Business & Economics

This Research in Organizational Sciences volume to explore and question the received wisdom of organizational sciences. The chapters in this volume (and the companion volume) seek to establish boundary conditions for important organizational constructs and processes. They illustrate the importance of context for interpreting the received wisdom of organizational science by showing when constructs must be adapted to changing circumstances.

The volume begins with four chapters looking at the construct of leadership. Each of these addresses an important aspect of our understanding of leadership and its practice. The four chapters on leadership are followed by five chapters dealing with other organizational processes including motivation, organizational change, the role of diversity in organizations and organizational citizenship. The last three chapters deal with the issue of knowledge in large systems. Two chapters address how information may be transmitted across organizations and generations of workers. The final chapter deals with the use of information by organizational decision-makers.

The 12 papers in this volume all, in some way question received wisdom and present alternatives which expand our understanding of organizational behavior. These chapters each strive to present new ways of understanding organizational constructs, and in so doing reveal how received wisdom does not always lead to best practice in research or application. It is our hope that these chapters illustrate how challenging received wisdom in organizational studies can provide new ways of thinking about organizational processes. These new ways of thinking in turn can provide better understanding of the processes necessary to increase organizational effectiveness.

Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a ‘scientific foundation’ for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions.

A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of ‘noise’ as if it were not the central focus of the problem. Managing the complex is about managing ‘noise’ or perhaps we should say it is about ‘dealing with’ ‘accepting’ ‘making room for’ and ‘learning from’ ‘noise’. The articles in this volume and in volumes to come will each be considered as ‘noise’ by some and as ‘gems’ by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.

More Women on Boards: An International Perspective is the seventh volume in the Women and Leadership: Research, Theory, and Practice book series. The purpose of this volume is to explore the complexity of issues related to increasing the number of women on boards of directors around the world: how these issues have been understood; how they have been more and less successfully addressed in different countries and industries; and how they are similar, and yet different, as a results of cultural and legal differences. In the Introduction and 18 chapters included in this book, 42 researchers, activists, and practitioners who were raised or work today in at least 17 countries on 6 continents seek to answer the questions: “Why have women on boards?” “Why is adding women to boards so challenging?” “What actions increase the number of women on boards?” and “What can we learn from situations where there are women board members?”

In seeking to answer these questions, the authors summarize previously existing research and share the results of their own recent qualitative and quantitative research studies conducted in many different countries. Both “fix the woman” and “fix the society” challenges and solutions are explored. Stories of women who have successfully joined and, in many cases, led boards of directors are shared. It is clear to us, and we believe will be clear to those who read this book, that there is no single program that will lead to gender equality on boards; however we believe that the authors in this volume provide a rich variety of research and well supported suggestions for addressing the challenges. When local cultures are considered and multiple suggestions implemented as appropriate, we are confident we will, together, increase the number of women on boards throughout the world.

“The Metis of Projects” addresses veteran project manager Ben Berndt’s unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as "complicated," most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several "level-of-complexity frameworks;" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that—paradoxically—needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex.

There are numerous trends taking place around the world and especially in the U.S. with implications for organizations, the workplace, leaders, and supporting organizations like Human Resources. How organizations and their leadership react and proactively address these changes will be difference between positioning themselves for success in the future or for disappearing as other organizations have disappeared.

The critically important issue of these trends is that they are occurring simultaneously. The trends consists of constant and consistent change driven by advancing technology, challenges with education with implications for a future workforce, an aging population and workforce, four generations in the workforce with a growing millennial workforce, changing expectations from the workforce with an emphasis on employee engagement, and leadership development opportunities.

This perfect human capital storm addresses these very important and relevant issues in a succinct fashion while also providing some systemic recommendations for organizations and its leadership to consider as they work to differentiate themselves from their competition, to look to reinvent themselves, while also creating a great place to work in the 21st century. In addition, the book provides an assessment to use as a guide and to serve as a starting point for discussion and planning among the organization’s leadership team for the organization.

This book will inspire academics, teachers and trainers to use film and television in their classrooms and to shows them how it might be done. It brings together respected international scholars who recount their experiences of how they have used moving images in their classrooms (defined widely to include distance-learning) with their explanations of why they chose this method of teaching and how they put their intentions into action.

The book also illustrates how particular subjects might be taught using film and television as an inspiration to demonstrate the range of opportunities that these media offer. Finally, this book considers some of the practical issues in using film and television in the classroom such as copyright, technology, and the representation of reality and drama in films.

This is a ‘practical, how to’ book that answers the questions of those people who have considered using film and television in their classroom but until now have shied away from doing so. The opportunity to see how others have used film effectively breaks down psychological barriers and makes it seem both realistic and worthwhile.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations.

In recognition of the centennial anniversary of the ratification of the 19th Amendment to the U.S. Constitution, which granted American women the right to vote and the subsequent struggle for women of color to exercise it, this volume features the personal narratives of recognized scholars in the field who have advanced understanding of gender at work. In this way, we appreciate, and gain perspective on, the rewards and challenges of this essential scholarship and the lives of those who engage in it. The combination of these narratives is an exciting and meaningful exploration of the study of gender and its intersection with other marginalized social identities at work that authentically captures the experiences of scholars in the field and inventively pushes our understanding of diversity in organizations.

This work looks at new directions in human resource management. It covers such topics as: customer feedback as a critical performance dimension; accountability in human resources management; ergonomic training and organizational stress; and more.

This volume presents papers offering perspectives on the theme of women entrepreneurs. It is part of a series focusing on research in entrepreneurship and management.

This book provides a contemporary and thought-provoking exploration of the concept of practical wisdom--what it is and how it can be incorporated into evaluation practice. It defines what practical wisdom is, explores its roots, where it stands today, what constitutes the "wise" evaluator, and how we can develop sound judgment in an unpredictable and chaotic time. It brings together evaluation thought leaders and practitioners to examine the concept of practical wisdom. The authors’ enlightening essays are interwoven with reflective strands comprised of commentaries, examples, and new ideas added by Hurteau and her colleagues that offer a recursive and intricate pattern of reflection on the topic of practical wisdom.

This is a rare book because it moves beyond evaluation methodology to explore how practical wisdom can help us develop new and better solutions for difficult evaluation situations. It will become a standard reference for practitioners, trainers. and teachers of evaluation because it considers the history, ethics, and competencies that underpin practical wisdom, and examines the ways that this untaught skill can be applied, to do, as House says, “the right thing in the special circumstances of performing the job.”

Principled Governance when Everything Matters is an essential handbook for Directors, Managers, Counsellors and Students, indeed for everyone challenged to answer the question: How do we get along?

The democratic world has taken half a millennium to shift its governing principle from the power of might to the rule of law. Through centuries of errors (and trials), we have created a framework of regulation, accountability, and oversight, which, though now widely practiced, is still poorly understood.

Principled Governance when Everything Matters is a guided tour of the field, led by an expert who spent three decades at boardroom and council tables, advising directors and managers in business and civil society. This accessible volume will be invaluable to all practioners providing context and analysis that will help them better understand their responsibilities and execute their duties.

Principled Governance is based on David S. Fushtey’s comprehensive academic text The Director and Manager: Law and Governance in a Digital Age – Machiavelli Had It Easy. That 1000-page volume has been reviewed and revised by a team of subject-area experts, who have drawn out the most useful, relevant – often crucial - lessons. The result is an engaging guide for students of business, civil society, and law, and for the continuing education of directors and the executives who advise them.

In On Leadership: An Interdisciplinary Approach editors Fowler and Raehll provide one of the most comprehensive books on interdisciplinary leadership approaches to date. Contributing authors from across the nation and around the globe include individuals from an array of sectors, including Education (PK-12 and Higher Education), Business, Public and Nonprofit Organizations, Government, Military, Law Enforcement, and the Healthcare Industry. With a focus on highlighting the best practices as it applies to effective leadership in any given organization, the book offers a much needed analysis of what it means to lead successfully in the 21st Century and beyond.

This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the square of the size of the team. For a team in which every member depends on every other member, the number of interdependent relationships becomes overwhelming with relatively small team sizes. Fortunately, recent technical advances in network analysis and multicultural cooperation have been developed to rescue us from mind boggling bombardments of everyone trying to communicate over all others at once. Merely thinking about such a Kafkaesque situation hurts our heads. Armed with these two breakthroughs fairly large networks, both national and multinational, can be led effectively with appropriate selection and training. This book furthers our attempts to make functional networks perform their promise of becoming “superteams.”

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective” economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy.

The Practice of Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 9 chapters in this volume cover a number of significant topics that speak to the practice perspectives on behavioral strategy, covering diverse topics such as M&A decision making in the high-tech sector, scenario thinking, business modeling, project-based organizations, fair trade market certification, and the movie and insurance industries. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on the practice of behavioral strategy.

