnard, C. (
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Document Many would consider an eff
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Document Absent these antecedents,
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Document The applied theories that
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Document Social entities with virtu
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Document Classical theory is often
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Document Page 63 The principles of
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Document Political models suggest t
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Document relationship of these COGN
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Document Pondy, L. R. (1983). Union
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Document (b) easily performed (prim
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Document Page 68 sequencing of acti
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Document Collaboration Page 69 The
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Document industry norms may be stro
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Document viors by employees (1991,
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Document no straightforward correla
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Document issue of grievance cannot
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Document Bibliography Clegg, H. A.
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Document Page 75 The general theory
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Document Mowday, R., Porter, L. & S
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Document Page 77 subsequent decisio
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Document Page 78 tion represent two
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Document Page 79 falsehood (see POS
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Document important to consider, stu
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Document Page 81 the nature of orga
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Document Page 82 technologies than
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Document Wholey, 1988). Examples of
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Document Table 1 Definitions of the
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Document Page 85 development of peo
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Document Mintzberg, H. (1973). The
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Document Page 90 (Rafaeli & Sutton,
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Document Vayrynen, R. (1991). To se
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Document Bibliography Brown, L. D.
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Document Page 98 claim, or the gran
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Document Bibliography Porter, M. (1
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Document Consideration see INTERPER
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Document training do not insure con
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Document Figure 1 Consultancy inter
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Document Consultancy Style see CONS
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Document Thompson, J. D. (1967). Or
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Document Page 107 greater importanc
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Document Page 109 and distinct, gov
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Document Cooperatives A convenient
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Document Brazda, J. & Scheding, R.
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Document Page 114 All these terms e
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Document Creativity Enhancement in
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Document Page 119 ecosystem (e.g.,
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Document Page 120 quacies combined
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Document Page 122 Culture is freque
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Document Table 1 Small power distan
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Document Page 124 basic components
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Document See also Group dynamics; G
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Document contractual relationships
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Document First, work decisions migh
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Document Hage, J. (1980). Theories
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Document political expediency model
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Document Figure 1 Four models of de
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Document Page 132 accepted by these
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Document ment; Top management teams
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Document autonomous organization wh
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Document See also Loose-coupling; D
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Document Page 138 dynamic and turbu
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Document Hampden-Turner, C. (1990).
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Document Page 140 other studies hav
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Document physical unattractiveness.
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Document Page 142 protected group m
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Document Related Diversification Pa
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Document Page 145 more generalist,
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Document Downsizing Page 147 This r
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Document Page 148 the workforce con
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Document tional change and redesign
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Document Lazarsfeld, P. F. & Menzel
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Document Tellegen, A. (1985). Struc
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Document Company control of emotion
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Document changes to core organizati
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Document In this vein, studies have
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Document The concept was first deve
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Document ANGELO DE NISI Equity Theo
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Document JERALD GREENBERG ERG Theor
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Document Interesting issues have ar
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Document Wilson, J. R. & Corlett, E
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Document For the most part, when et
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Document Bibliography Agar, M. H. (
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Document In achieving efficiency, e
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Document Research thus far suggests
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Document See also Personality; Indi
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Document Most SMALL BUSINESSES as w
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Document Singleton, W. T. (1989). T
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Document Most people in organizatio
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Document Despite its social importa
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Document The notion of flexibility
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Document Organizations do not emerg
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Document Pfeffer, J. (1992). Managi
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Document See also Manifest and late
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Document file:///C|/downloadnetlibr
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Document An estimated sixty (plus)
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Document "Games" refer to strategic
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Document See also Prisoner's dilemm
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Document Koopman, P. L., Broekhuyse
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Document Research does frequently s
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Document Taking only a social persp
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Document Wolf, N. (1991). The beaut
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Document acceptance refers to initi
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Document Locke, E. A. (1968). Towar
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Document Stakeholder pressures to r
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Document services. Some organizatio
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Document Page 198 body else becomes
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Document Scott, J. (1991). Social n
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Document Page 200 SION MAKING effec
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Document NORMS which prescribe acce
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Document (1972) Victims of Groupthi
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Document Bibliography Hackman, J. R
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Document One issue is measurement.
