Current Topics in Management presents basic research on the theory and practice of management and administration. Volume 12 contains eleven contributions divided into four sections. The editor explains the volume in Chapter 1, while the other chapters were the survivors of competitive reviews of 124 submissions to the thirteenth annual International Conference on Advances in Management held at Lisbon, Portugal.Part 1, "Managing Evolution and Transformation" contains three chapters that deal with organizational transformation through reengineering for improving business processes, an organizing framework for the emergence of new organizational forms, and concepts and forms of "do-it-yourself" in organizations which involve creative use of resources to deal with a problem. Part 2, "Managing Inappropriateness" deals with some unusual situations: managing global imbalances that require cooperation and commitment from all countries and one of the most important contemporary phenomena--misrepresentation or radical distortion of reality. Part 3, "Issues in Strategic Management" focuses on the relationships of board of directors' attributes, conflict, and shared mental models to board effectiveness, controlling CEO compensation through an independent board of directors, and ecologically responsive behavior of corporate actors.The final part, "Entrepreneurship and Behavior in Organizations" concentrates with an opportunity-based approach to the theory and research in entrepreneurial discovery research; a study of the moderating effects of goal commitment, task feedback, and reward for competence on the relationship between work overload and creativity; and guidelines to managers for the diagnosis of the spiritual health and intervention to enhance spirituality at work.This volume will be of interest to corporate libraries, advanced students in management and administration, economists, and labor studies specialists. It is the official publication of the Center for Advanced Studies in Management

This annual series presents research on the theory and practice of management. Its goal is to be truly comparative--in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions.Part I, "Organization Theory, Change, and Effectiveness," presents a model of organizational congruency, discusses managing interdependence to enhance organizational effectiveness, outlines a theoretical framework that clarifies the means by which IT can affect organizations' economic activities, and suggests how organization development approach can help find more satisfying equilibria of forces and stakeholders in today's organizational cultures. Part II, "Behavior and Attitudes in Organizations," considers values and leadership roles, discusses the role played by trust in interfirm collaboration, and explores the relationship between organizational climate and ethical decisions. Part III, "International and Cross-cultural Management," looks at various issues of management including power bases of supervisors and subordinates' conflict management strategies and commitment, organizational commitment of the U.S. and Korean workers; superior-subordinate communication in a multicultural workforce in Macao, and cynicism toward change in the public sector in Australia. Part IV, "Human Resource Management," deals with consequences of removing performance appraisal and merit pay; the entrepreneurial role to bring disconnected parties together for economic, social and/or political benefits; and relationships of downsizing to career perceptions and psychological contract. Part V, "Inference and Data in Management Research," urges greater use of strong inference and discusses the strength of data and the interaction between data and inference in a procedure called strong inference.

This annual series presents basic research on the theory and practice of management and administration. Volume 10 includes both invited contributions and revised versions of papers presented at the 2004 International Conference on Advances in Management, held at Orlando, Florida. This volume exemplifies ICAM's comparative orientation, in its broad scope of management perspectives, in the diverse locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions. The chapters in Part 1, "Knowledge Management, Learning, and Effectiveness," discuss the Effective Knowledge Organization; new frontiers to actionable knowledge; and reframing and engaging with organizational learning constraints. In Part 2, "Organization Change, Innovation, and Learning," chapters examine the new sciences and Organization Studies, and Exploratory Research on the Effect of Autonomous Learners to Team Learning within Healthcare Systems. In Part 3, "Performance, Social Capital, and Ethics," chapters elaborate on corporate performance cycles; the Marginal Temp Syndrome; the liabilities of social capital with respect to career development, third-party relationships, creativity generation, change, organizational and societal fragmentation, and collective wrongdoings; and ethics and the 2003 Mutual Fund Scandal. In Part 4, "International and Cross-cultural Management," chapters discuss selecting employees for global assignments; rethinking citizenship in public administration, and styles of handling interdepartmental conflict and effectiveness. This volume will be of particular interest to corporate libraries, doctoral students in management and administration, economists, and labor studies specialists. M. Afzalur RahimInternational Journal of Organizational Analysis and International Journal of Conflict Management, author of twenty books and numerous journal articles, and is professor of management at Western Kentucky University. Robert T. Golembiewski is distinguished research professor, emeritus at the University of Georgia, and has authored or edited over seventy-five books and numerous articles in scholarly journals.

This annual series presents fundamental research on the theory and practice of management. Volume 7 contains articles presented at the 2001 meeting of the International Conferences on Advances in Management (ICAM), held in Athens, Greece. ICAM's goal is to be truly comparative-in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions. This volume exemplifies ICAM's objectives. Part 1, "Organization Theory, Learning, and Effectiveness," revisits the management theory jungle, reports on the development organizational learning capabilities in Europe, encourages organizational learning through cultural diversity, and reviews the role of corporate parent . Part 2, "Behavior and Attitudes in Organizations," considers the relationships of religion to organizational citizenship and whistle-blowing behaviors, identifies antecedents of misbehavior among nurses and social welfare workers, and uses process framework as a method to depict encroaching processes and change in organizations. Part 3, "International and Cross-Cultural Management," looks at various issues of management abroad. Topics include the dimensions and levels of power bases and their relationships to subordinates' compliance and satisfaction in the U.S. and South Korea, the relationship between empowerment and quality of work life in Mexico, and case studies of organizational intellectual capital in China. Part 4, "Management in the Public Sector," turns attention to efforts to recognize and build on differences in public administration. Part 5, "Managing Human Resources," addresses the nature of researcher values in human resource management and considers recent publications in mainstream human resources in order to isolate the patterns of research. Part 6, "Role of Research in Management," discusses the need for processual thinking. It presents a list of factors contrasting two views of management: the classical view, and the "process view of management." This volume will be of particular interest to corporate executives, economists, and labor studies specialists. M. Afzalur Rahim is founding editor of the International Journal of Organizational Analysis and International Journal of Conflict Management, and is professor of management at Western Kentucky University. Robert T. Golembiewski is distinguished research professor at the University of Georgia, and has authored or edited over seventy-five books. Kenneth D. Mackenzie is the Edmund P. Learned Distinguished Professor and president of Mackenzie and Company. He has published numerous articles in scholarly journals and several books.

Public Relations and Communication Management serves as a festschrift honoring the work of public relations scholars James E. Gruning and Larissa A. Grunig. Between them, the Grunigs have published 12 books and more than 330 articles, book chapters, and various academic and professional publications, and have supervised 34 doctoral dissertations and 105 master’s theses. This volume recognizes the Grunig‘s contributions to public relations scholarship over the past four decades. To honor the Grunig’s scholarship, this volume continues to expand their body of work with essays from renowned colleagues, former students, and research associates. The chapters discuss current trends in the field as well as emerging issues that drive the field forward. Sample topics include theories and future aspects of the behavioral, strategic management approach to managing public relations, and its linkages and implications to related subfields and key field issues. Contributions stimulate academic discussion and demonstrate the relevance of applied theories for the practice of public relations and communication management with up-to-date concepts, theories, and thoughts.

Includes contributions from some of the most distinctive leaders in the field, this volume outlines agendas for leadership and development, offering readers innovative ideas about what constitutes leadership.