In this issue of Research Human Resource Management we consider some of the challenges facing organizations today including changes in the population, the increased competition for talent, and the rise in the use of technology. The issue also includes a number of thought-provoking articles that describe strategies for developing sound theories in our field, discuss the consequences of growing diversity in organizations, consider the factors affecting the success of virtual teams, present methods for increasing emotion control for incumbents in emotionally laden jobs, and discuss leadership and performance management in virtual teams.

The first article in this issue compares prospect theory to goal setting theory, and highlights the critical elements needed for theory development in our field. A second article reviewed the literature published from 1976 to 2017 in the Academy of Management Review, the primary theoretical journal in management, and identified the factors associated with the most effective theories published over the last forty years. In view of the growing diversity in organizations, the next article provided a ranking of individual attributes that might be viewed as stigmatizing in organizations. The findings revealed that blemishes of character (e.g., criminality, drug addiction) were viewed as most stigmatizing followed by abominations of the body (e.g., paralysis, leg amputation), and the least stigmatizing attributes were tribal stigmas (e.g., ethnicity, religion). The fourth article focuses on a similar topic, and presents an interesting model of the factors thought to influence weight-based bias. Both of these articles have important implications for overcoming unfair discrimination and increasing the inclusion of all individuals in organizations.

The next article offers an input-throughput-output model of virtual teams, and reviews the literature on each of the variables thought to influence the success of these teams. Given that many customer service jobs in the new economy involve high levels of emotional labor, the sixth article reviews the strategies that can be used to train employees on emotion regulation in these challenging jobs. The final article suggests that leadership and performance management should be aligned with the new team-centric structure of organizations in order to enhance team and organizational performance. In particular, they maintained that organizations need to adopt positive and relational leadership, and redesign performance appraisals to support the new team processes. They also recommended that organizations discontinue the use of forced distribution performance ranking systems. We are confident that these articles will inspire new ideas among researchers in our field, and foster additional theory and research on these important topics.

Optimizing Talent is the must have book for every leader and manager looking to sustain the ultimate workforce. Linda and Paul show what works and what doesn’t in talent initiatives to drive business outcomes. This book is a call to action to transform how you think about talent, how you develop and retain talent and how you measure the impact of talent initiatives on the bottom line.

The goal of this volume is to begin to create those critical linkages between positive psychological attributes and relevant research areas. Undoubtedly, there are many topics in positive psychology that could not be covered in just one volume, and many more topical linkages to business ethics and social responsibility that need to be made. While much research yet needs to be done in this nascent area, we hope that much as other volumes on positive psychology served as an impetus for research in social psychology (see Snyder & Lopez, 2002) and organizational behavior (Cameron, Dutton, & Quinn, 2003), this volume will ignite scientific interest in the role positive psychology plays in key areas such as ethics and social responsibility. As the study of positive psychology continues to emerge more fully, it may well help us to better comprehend the impact of this paradigm on predicting ethical decision making, organizational citizenship, and social responsibility toward the end of creating more positive and productive workplaces in general.

Contrary to the common saying: we do want you to judge this new edition of Organizational Behavior by its front cover. Specifically, featured is that this is the 14th edition, it takes an "Evidence-Based Approach,” and similar to the previous edition there are now three Luthans authors. This 14th edition is based on the foundation provided by the first mainline text which has become the classic for the study and understanding of organizational behavior. However, by taking an evidence based approach, this insures that, even though a classic, this new edition adds the most recent and relevant research to the most extensive, up-to-date reference-base of any organizational behavior text. By adding the two closely related authors (professor sons) literally pumps "new blood" into the sustainability of this classic text by Fred Luthans.

Finally, this new edition recognizes that even though the theoretical framework and coverage largely remains, the context of organizational behavior is rapidly changing. This new edition reflects the "New Age" environment, but still holds to the premise that in today's organizations, success and competitive advantage still comes from the understanding, prediction, and effective management of human resources. With this new edition we invite you to continue the never-ending journey guided by the best organizational behavior theory, research, and application.

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to highlighting new theoretical and empirical perspectives that advance the frontiers of knowledge about power and influence in organizations. The chapters of this volume are all related to power and influence, albeit conceptualized somewhat differently and dealing with different substantive domains. However, that these chapters represent interesting and important contributions to knowledge concerning power and influence in organizations, and that each should spark future research that will further enhance the field.

Scholars of entrepreneurship provide a comprehensive view of opportunity identification, offer a number of theoretical extensions and developments, explore some new empirical territory, and suggest future research. Their topics include the enterprise-serving bias, behavior by different types of entrepreneurs, and how knowledge affects opportunity discovery and exploitation among new ventures in dynamic markets.

The Pursuit of Sustainability: Creating Business Value through Strategic Leadership, Holistic Perspectives, and Exceptional Performance focuses on the hierarchical levels of sustainability, strategic leadership, holistic perspectives, strategic and financial performance. It also focuses on management constructs for developing and implementing cutting-edge solutions to the exciting opportunities and daunting challenges facing strategic leaders. It discusses the requisite strategic thinking, methods, techniques, and practices for examining, understanding, and managing in today’s complex and turbulent business world. Sustainability and sustainable development are critical for creating positive outcomes and achieving success given the dynamics of the global economy and the ongoing shifts in customer expectations, emerging markets, and the intensity of competition.

The aim of the book is to articulate concepts, constructs, and methodologies pertaining to how global corporations and small and medium size enterprises can develop and deploy enhanced solutions and more integrated systems that facilitate leading change in a more interconnected and dynamic business world. The basic perspective is that insightful strategic leaders and astute professionals and their companies can enhance performance, create extraordinary value, and sustain success through sophisticated leadership, cutting-edge management constructs, and state-of-the-art systems that reach across space and time. This includes establishing metrics on how companies can measure their progress in relation to global opportunities and challenges and the needs and expectations of people and society.

The book is intended to provide strategic leaders, professionals, and practitioners with the insights, guidance, and methods for developing and implementing sustainable solutions and holistic management systems without prescribing a generalized model that supposedly would fit every situation. The strategic logic is really the opposite of the prevailing mindset of the last century in which generic concepts were developed by leading theorists (academics and business leaders) who believed that they could articulate “one-fits-all” business methods and models. In today’s more complicated business world, businesses and their strategic leaders and senior professionals have to develop unique management constructs and business models for achieving the desired outcomes and sustaining success. The book describes and articulates how strategic leaders and professionals can take advantage of opportunities and challenges by addressing sustainability, sustainable development, and the pursuit of sustainability and how they can develop and deploy exciting solutions and effective systems in the quest for excellence. Excellence provides the mantra for positive change and sustainable success.

The book consists of two parts. Part I examines the hierarchy of sustainability, external context, and sustainable solutions. It includes defining and examining overarching concepts and constructs pertaining to sustainability and sustainable development, highlighting the importance of the pursuit of sustainability, examining the social world and the natural environment, and discussing holistic perspectives and management constructs used to achieve sustainable success. Part II explores sustainable strategic leadership, creating business value, and management constructs pertaining to performance, vulnerabilities and sustainable success. Most importantly, Part II presents a strategic sustainability performance model that allows strategic leaders and professionals to discern where they fit in the hierarchy of sustainability.

The information in Organizational Performance in a Nutshell provides a comprehensive framework for understanding questions like why does one organization thrive while another struggles for survival even though both are operating in the same industry, or how can some of the largest global organizations such as GM, Ford, Chrysler, Home Depot, Sears, Kmart, Airbus, Citigroup, Gateway, and Dell perform so poorly after being such colossal leaders in their industry? A new way of thinking about organizational effectiveness will emerge from the information contained in this book. In sum, organizational performance in a nutshell will be revealed.

Managers who focus on time usually concentrate on the wrong things. Quality Time presents a new approach to achieving productivity through time management. Time itself is not what matters but rather how that time is used to achieve individual and organizational goals. Managers who get upset over employees coming to work late or socializing on the job often care more about them “putting in time” than putting their time to good use.

Quality Time is for managers and others who care about everyone putting their time to good use to contribute to the value of the organization. Based on unique concepts, Quality Time offers both general and specific information and advice from an individual and a team or group point of view. It is designed so that the manager is involved first and then group or team members are engaged. Through reciprocal communication, all parties can arrive at better uses of time. While focused on managers, anyone can achieve productivity from the use of the unique framework and assessments.

Quality Time is different from other time-management books. Most are focused solely on the individual. Quality Time is intended to serve individuals but also workgroups or teams. Quality Time is readable. It uses straightforward language to involve the reader. It makes learning easier and enjoyable by making the material realistic and interesting. The material is up-to-date and accurate as well.

After the New Public Management had evolved in English speaking countries, it became a role model for the reform of public administration all throughout the world. Although there were obvious similarities in terminology used in different countries, the model was usually adapted to the cultural and political context in which it had to be embedded. This also resulted in significant conceptual differences, so that nowadays, there is no one single NPM in the world.

