Human resource management and firm performance: testing a contingency model of executive controls Scott A. Snell This study examined the relationship between human resource management (HRM) controls used by executives and changes in the financial performance of their firms (ROA and sales growth). Results from 102 single product firms Indicate that, as hypothesized, when the […]
Category: Journal of Management
Mediating and moderating effects in job design Gary Johns The dominant paradigm in job design research, obtaining self-reports of job characteristics from job incumbents, seems to have weathered the storm provoked by Salancik and Pfeffer (1978). They argued that research concerning incumbent reactions to self-reported job characteristics was susceptible to priming effects, common method variance, […]
Implementing international strategy at the business unit level: the role of managerial decision-making characteristics Kendall Roth Kogut, B. 1989. A note on global strategies. Strategic Management Journal, 10: 383-389. Lawler, E.E., III. 1974. For a more effective organization-match the job to the man. Organizational Dynamics, 3(1): 19-29. Lawrence, P.R., & Lorsch, J.W. 1967. Organization and […]
Transformational leadership and the performance of research and development project groups Robert T. Keller A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time 1 and one-year later at time […]
The role of role playing in organizational research – Special Issue: Yearly Review of Management Jerald Greenberg In their classic chapter on research methodology in the second edition of the Handbook of Social Psychology, Aronson and Carlsmith described the role playing study as “an |as-if’ experiment in which the subject is asked to behave as […]
The Fortune corporate ‘reputation’ index: reputation for what? Gerald E. Fryxell Few social scientists would dispute that competent research is built on a foundation of good measurement. However, in many areas of management study, measurement is a particularly vexing problem. Fortunately, some progress has been made. For example, a reliance on single exemplars of complex […]
Strategic decision processes: critical review and future directions – Special Issue: Yearly Review of Management Nandini Rajagopalan Research in strategic management has often been classified into two broad categories: research dealing with issues of strategy content and research on the process by which strategy is created and implemented. However, an examination of the body of […]
Three components of perceived environmental uncertainty: an exploratory analysis of the effects of aggregation Edwin A. Gerloff Duncan’s 1972 instrument was completed by 118 Project Managers to investigate perceived environmental uncertainty (PEU). Factor analysis indicates significant loadings on three factors corresponding to Milliken’s (1987) state, effect, and response uncertainty. Measures of project manager performance were […]
The critical psychological states: an underrepresented component in job characteristics model research Robert W. Renn Hackman and Oldham’s (1976) job characteristics model has stimulated over 200 published empirical studies and at least three comprehensive reviews (e.g., Fried & Ferris, 1987; Loher, Noe, Moeller & Fitzgerald, 1985; Roberts & Glick, 1981). In their review, Fried and […]
Interaction, nonlinearity, and multicollinearity: implications for multiple regression – Research Methods & Analysis Jose M. Cortina As the social sciences have developed, hypothesized relationships have become more complex. One of the more obvious indicators of this increase in complexity is the increase in the number of moderating relationships that have been hypothesized over the past […]