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Document Ironically, the Hawthorne
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Document Hage, J. (1990). Organizat
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Document Historically, most attenti
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Document Studies of the impact of t
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Document Kling, R. (1980). Social a
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Document The Harvard approach ident
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Document One further element in the
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Document Lawler, E. (1986). High in
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Document See also Human resource ma
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Document into clear focus and demon
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Document Boxall, P. F. (1991). Stra
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I Document Identification Page 223
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Document Page 224 that which is rea
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Document See also Social constructi
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Document Page 226 decade. The curre
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Document Page 227 Giacalone R. A. &
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Document Page 228 psychoanalytic, p
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Document Black Psychology (2nd edn)
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Document findings from industrial s
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Document Maurice, M., Sellier, S. &
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Document general model for an indiv
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Document Page 233 DECISION MAKING,
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Document ing practices in the Unite
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Document The "labor market" general
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Document Although systematic resear
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Document Weber (1947) was the first
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Document Some of the emergence and
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Document Attitudinal patterns were
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Document It has long been recognize
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Document Since Rotter's initial wor
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Document More properly, loosely cou
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Document see TASK AND MAINTENANCE B
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Document German sociologist Max Web
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Document Although countless books a
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Document Despite the proliferation
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Document Developments in Europe hav
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Document Increasingly, the focus in
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Document The Nature of Diversity in
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Document No single theory explains
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Document The boundaries of the chan
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Document Jackson, S. E., May, K. E.
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Document Over the last decade, the
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Document LYNDA GRATTON Managerial B
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Document (d) NEGOTIATION over the b
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Document Machin, J. L. J. (1982). T
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Document In an influential statemen
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Document Mass production is importa
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Document Some organizations today a
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Document The terms gained a conside
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Document The popularity of these ap
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Document Locke, E. A., Shaw, K. N.,
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Document MACY, or expertise are les
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Document for mutually beneficial tr
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Document Page 346 models is clique
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Document the information content, m
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Document life and nonwork responsib
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Document (2) Government and its age
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Document Wall, T. D., Kemp, N. J.,
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Document House, R. J. (1977). A 197
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Document niches available to specia
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Document McPherson, J. M. (1983). A
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Document Page 437 ing rates of chan
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Document common purposes being soug
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Document Harassment, sexual or othe
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Document Campbell (Eds), Productivi
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Document This can be defined as a n
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Document This is a strategic intera
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Document The importance of the "bel
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Document Boardman, A. & Vining, A.
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Document Process consulting depends
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Document Mohr (1982) drew a distinc
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Document When all the input and out
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Document Kendrick, J. W. (1984). Im
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Document From the professional's po
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Document Armstrong, P. (1993). Prof
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Document The agenda for project adm
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Document For example, the director
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Document See also Organizational ec
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Document Why is the concept of curr
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Document Greenberg, J. (1990). Orga
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Document A person's score on a test
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Document (1) attention from others;
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Document Sport provides an illustra
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Document Finally, the contrasts bet
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Document Punishment and discipline
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Document Q Quality see TOTAL QUALIT
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Document Page 464 For example, some
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Document Page 466 of persons come t
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Document R Race Page 467 Prior to t
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Document Page 469 the most importan
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Document Reciprocity Page 470 This
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Document Page 471 PAYMENT SYSTEMS a
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Document file:///C|/downloadnetlibr
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Document Applications of operant CO
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Document Bibliography Capaldi, E. J
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Document This term refers to the re
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Document Weigelt and Camerer (1988,
- Page 1952:
Document Although most strategists
- Page 1956:
Document Chakravarthy, B. (1986). M
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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
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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
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Document This term specifies the co
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Document S Sabotage Page 502 This m
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Document Page 503 Forms of sabotage
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Document Page 504 both in the Unite
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Document criteria, and is therefore
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Document production and prescribe w
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Document Page 507 The single issue
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Document Page 508 performance such
- Page 2076:
Document psychological test of nume
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Document bined to form a battery of
- Page 2084:
Document Organizational Behavior an
- Page 2088:
Document personal processes (see SE
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Document Page 513 R. O. Perloff (Ed
- Page 2096:
Document Page 514 tendencies while
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Document Page 515 tive, and financi
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Document Page 516 and men tend to h
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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
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Document Page 541 Ferguson, is the
- Page 2208:
Document Bibliography Page 542 Char
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Document Page 543 Performance, in t
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Document Page 544 this level of ana
- Page 2220:
Document Page 545 Succession planni
- Page 2224:
Document (1) the Strong man who dep
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Document Page 547 dramatically. As
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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
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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
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Document Williams, R. & Gibson, D.
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Document Page 564 discourse whose p
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Document Page 565 By way of conclus
- Page 2304:
Document Page 566 all circumstances
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Document Page 567 organizational re
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Document well as the characteristic
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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
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Document Page 575 organizational sy
- Page 2346:
Document Page 576 system to interac
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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
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Document gate keepers, 189 group de
- Page 2578:
Document conflicts, 95 and discrimi
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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
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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:///
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