In contrast to the original NPM model, this version puts emphasis on responsibility rather than accountability of public managers; it is strictly focused on the outcomes of public services rather than the output level; and it is grounded on the Rechtsstaat tradition of Continental European countries. Thus, the label that has been used in German ever since, Wirkungsorientierte Verwaltungsführung, is consequently translated into 'outcome-oriented public management' (OPM).

This book is an English version of a German classic teaching book. In its original form, it was first published in 2000 and constantly revised according to latest developments in practice. Currently, it's 4th edition is selling in German speaking countries. Written for students and practitioners in public administration, the book describes the OPM model and its roots, and it discusses benefits and drawbacks of this model in practice. It is a perfect introduction into the new thinking of outcome orientation in the public sector.

The books in this series aim to be provide a forum for sharing ideas, concepts and results of research and practice in the field of public management, and to stimulate critical thinking about alternative approaches to problem solving and decision making in the public sector.

The Pursuit of Sustainable Leadership: Sustainable Leadership (SL) encompasses the broad roles and responsibilities of leaders that cut across the whole organization and the entire extended enterprise from horizon to horizon. The underpinnings of SL require strategic leaders and professionals to play leading roles in dealing with critical issues affecting business and people. This including resolving the related problems and challenges and participating in the development and deployment of sustainable solutions based on the full spectrum of needs and expectations of society, market spaces, and business environment. SL necessitates openness, inclusiveness, innovativeness, and fair mindedness. It requires strategic leaders to create an extraordinary vision and to fulfill their missions to develop, support, and promote the extended enterprises and the market spaces served by their businesses.

Sustainable strategic leaders ensure that their organizations and enterprises are fully capable and responsive to external dimensions and market spaces and have the potential to be successful. They serve and support markets, customers, and stakeholders and provide them with solutions and successful outcomes. In addition, strategic leaders fulfill their broad responsibilities to society through positive actions to improve the social and economic fabric of the human world and to mitigate the negative impacts across all of the social, economic, and environmental aspects.

The Pursuit of Sustainable Leadership (PSL) involves the ongoing learning and development of business leaders and students to become true strategic leaders who have the proper principles, philosophies, values, capabilities and perspectives for achieving sustainable success. True leaders are dedicated to their endeavors and never stop making transitions and transformations to higher levels of sophistication. The PSL is based on a learning the foundations of leadership, having the right principles, developing personal philosophies, using broad perspectives, adapting openness and honesty, engaging in continuous learning, embracing lifelong personal and professional development, and being a sustainable leader. The key to success involves acquiring new knowledge, seeking profound experiences, expanding one’s understanding of realities and possibilities, and developing positive mindset through demanding roles and responsibilities, interactive engagements and profound learning.

Over the past five years the Davis Conference on Qualitative Research has welcomed research projects by the very best qualitative, organizational researchers in the world. This conference has helped authors develop and hone theoretical ideas in an environment friendly to qualitative methods, and more importantly, has begun to build a community of qualitative researchers that work on organizational and management issues. The authors winning the "Best Presentation Awards" at the Davis Conference over the past five years have contributed chapters to this volume. The ideas in these chapters were "born" before the conference, but were nurtured through dialogue at the conference, and subsequently matured through later interactions among the community of qualitative scholars associated with the conference. As such, this volume represents the fruits of our collective labor as a qualitative research community. This collective and iterative process is a hallmark of qualitative methods, and often leads to a counter-intuitive, "ah-hah" experience for the researcher. This volume showcases some of the very best of those ah-hah experiences from the organizational, qualitative research community.

As epitomized in the 2016 U.S. Presidential election, women in politics may hit a “glass ceiling” or in the case of former U.K. Prime Minister, Theresa May in 2019, go over a “glass cliff”. Even though women are starting to experience more success gaining offices at state and local levels, women’s participation in the political arena is still disproportionately low. This book explores current research findings, development practices, theory, and the lived experience to deliver provocative thinking that enhances leadership knowledge and improves leadership development of women around the world.

People are often stigmatized by virtue of their status on such dimensions as race, ethnicity, gender, age, weight, disability, or sexual orientation, and this book deals with the plight of those who are stigmatized in organizations. For example, they often experience prejudice, unfair discrimination, mistreatment, and exclusion from organizations and society as a whole. As a result, there has been an increased interest in developing ways to decrease the negative experiences of stigmatized groups, increase their inclusion in organizations, and ensure that they have the opportunity to enjoy a satisfying work life. Despite an increased interest in decreasing the negative experiences of stigmatized groups, most of the studies in human resource management (HR) and organizational behavior (OB) have focused on only a subset of these individuals including African-Americans, women, older workers, and people with physical disabilities (Dipboye & Colella, 2005). A number of other stigmatized groups have been practically neglected by organizational research including people with psychological disabilities (e.g., anxiety and depressive disorders), Asian Americans, immigrants, those with foreign accents, individuals with different sexual orientations, people who are single in organizations, women entering the corporate suite, and adolescents. Thus, the primary purposes of this issue of Research in HRM is to consider research on The plight of stigmatized groups in organizations, and foster research on those groups who have been neglected in organizational research.

In view of these arguments, this issue (a) presents a brief review of the research on the plight of several stigmatized groups in organizations (e.g., Asian Americans, those with psychological disabilities, people who are single, women entering the corporate suite, and individuals with different sexual orientations, (b) identify needed research on these stigmatized groups, (c) offer directions for future research, and (d) consider the implications for practice that can decrease the negative experiences of these group members, and facilitate their inclusion in organizational settings.

This book, “The perspective of women’s entrepreneurship in the Age of Globalization” addresses the issue of female entrepreneurship development in the context of globalization. The authors take the position that entrepreneurship serves as a catalyst of economic development and globalization process has progressively reduced barriers to entrepreneurship and increased competition in the global market. Namely, important settings of inter-country cooperation in our times are the emergence of the phenomenon of globalization. Like an on-coming vehicle globalization cannot be stopped. However, we can influence its direction and we can prepare to use it as an instrument for improving the conditions of the greater majority of people all over the world. The recognition of the capacity of women entrepreneurs in our global community is no longer a matter for debate. It is our reality that Female Entrepreneurship has been the major factor contributing to the development of many countries.

This book brings together a large amount of information on various women entrepreneurship opportunities from different points of view and from different countries and regions. The special value of this volume is the networking of researchers - scientists and other professionals and experts all over the world and their participation with the articles based on research undertaken specifically for the book.

The Davis Conference on Organizational Research, held for the last 15 years, is the world’s leading conference for qualitative researchers in organizational studies. Scholars receiving the “Best presentation awards” at the Davis Conference for the past 6 years have contributed chapters to this volume. These papers explore social relationships in organizations and work, and cover a diverse set of topics ranging from boundary spanning in collaboration and teamwork to embodied competence at work and beliefs about availability among professionals. Yet all the papers are similar in that they benefited from the community of over 150 scholars developed through the Davis Conference, and represent qualitative research at its very best.

Radical Thoughts on Ethical Leadership, provides contributions from established scholars with fresh perspectives on ethical leadership, with challenging viewpoints that have been given little coverage in the literature to date. Radical Thoughts on Ethical Leadership includes theoretical perspectives that are founded on unconventional approaches—radical, “outside the box” ideas that would be difficult to get through the conventional journal review process.

The volume brings together noted researchers from a variety of disciplines and explore non-mainstream approaches to ethics and social responsibility theory, research, and practice in both business and public administration. Grounded in the established literature and providing insight for researchers, managers/ administrators, or organizations at large, the volume establishes new paradigms for the field of ethical leadership.

This volume is based around 14 chapters and two critical analyses which provide new perspectives on important organizational constructs. The first half of the book provides chapters by advanced graduate students who are making their first contributions to understanding organizational behavior. The second half of the book provides chapters illustrating new views of organizational constructs but from the perspectives of more established researchers in the field. All chapters share a common theme of attempting to provide new ways of viewing organizations and organizational behavior. Each chapter is based on the premise that, when presented with problems that seem impossible to solve, often the best results are achieved by finding new perspectives on the basic constructs being studied. These new perspectives provide insights which illuminate the problems for the theory of organizations as well as improving the ability of organizational members to solve practical organizational problems.

When the tried and true formula for an organization’s performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the stages of grief must be endured and the conclusion accepted. Moreover, the romance of the “grand old formula” must be overcome by the realization that a new and more attractive formula must be invented or found to replace it. The fate of thousands of organizations that did not change their games when WalMart came to town bears witness to the Iron Law of Capitalistic Markets: “Change your game when necessary to remain competitive”. As Mr. Sam Walton told my son, Mike, stay the course as long as you can, but be willing to change it when it’s not working. Clearly, Mr. Sam’s protégés got the message.

This book describes game-changing designs using the latest research-based strategies for inside organizational participants from CEOs, Boards of Directors, top, middle and lower managers and participants, and those people outside with a stake in its continued performance.

We have had the unique opportunity to understand from the “inside-out” both Mr. Sam Walton’s miracle at WalMart and the great turnaround at Cincinnati’s Procter and Gamble over the last 15 plus years. We conclude from these studies that Mr. Sam has become a modern patron saint of American game-changers. WalMart has been seen by most business reviewers as a clear business case study of a “stay the course” formula of “lowest price” for the customer, but our research shows that Mr. Sam created a “game-changing design culture”. Yes, Mr. Sam began to build his juggernaut using a “lowest price” strategy that changed the game by “shock and awe” strategies in small markets. Moreover, Mr. Sam next changed the game by employing advanced information technology to reduce supply chain costs and go international. Later, Mr. Sam changed the game again by partnering with his reluctant vendors and requiring that most large suppliers maintain a permanent WalMart team near WalMart headquarters in Bentonville, Arkansas. Later, Mr. Scott, the CEO successor to Mr. Sam, changed the game again by “going green”. In addition, the effective integrative partnering with originally adversarial supplier teams by Mike Graen’s coaches set of new standard for inter-organizational cooperation. Mr. Sam’s legacy continues to inspire new game-changing designs across many different kinds of organizations in America and beyond. Once CEOs understand that their competition is as bright and hard working as they and they need to leap-frog to new games, Mr. Sam’s examples of carefully designed and implemented game-changing research-based innovations become their bible. As our domestic and international markets have become increasingly discontinuous and what worked yesterday doesn’t work today, our CEOs should look to Mr. Sam’s approach that changed the game before his competitors many times.

Proven Solutions for Improving Supply Chain Performance is a collection of about 175 descriptions of scientific management studies in the management of supply chains. Each one of the descriptions of the scientific studies is presented in readable and understandable form for individuals who probably have not had the statistical and scientific education and training to fully understand the underlying studies.

The book is significantly different from the popular management literature, which is generally based on “armchair” theories that have little basis on fact, and seldom have been scientifically verified. Although the book is targeted for the supply chain manager/administrator, it can also be used as a supplementary reader in such courses as Operations Management, Service Systems Management, Manufacturing Management, Purchasing Management, and, of course, in Supply Chain Management courses.

Scholarship related to financial and consumer education largely concerns itself with the acquisition, management, and growth of financial resources. In a global setting that witnesses increasing competition for natural resources, along with diminishing appreciation for human rights, a challenge for financial and consumer educators involves developing foundation for bettering individual wealth in manners that respect all members of a global society.

Reframing Financial Literacy fills this need by providing literature that examines a broad view of financial literacy by connecting financial practice with issues of citizenship, along with personal and professional identity. It relates these issues to educational theory and practice to provide the reader with information about the relevance of improving social worth, while bettering financial wealth.

Boasting 14 previously unpublished chapters from an international slate of authors, and classroom adaptable lesson plans for each chapter, Reframing Financial Literacy will interest both teachers and researchers with its exciting classroom activities and its provocative content. This is a must work that no education professional should be without.

The book is divided into three relatively coherent sections that focus on understanding the emergence of (un)ethical decisions and behaviors in our work and social lives by adopting a psychological framework. The first section focuses on reviewing our knowledge with respect to the specific notions of ethical behavior and corruption. These chapters aim to provide definitions, boundary conditions and suggestions for future research on these notions.

The second section focuses on the intra-individual processes (affect, cognition and motivation) that determine why and how people display unethical behavior and are able to justify this kind of behavior to a certain extent. In these chapters the common theme is that given specific circumstances psychological processes are activated that bias perceptions of ethical behavior and decision making.

The third section explores how organizational features frame the organizational setting and climate. These chapters focus on how employment of sanctions, procedurally fair leadership and a general code of conduct shapes perceptions of the organizational climate in ways that it becomes clear to organizational members how just, moral and retributive the organization will be in case of unethical behavior.

The impetus for this work emerged from Savall’s belief that there is a doubleloop interaction between social and economic factors in organizations, between behaviors and structures, and between the quality of life in organizations and their economic performance. When managers underestimate this dynamic interaction, the resulting tension ultimately manifests in lowered performance and increased costs, what he refers to as the “hidden costs” of organizational life. Only by delving into the depths of these organizational dynamics can we hope to fully understand – and create the basis for improving – organizational performance.

The Qualimetrics Approach presents a different and challenging way of thinking about analyzing organizations, one that draws together quantitative information, financial analysis and qualitative insights into organizational dynamics. As Savall and Zardet argue, to gain a true understanding of what is happening in organizations, intervener-researchers must focus on all three perspectives, as ignoring any one of them will lead to incomplete understandings. Their approach underscores the importance of using qualitative data to validate quantitative depictions (“the numbers”) of organizational performance in understanding the construction of financial statements. The strength of Savall and Zardet’s approach is that it pushes us to go deeper, to fully understand the narratives underlying the numbers and the social construction of our financial assessments.

This book offers a first-hand look at the importance of human resource management (HRM) processes to not just one public agency but a large group of public administration entities that rely on a public HRM agency (the Personnel Board of Jefferson County) for its HRM processes. More specifically, the book describes a more than three-year effort undertaken by the author as a federally-appointed court receiver to reform (or what some have referred to as “transform”) a public HRM agency from a model of inefficiency to one now considered “best in the business”.

The book provides the details of the reform or transformation effort in addition to offering suggestions on how to bring about similar civil services and HRM reform in particular and government agencies in general. The book is intended to fill a gap in the current literature while serving as a key work that highlights the importance of bringing about change in a public HRM entity. Timely and topical, the book will be of great interest both to public administration personnel in general, and others in the fields of HRM and public sector management, and to management practitioners and others keen to inform their ability to bring about successful change.

Over the past ten years, the Davis Conference on Qualitative Research has become the world’s leading conference for qualitative researchers in organizational studies. The authors of the "Best Presentation Awards" at the Davis Conference from the past four years have contributed chapters to this volume. These papers cover topics ranging from organizational name changes and organizational afterlife, to the use of written letters to build relationships and the use of a “creative foil” to improve one’s leadership image. Yet all of these papers are similar in that they benefited from the community of over 100 scholars developed through the Davis Conference, and represent qualitative research at its very best.

In a fast-moving era of increased international competition, frontier markets must devise innovative ways to meet demanding sales targets and maintain profitability. These efforts will only succeed when local businesses abandon the concept of sales as a checklist of persuasive arguments that lead a customer to make a purchase and accept that building enduring customer relationships is the key to achieving sales goals. To understand what it means to sell successfully, sales representatives must develop a solid foundation in selling skills and an understanding of the critical elements needed to achieve sales goals.

By delving into the foundational concepts related to leveraging sales as a tool for organisational profit, the authors give readers important insights into the critical elements of the sales process, including consultative selling, sales force management, qualities of effective leadership in sales, and the use of technological tools such as Customer Relationship Management (CRM) and Sales Force Automation (SFA) systems.

This book includes insightful contributions from leading sales and marketing practitioners across the continent of Africa on characteristics of successful salespeople and how to recruit them, the crucial role of sales leadership, sales team training methods and strategies for developing customer relationship management programs. Case studies tie theory to practice and short quizzes help readers test their understanding of the material. Written in an accessible and reader-friendly format, this book is primarily aimed at undergraduate students with a secondary audience comprised of postgraduate students and business practitioners.

We are living in an age of pervasive distrust, one so severe that journalists discuss the “trust deficit” almost as regularly as they do trade or economic shortfalls. Perceptions of injustice and lack of fairness have increased so much during the years after the economic crash of 2008 that few organizations, both public and private, have been left unaffected. In fact, numerous opinion polls illustrate deep distrust on the part of participants towards political leaders, government organizations, and certainly, business leaders across many industries. Democrats, Republicans, conservatives, liberals, the wealthy, the poor, executives, police officers, managers – the list goes on and on. Some months back, an NBC/WSJ survey showed an eye-popping 82% disapproval rating for the U.S. Congress, the lowest in the history of the poll! With this climate as a backdrop, Volume 9 of the Research in Management series brings together seven chapters written by leading scholars in the field of justice and trust who present new research, models and conceptualizations to provide insights for key issues in this field both from a scholarly perspective as well as pragmatic suggestions for practice.

Empirical research in HRM has focused on such issues as recruiting, testing, selection, training, motivation, compensation, and employee well-being. A review of the literature on these and other topics suggests that less than optimal methods have often been used in many HRM studies. Among the methods-related problems are using (a) measures or manipulations that have little or no construct validity, (b) samples of units (e.g., participants, organizations) that bear little or no correspondence to target populations, (c) research designs that have little or no potential for supporting valid causal inferences, (d) samples that are too small to provide for adequate statistical power, and (e) data analytic strategies that are inappropriate for the issues addressed by a study. As a result, our understanding of various HRM phenomena has suffered and improved methods may serve to enhance both the science and practice of HRM.

In view of the above, the purpose of this volume of Research in Human Resource Management is to provide basic and applied researchers with resources that will enable them to improve the internal validity, external validity, construct validity, and statistical conclusion validity of research in HRM and the related fields of industrial and organizational psychology, and organizational behavior. Sound research in these fields should serve to improve both science and practice. With respect to science, support for a theory hinges on the validity of research used to support it. In addition, the results of valid research are essential for the development and implementation of HRM policies and practices.

In the interest of promoting valid research-based inferences in HRM research, the chapters in this volume identify a wide range of methods-related problems and offer recommendations for dealing with them. Chapters in it address such HRM research-related topics as neglected research issues, causal inferences in research, heteroscedasticity in research, range restriction in research, interrater agreement indices, and construct validity issues in measures of such constructs as job performance, organizational politics, and safety climate.

This volume of the Research in Organizational Sciences is entitled “Received Wisdom, Kernels of Truth, and Boundary Conditions in Organizational Studies”. Received wisdom is knowledge imparted to people by others and is based on authority and tenacity as sources of human knowledge. Authority refers to the acceptance of knowledge as truth because of the position and credibility of the knowledge source. Tenacity refers to the continued presentation of a particular bit of information by a source until this bit of information is accepted as true by receivers. The problem for organizational studies, however, is that this received wisdom often becomes unquestioned assumptions which guide interpretation of the world and decisions made about the world. Received wisdom, therefore, may lead to organizational practices which provide little or no benefit to the organization and, potentially, negative organizational effects, because this received wisdom is no longer valid. The 14 papers in this volume all, in some way, strive to question received wisdom and present alternatives which expand our understanding of organizational behavior in some way. The chapters in this volume each strive to present new ways of understanding organizational constructs, and in so doing reveal how received wisdom has often led to confirmation bias in organizational science. The knowledge that some perceived truths are actually the products of received wisdom and do not stand up to close scrutiny shakes up things within research areas previously thought settled allowing new perspectives on organizational science to emerge.

Values are of critical importance in the practice of career counseling as evidenced by the pervasive use of values surveys and values card sorts by career counselors, vocational and counseling psychologists, career development facilitators, career coaches, and other career development practitioners.

The purpose of this book is to provide practitioners, faculty, and researchers in vocational psychology and career counseling with a foundational tool to guide their work. This book focuses on the critical role that values play in a person’s career, addressing values from a broad array of perspectives, including cultural and international perspectives, to illuminate the place of values within vocational psychology and career development.

The book will be directed primarily toward psychology and counselor education faculty who teach advanced undergraduate and graduate courses in vocational psychology, career development, career assessment, and career counseling. Although there is a range of readership (undergraduate and graduate students as well as professionals already in the field), the authors understand the differences in reading level and agree to write for all levels.

The result of half a century of research and experimentation in economics and management, this Treatise is intended for management practitioners. Socio-economic management (SEAM) makes the demands of humanism in professional life and sustainable economic prosperity compatible. It is illustrated with numerous cases from 2,150 companies and organizations from a wide variety of sectors and presents observed and measured results. Most of these chapters are written jointly by managers or executives of companies and organizations, and scholars or consultants involved in the pilot actions.

This book is the work of 193 authors, from 16 countries and 4 continents, practitioners or academics in management sciences and management. This reflects the diversity of national and sectoral contexts of SEAM applications. Some chapters situate this concept in relation to the major currents of current thought. Each chapter is preceded by abstracts in French, English and Spanish. The prefaces, signed by Herman Aguinis and Rene Ricol, show the scope of socio-economic theory and management beyond the borders of the company. The book illustrates the international influence (48 countries) of the innovative and robust methods created and developed by the ISEOR team.

Socio-economic theory constitutes a "breakthrough innovation", both in terms of its conceptual contribution and the practical methods and tools of its applications. This holistic approach touches on the different functions of the company and its multiple problems. It provides a structured change management method, focused on stimulating Human Potential and on self-financing the development of the company or organization, through the periodic recycling of hidden costs.

Volume 2 of the Research in Careers series focuses on the search for authenticity in one’s career. Although there has been growing interest in the topic within the popular press, relatively little academic research has been completed on authenticity and careers. Researchers are still refining the concept of authenticity and are just beginning to investigate how it influences the enactment of careers in today’s turbulent career landscape. This volume offers the first organized effort on the topic.

The volume begins with a chapter by Henri Savall, founder and director of the ISEOR Institute and creator of the SEAM methodology, that presents an overview of the development of the socio-economic approach to management, and its guiding frameworks and methodology. The chapter s detailed explanation of the underlying thinking, tools, and techniques of socio-economic management serves as the primer for the remainder of the volume. The book is then divided into three sections. The first part presents illustrations of SEAM interventions in different types of organizations, including industrial and service companies, and not-for-profit organizations, including cultural institutions and sports clubs. The next section looks at cross-cultural applications and assessments of SEAM experiments in Africa, Asia, Mexico, and the United States, with a concluding chapter on intervening in multinational corporations in general. The volume concludes with a section that examines different issues and challenges in SEAM intervention, ranging from the impact on and role of middle managers in the SEAM process, intervening in small organizations, SEAM s facilitative role in operationalizing and institutionalizing information technology, conceptualizing, and implementing organizational change, facilitating merger and acquisition integration, and the application of socio-economic management in sales and marketing. The book also contains a combined glossary and chapter index that provides a definition of key terms and concepts in the SEAM methodology and where they appear in the volume. These key terms are highlighted in bold italics throughout the volume, illustrating their application in different contexts.

Share, Don’t Take the Lead is a book that offers an alternative perspective on leadership. The philosophy of shared leadership is straightforward: Leadership does not derive solely from position, authority, or hierarchy. Instead, leadership is something that can be executed by anyone who has the best knowledge or skill to undertake the leadership necessary in any given situation. Shared leadership is especially relevant, for example, in empowered teams where shared leadership can be initiated from any team member at any time, depending on the needs of the moment and the capabilities of the individuals. But the notion of shared leadership is also appropriate in a larger context. For example, an individual lower in the hierarchy can provide leadership if that person is best qualified to exercise it. Shared leadership also shows how hierarchical leaders with formal authority can use empowerment to develop leadership in others. This book tells the tales of how multiple trail blazing organizations used shared leadership to build high performance.

The notion of shared leadership seems to contradict many of the bedrock ideas of efficient management and effective organizations. A typical first reaction is, “It’ll never work here!” Yet, the organizations that “get it” and implement this new powerful approach tend to be more innovative and to out-perform their “nay-sayer” competitors. In fact, shared leadership is one of the most important ideas to hit business in recent years—our recent feature article about shared leadership in the Wall Street Journal is testimony to that. Shared leadership can provide a way for companies to increase productivity, quality, and flexibility while meeting the competitiveness challenge. Share the Lead provides new insights and information about how to push the organizational envelope to new frontiers.

This volume is part of an ongoing partnership between the Research in Management Consulting book series and the Socio-Economic Institute for Firms and Organizations (ISEOR), located in Ecully, France, on the outskirts of Lyon. The socio-economic approach to management (SEAM) provides a pathway to creating more engaged, more responsible and responsive, and more productive organizations. In many respects this volume reflects a culmination of ISEOR’s work, drawing together Henri Savall and Veronique Zardet’s insights and framing them in the context of strategy creation and, just as if not more important, strategy implementation.

This volume casts SEAM in the context of strategy development and implementation. Reflecting on the changing nature of work and the workplace, the potential power of—and need to develop and build on—human potential has never been greater. Savall and Zardet have always thought that the Western concept of human resources was misguided, that people are not a resource to use up but rather a source of potential to invest in, develop, and nurture. People bring their potential to the organizations in which they work—and it is their choice as to whether they will apply it in their jobs. Thus, a core managerial challenge is to create an environment in which that potential can be maximized.

SEAM-based strategy builds on this premise, developing an approach to economic and social performance, providing direction as to how managers can create and implement strategies that enhance organizational effectiveness and efficiency. As Savall and Zardet argue, strategic vision does not have to be limited by constraints in the external environment—companies “are not compelled to enter in a ‘strategic’ tunnel” that mimics the competition and the market. Instead, companies can experience breakthroughs, turning constraints into opportunities by unleashing their internal energy, power, and cohesion, working and succeeding as a team. The SEAM approach to strategy is grounded in innovation and creation far more than imitation—and, as convincingly illustrated in the volume, that creativity can be self-financed through the value-added created by the elimination of organizational dysfunctions and the hidden costs they generate. The volume provides an insightful guide for enhancing economic and social performance, with a useful mixture of specific tools and techniques—grounded in a conceptual view of organizational life—interspersed throughout that illustrate how it can be done.

Overall, our objective for this volume is to stimulate additional conceptualizations and research in the very broad area of international management. Hopefully, the insightful chapters presented here will show not only the challenges involved in understanding such a complex domain, but additionally show that substantial progress is being made to untangle the various complexities. As in the past, there are a number of individuals we wish to thank. First, we thank Susan Stearns for her tremendous help in making sure that all of the pieces fit together so well as we organized this volume.

The more complex and ambiguous this world becomes, the greater the uncertainty leaders will face in their day to day professional and personal lives, and the greater the need to recognize and develop their leadership skills to help be the voice of reason when there’s nothing around them but chaos.

The book presents real case studies where the authors offer action learning methodologies grounded in various leadership theories. Whether you are a firm or skeptical believer in leadership development, the authors in this book, through their experiences and observations, illustrate how awareness, purpose, attitude, confidence, trust and mindset can play such a critical role in overcoming the toughest of circumstances.

This is the eighth edition of the Stress and Quality of Working Life book series. The Brazilian section of the International Stress Management Association (ISMA-BR), a not-for-profit organization that studies stress and ways to prevent it, together with two renowned American researchers, has organized the eighth volume of the series Stress and Quality of Working Life: Coping at Work and at Home. The new volume offers some of the latest theories and methods on how to cope with stress and quality of working life issues based on the experience and knowledge of recognized international experts in this field. This book is meant to be a tool to provide information and suggest ways to deal with pressures and demands from the workplace.

The contemporary workplace includes a combination of traditional workplace environments, work-from-home arrangements, and hybrid models with some combination of working from a traditional environment and at home. Our authorship team comprises international experts from many disciplines so we can provide insights into contemporary stress and quality of working life issues, as well as how to cope with them at work and at home.

This eighth volume in the Research in Social Issues in Management series explores a variety of social relations to expand our thinking about organizational justice, which is fundamentally based on relationships between organizational authorities and the employees of the organizations. These relationships also emphasize the roles of various actors and suggest fairness perspectives other than that of subordinates’ perceptions of the treatment received from their superiors.

The 10 chapters of the volume are divided into two major sections plus a conclusion. The first section presents five chapters that bring new theoretical perspectives to bear on justice considerations. Topics treated throughout this section include conflicting perspectives on justice, psychological distance, greed, and punishment. The second section places emphasis on leaders’ or managers’ perspectives of justice, going back to some of the initial proactive roots of justice rather than on what has become the more traditional focus, that of subordinate perceptions or reactive justice. In the contributions comprising this section, leaders’ personalities, their motives, and their position as both superiors of some employees and subordinates of their own superiors are examined to provide new perspectives on the leadership role in justice matters.

The concluding chapter, by Brockner and Carter, comments on the collection of chapters and proposes extensions and alternative perspectives for consideration. This commentary chapter suggests that the volume surfs a fifth wave in the history of justice research as these chapters all examine justice as a dependent variable influenced by numerous factors.

This volume is part of the ongoing collaboration between the RMC series and the Socio-Economic Institute for Firms and Organizations (ISEOR), a French intervention-research think tank co-directed by Henri Savall and Véronique Zardet. Building on an earlier collaboration on the ISEOR approach – Socio-Economic Intervention in Organizations: The Intervener-Researcher and the SEAM Approach to Organizational Analysis (IAP, 2007) – Buono and Savall bring together over 30 talented intervener-researchers to explore and examine the ongoing evolution of the Socio-Economic Approach to Management (SEAM).

This volume revisits the application of SEAM in the context of intervention challenges in the wake of the recent economic crisis and the disruptive change that has taken hold across the world. The basic foundation of SEAM – built on the idea of strategic patience, the need to undertake holistic intervention in organizations, and the challenge to get organizational members to listen to themselves (through what they refer to as the mirror effect) – has remained the same. In response to economic and organizational pressures in the current environment, however, there has been a concomitant emphasis on helping client organizations achieve short-term results while still maintaining focus on the long term. Many ideas that have become part of the current discourse within ISEOR today were not as explicitly addressed in the initial volume – from the destructive effect of the Taylorism-Fayolism-Weberism (TFW) virus, to the need to focus on ways to ensure the sustainability of a SEAM intervention, the growing importance of collaborative interactions between external and internal consultants, and the growing importance of cocreating knowledge with client firms and organizations.

This workbook is designed for all levels of leaders who aspire to create a high performance life, team, or organization. It is applicable to those who ask: Do I need to think differently? What is the environment telling me? Where are we going and where do we need to go? How do I position myself or my organization, team, and individuals to take advantage of opportunities presented by the environment? How do I find and turn talent into performance? How do I ignite the soul of followers to achieve greatness beyond what anyone imagined possible? How do I know if we are succeeding?

Pisapia asked those very same questions in 2009. This workbook provides the experiences which enable you to cultivate yourself and be able to use your answers to cultivate your organizations.

The Research in Careers series is designed in five volumes to provide scholars a unique forum to examine careers issues in today’s changing, global workplace. What makes this series unique is that the volumes are connected by the use of Mainiero and Sullivan’s (2006) Kaleidoscope Career Model (KCM) as the organizing framework and the theme underlying the volumes.

In Volume 4 of the Research in Careers series, the authors explore the influence of challenge on career development and career outcomes. The contributors investigate career challenge in different national contexts (e.g., India) and in different career fields (e.g., entrepreneurship, nursing) and for different groups (nurses, Millennials). The outcomes studied include career satisfaction, leadership skills, and occupational expertise. Finally, negative effects of challenge are suggested.

This book explores, documents and establishes how to help founders start businesses with the collaboration of local and international resources. An incubator, accelerator or science park all have this goal but provide a variety of foci and support. At a minimum, it’s important to not only attract entrepreneurs but to have support services that can include mentoring, financial support and other services that make the incubator really filled with energy and potential. It’s becoming insufficient to just have office space and WiFi.

It is also important to develop good interactions between directors, the start-up community and residents. Managing the community to help residents to launch successfully is the main goal of the director. It’s also important to stay abreast of the innovations happening in start-up support. Today there are many ways to incubate from bare bones office space to Incubator 1.0 space with some support to Incubator 2.0 with a great deal of support including a fund. For that reason, it’s important to develop a clear strategy for the type, style, clientele and support that will be built.

This book provides guidance in three main areas: 1) What are the different options for incubators, accelerators and science parks, 2) How to assist the start-up founders (residents) and 3) How to manage the space.

Talent has been identified as the only differentiator for an organization’s, nations’ or any region’s success in this uncertain, complex, competitive and global environment. Ulrich (2008) defined talent as the equation of 3Cs: Talent = Competence x Commitment x Contribution. Malaeb and Chanaron (2010, p. 2), noted “Competence means that employees have the skills and abilities today and in the future for required business results. ... Commitment means that employees are involved and engaged ... while Contribution means that employees find personal abundance at occupation ...” While Ulrich (2008) observed that commitment focused on meaning and identity and other restraints that tap employee’s heart. This book is unique in many ways, which makes it extraordinary. First, unlike other books that have examined issues of change facing the global economy no book has examined the issue of talent development from the perspective of special interest groups including management international students, women refugees, refugees, non-governmental organizations, for profit, for benefit and nonprofit organizations. Thus, talent development world over has become one of the most important issues when it comes to developing human resources especially through education and training. The book presents pertinent research and practice on talent development management and argues that the term talent development broadly refers to management and development of high performing and high potential individuals in society required to carry out critical organizational and society roles aimed at improving human development. The contributors of the book chapters include individuals actively involved in research, teaching and practice in higher education and in business and industry. The chapters are based on empirical data, including review of relevant literature. The book also recognizes that talent development is more than just crisis management and includes best talent management practices, shared governance, meaningful reforms, strategic planning, transparency and accountability, social justice and respect for human life and the need to develop humane organizations and humane communities. The contributions take cognizance of the fact that talent development as a concept is facing fundamental changes in the global knowledge economy, and especially with political changes taking place world over. Contributors also take cognizance of the fact that one important source of change in society has been the accelerating speed of scientific and technological advancement driven by the power of the Internet hence the need to develop talent for the 21st century and beyond. The book is basically an academic book for use by undergraduates and graduate students at universities, for-profit, for-benefit, and non-profit organizations, policy makers and formulators in ministries of Education; supra national organizations, foreign organizations multilateral organizations, non-governmental organizations, community based organizations as well as development stakeholders, and community organizers.

The contents of this book center around the management of strategic reward systems. In particular, the book focuses in on the following elements of managing a reward system: design, implementation, and evaluation. It is my belief that too much time is spent on the administration of strategic reward systems at the expense of these other activities that add more value than does administration to the organization.

Moreover, it is very important to remember that the management of reward systems takes place in a larger context that must be accommodated when designing, implementing, and evaluating strategic reward systems. This larger context includes the business environment, business strategy, and compensation strategy. Elements of the environment include the internal environment (organizational structure, business processes, HR systems) and external environment (laws and regulations, labor markets, and unions).

The collection of articles presented throughout the book is very concerned with the fit of strategic reward management with the business environment, business strategy, and compensation strategy. Research has clearly documented the importance of this "fit" to organizational effectiveness (Gomez-Mejia & Balkin, 1992). A practical illustration makes the point as well. Taco Bell was found guilty in a class action suit by current and former employees. In order to keep the number of labor hours low in a productivity formula used to grant bonuses to managers, employee time sheets failed to account for overtime hours by employees. Failure to pay attention to the legal context in designing, implementing, and evaluating a strategic reward program cost Taco Bell millions of dollars (Gatewood, 2001).

Although all of the readings in the book focus in on the management of strategic rewards in the larger business context, the readings are organized by topical area. The selection of topics is simply based on my writing interests and do not reflect the entire domain of important topics in strategic reward management.

Too often evaluation findings end up on the shelf! Why? Many interventions have several moving parts working together to achieve something each part cannot do independently. Unfortunately, many of the available evaluation approaches oversimplify this reality. A major reason for this is that evaluators do not have a blueprint to plan, and the associated methods to execute, an evaluation fit for this purpose. As such, they revert to using methods with which they are familiar, but are not suitable, for evaluating complex interventions. Consequently, the evaluation findings do not make sense to decisionmakers, so they are ignored. This book provides evaluators of all skill levels with a simple 3-step framework, System Evaluation Theory, that will lead to more actionable recommendations because the methods better capture the reality in which interventions operate; that is as a system.

The book first reviews the limitations of program evaluation approaches that pointed to a need for a different way of thinking, one grounded in systems. After defining a system, the book explains how SET is intentionally aligned to evaluate a system’s two essential properties: interdependence and emergence. Individual chapters are dedicated to explaining how to execute each SET step. Throughout, the author draws on real-world examples and those from his own evaluations to help bridge the theory-practice divide. The reader is then shown how to use SET to develop actionable recommendations.

Much of our life is consumed looking for quantitative relationships. For example, How much more sleep do I need at night to make me feel better? How many calories do I need to eliminate to lose weight? How much larger does my budget on the job need to be for me to be more effective? All these quantitative questions are preceded, and depend on, qualitative questions. For example, before I decide how much extra sleep I need at night, I need to determine if extra sleep will actually make me feel better. In another example, I need to determine if a larger budget will make me more effective on the job, before I think about how much more money I will need. What elements influence job performance, and how do they interact? We spend much of our life trying to find answers to such quantitative and qualitative questions. We are, then, in search of a kind of intelligence that includes numbers but is also above and beyond them. We call it 'supernumerary' intelligence (SI).

To aid our quest for SI, we use Quantitative CyberQuest (QCQ) and the Public Administration Genome Project (PAGP) as useful tools. QCQ is a philosophy as well as an analytic tool that helps in exploring the supernumerary. QCQ is particularly wellsuited for sorting out variables as well as their interrelations. It involves a combination of statistics, systems analysis, research methodology, qualitative research, and artificial intelligence. QCQ also provides a relatively easy to understand but still powerful set of tools and guidance mechanisms to pilot (the 'Cyber' part) users in their 'Quest' for supernumerary relationships.

In this book, we elaborate on the dynamic process of leadership sharing in creative project networks by pointing out that the boundaries and relationships of the networks change over time. As the project requirements evolve, new leaders emerge, make their contribution, and move into support positions. This leadership sharing dynamic is a necessary condition for mature LMX and member-member exchange (MMX). This insight about the sharing of leadership within networks directs us to the process of microbehavior being transformed to meso-options and being converted to macrostrategies. This sequence of micro to macro directs us to a marriage of the formal with the informal organization. At this stage we are post Simon, March, and Weick.

This book is about putting authentic people back into the social creations we call productive organizations—warts and all. The design of these organizations is as old as human civilization. It helped construct ancient Greece, Egypt, and China. It was improved in the West by the Romans and in the East by the Chinese. During more recent times it was improved by the British Empire whose command and control models gradually gave way to the knowledge models of today. This book is about how we can discover the alternative processes by which fallible humans use sense making to continuously improve organizations at the macrostrategy level.

Srikanth Srinivas has helped companies like Del Monte, Disney, Dole, FritoLay, Microsoft and Target Rapidly Achieve More With Less - More Revenues, Margins and Cash Flow, With Less Costs, Assets and Inventory. In "Shocking Velocity!" he will show you how you can create similar results for your organization. It is like having the best consultants from McKinsey, Accenture and IBM guiding you towards success - at a fraction of the cost, and with your own people learning and applying the best methodologies for success.

The central theme of the book is "Focused Changes to Critical Variables Create Superior Value". Small, focused changes to critical variables result in a big impact on bottom line results. The book describes what those critical variables are, and how to make focused changes to realize benefits systematically with minimum risk. It takes you step-bystep through everything you need to understand, change and strike the right balance between the critical variables: Variety, Velocity, Visibility and Variability; and how making focused changes to these variables will result in superior Value.

It doesn’t stop there. It makes it all actionable by describing in detail an approach that maximizes benefits while minimizing risk: Diagnose & Baseline, Divide & Prioritize, Design & Align, Deliver & Learn. Making these focused changes will help you rapidly achieve more with less - more revenues, margins and cash flow with less costs, inventory and assets.

It is filled with illustrations that distill the essence of complex ideas, and makes them actionable in your unique context. There are stories, quotes, case studies and examples - all meant to keep your attention, drive home the point and inspire you to take actions.

"Shocking Velocity!" is a practical book that explains breakthrough concepts, gives examples of how these innovative concepts can be applied, what performance measures can be used to monitor progress, and how to create a culture of continuous improvement. You will also find a detailed explanation of the approach you should take to make the changes entirely self-funding.

It is written for these tough economic times. It doesn’t stop at explaining concepts. It brings them to life and helps you apply the ideas in your unique context; applying these ideas can make all the difference between struggling for survival and growing stronger through the tough times by creating superior value. The chart to the left illustrates the kind of benefits you can create for your organization by applying the ideas in the book. It is no "get-rich-quick" scheme, but there are ingenious ideas in the book to get you results fast; and more importantly, each little step will be aligned towards helping you create significant results over time. This will result in a culture of continuous improvement that will help you sustain operational excellence, and stay competitive and agile.

Best of all, it is short, precise and to the point. You will finish reading it in less than 2 hours. Happy Reading! More importantly, Happy Implementing!

The central theme of this book series is to explore the contemporary perspectives on managing technological innovations and related strategic policy issues. Specifically, this book series open to all potential topics that need attention within the broad theme of the management of technology and innovations, and promote an interdisciplinary scholarship and dialogue on the management of innovation and technological change in a global context from strategic, managerial, behavioral, and policy perspectives.

The third volume of this book series concentrates on “Technological Innovation Networks: Collaboration and Partnership” – a theme resonating with scholars and practitioners that innovation requires a network of partners to collaborate. Authors from around the world contribute to this volume by approaching this theme from many different perspectives: an institutional understanding of international R&D networks, a stakeholder centrality potential in innovation networks, the intersection between intellectual structure and M & A, the rejections of the technological opportunities due to lock-in, the policy-practice paradox of technological innovations, Japan’s national innovation strategy, immigrant entrepreneurs in patents and performance, the impact of university research parks on technology transfer, a historical narrative of cotton technology in China, and the innovative online or blended education in terms of motivation and reality. These researches have made significant attempts to address the important questions on how technological innovation touched on many aspects of our networked social life, thus I hope readers who are interested in learning the most contemporary perspectives on the technological innovation will be impressed, enriched, and intrigued by their analyses in each chapter. As the editor, I hope readers of the volume could enjoy these chapters by its global nature, the practicality orientation, the critical perspective, and the new theories and practices embedded in the selected research.

This book helps leaders focus on, and achieve, their main purpose - the development and maintenance of a high performing organization. You will find the habits, actions, and tactics that have worked in that crucible and what I believe will continue to work under the dynamic conditions leaders face today.

The book is framed around six habits gleaned from leaders who have successfully answered the following questions. Do I need to think differently? What is the environment telling me? Where are we going and where do we need to go? How do I position myself and/or my organization, team and individuals to take advantage of opportunities presented by the environment? How do I multiply myself though other people? How do I find and turn talent into performance? How do I ignite the soul of followers to achieve greatness beyond what anyone imagined possible? How do I know if we are succeeding? How do we continually adapt to change and maintain profitability and our competitive advantage?

The Strategic leader answers those questions by identifying the actions and tactics used to establish a holistic learning approach to leading. It accomplishes its objective by describing how strategic leaders use new actions and tactics -jumping the curve, minimum specifications, organizational fitness, generative conversations, chunking change, lighting the way, running for daylight, bonding, bridging, bartering, and institution building - to create direction, establish alignment and commitment, in order to produce results in a dynamic globalizing world.

In the first section you will discover the value of the leader’s Wheel to develop a high performing organization. In the following chapters you will discovering the six habits that enable you to turn the Wheel: acquiring a strategic mindset, artistry, anticipating, articulating, aligning and assuring. Your path to discover these secrets will be aided by two original self assessment tools: The Strategic Thinking Questionnaire (STQ) and the Strategic Leadership Questionnaire (SLQ) which are available to those who purchase the book.

Until recently, research in family business has been confined to a sub-group of entrepreneurship scholars, labor economists, and sociologists. Family business employment is often the only economic option available to migrants, the first entrepreneurial experience for young people, and a source of an economy's new business creation activities. These issues are typically framed in terms of the generational transfer of wealth, management succession, or the interplay between the economic system of a family and its sociopolitical system. The phenomenon is clearly widespread but for some reason continues to be poorly understood.

We believe that progress on the empirical front has been hampered by a lack of accepted theoretical frameworks. For example, attempts to employ agency theory, geographic agglomeration and spill overs, social networks, sense making, bargaining and other frameworks have been scattered. In our view, the extant research has not created the theoretic ballast that can withstand repeated empirical verification. More fundamentally, researchers are beginning to ask, "Is family business theoretically distinctive or a convenient phenomenon for exploiting familiar theories with new data?"

We believe the time is ripe for a focused look at the theoretical history and prospects of family business research. Review articles grounded in economics, sociology, psychology and political economy and that offer multidisciplinary implications are especially sought. Theory based empirical papers are also welcomed. We believe that there are exciting opportunities for theory development and so encourage authors to focus on this in their submissions. In sum, the focus of this volume is on showcasing and advancing the latest research in family business.

Toward Assessing Business Ethics Education, edited by Diane L. Swanson and Dann G. Fisher of Kansas State University, is a sequel to their book Advancing Business Ethics Education in the Ethics in Practice IAP book series. The focus on assessment in this second book is a timely response to the urgent search among business schools for ways to teach and assess ethics at a time when the public’s faith in corporations and business schools has been undermined greatly by the failure of both to respond to widespread corruption and scandals in the business sector. Although no one expects business education alone to resolve these problems, the distinguished scholars represented in this book advocate that business schools should at least do their part by exposing their students to decision models that incorporate ethical dimensions on behalf of corporate stakeholders and society at large. As the book’s title conveys, it is then important to assess key learning objectives to insure that business students graduate knowing ethics fundamentals and armed with the ability to recognize ethical dilemmas and possible solutions during the course of their careers.

This book will speak to all who are interested in accountability for business ethics education, especially business school deans, university administrators, faculty members, students, and prospective employers. This audience will find that the enterprise of assessing business ethics education is advanced in three ways. First, the book functions as a venue for distinguished scholars to share the innovative ways that they are assessing ethics coverage in courses and degree programs. Second, these authors identify what needs to be assessed and the means for doing so. Third, the book serves not only as a guide to assessment, but also as a platform for expanding and improving ethics coverage in business schools. Moreover, an important take away for readers is the provision of a simple formula, first advocated by Diane L. Swanson and William C. Frederick (University of Pittsburgh) in 2005, for delivering ethics education that minimizes assessment errors. By following this formula, business schools can provide assurances that ethics will not be assessed as being sufficient when it is woefully inadequate or even missing in the curriculum and that it cannot be distorted, diluted, or trivialized by uninformed coverage and still pass inspection. Avoiding these assessment errors is critical in an educational environment in which weak accrediting standards for ethics go hand in hand with spotty, uniformed coverage that would not be tolerated for other business disciplines.

We have been deploying Lean Six Sigma in various large and medium size companies for many years and have realized excellent results in most instances. We found that while Lean Six Sigma does a great job addressing the primary concerns of manufacturing and service, we felt that there was something missing in the deployment of Lean Six Sigma programs at many companies. Something that could help foster sustainable breakthroughs; something to realize durable performance and sustainable quality enhancement based on a happy and engaged workforce, something to create a real learning organization in which people are working smarter, are committed and improve themselves continuously. We found that the results could be enhanced if the importance of Human Capital is considered as an integral part of the process. We learned that Lean Six Sigma, in itself, does not sufficiently address Human Capital at many companies. While expected results from Lean Six Sigma alone will be good, we believe that adding the human component to Lean Six Sigma has the potential to realize sustainable, long-term growth and produce a transformation into a lean, learning, prosperous organization.

That’s why we are launching a revolutionary, holistic concept in this book called TPS-Lean Six Sigma. Combining these complimentary processes actively brings human involvement into Lean Six Sigma in a manner that not only stimulates commitment, integrity, work-life balance, and passion, enjoyment at work and employee engagement but also stimulates individual and team learning in order to develop a happy workforce and sustainable performance improvement and quality enhancement for the organization.

TPS-Lean Six Sigma is a continuous voyage of discovery involving continuous personal and organizational improvement, development, and learning. The starting point in this concept is a journey to understand personal goals and ambitions of the workforce. Then we take the organizations goals and ambitions and marry them with the workforce, and find the best people for the job. Using our structured approach for aligning the personal scorecards with the organization’s scorecard, we are able to create a symbiotic relationship between employees and organizational desires through the establishment of Lean Six Sigma project teams that will enthusiastically drive positive results. TPS-Lean Six Sigma is like a ‘turbo-charged’ Lean Six Sigma program. All of the proven, sound methodologies of traditional Lean Six Sigma are charged with highly motivated team members. The result is a powerful people driven Lean Six Sigma program called TPSLean Six Sigma that leads to a High Performance Culture and allows employees to realize their full potential and contribute creatively while the organization benefits from increased profitability, market share, and customer satisfaction.

The Research in Careers series is designed in five volumes to provide scholars a unique forum to examine careers issues in today’s changing, global workplace. What makes this series unique is that the volumes are connected by the use of Mainiero and Sullivan’s (2006) Kaleidoscope Career Model (KCM) as the organizing framework and the theme underlying the volumes. In this volume, Striving for Balance, we consider how individuals seek a healthy alignment between work and nonwork. In addition to building upon the established literature on work/family conflict, the chapters in this volume also examine the reciprocal positive influences between work and nonwork, considering such issues as balancing work with commitments to others, including spouse/partner, children, elderly relatives, friends, and the community.

Chapters 1 and 2 of this volume focus on macro-issues surrounding work/nonwork balance, specifically studying the effectiveness of organizational policies. In Chapter 1, Westring, Kossek, Pichler and Ryan explore if there is a gap between an organization’s adoption of work/nonwork policies and its offering of a supportive environment for the employees’ use of such policies. In Chapter 2, Purohit, Simmers, Sullivan and Baugh draw from social exchange theory and the compensation literature to examine how employees’ satisfaction with their organization’s discretionary (i.e., not legally required) support initiatives influences their work-related attitudes and personal well-being.

Chapters 3 and 4 examine balance from a micro perspective, focusing on generational differences in balance as well as how individuals’ reactions to work-nonwork conflicts influence career outcomes. In Chapter 3, Stawiski, Gentry and Baranik study balance using the lens of generational differences, exploring the relationship between work-life balance and promotability for members of the Baby Boom generation and Gen X. In Chapter 4, Boyd, Keeney, Sinha and Ryan discuss their qualitative analysis of how 1,359 university alumni’s reactions to work-life conflict events shaped their career choices, including entry, participation, and attrition decisions. Their approach offers a different lens to examine work-life conflict.

Chapters 5 and 6 provide two perspectives on where scholars should focus their future research efforts in studying work/nonwork balance. In Chapter 5, van Emmerik, Bakker, Westman and Peeters provide a conceptual examination of the processes that affect work-family conflict, family-work conflict, and the overall resulting work/nonwork balance or imbalance. In Chapter 6, Bataille offers a multi-dimensional definition of work-family balance and develops a framework, which recognizes the dominant dimensions of work-family balance.

In 2010 IAP released Change (Transformation) in Government Organizations, edited by Ronald R. Sims. This well-received volume described how organizational change methods can be used effectively to make government organizations more effective and efficient and better equipped to serve a demanding citizenry. The 2010 book brought together contributions by managers, practitioners, academics, and consultants in the study of international, federal, state, and local government efforts to respond to increased calls for change (transformation) in public sector organizations.

Since the release of the 2010 volume, calls for government transformation have continued and intensified, and a number of fresh ideas and examples have been generated from the field. The time is now ripe for a follow-up volume laying out innovative, successful ideas for transforming government. Transforming Government Organizations: Fresh Ideas and Examples from the Field is that follow-up volume. A collection of fresh contributions such as those included in this book will add to the growing knowledge base of what does—and what does not—work when transformation efforts are attempted in government organizations.

The contributors to this new volume are experts with extensive experience as change agents in government and other organizations. They provide analyses and discussions of specific cases and issues as well as practical tools, ideas, and lessons learned intended to guide those responsible for similar efforts in the years to come. The audience for the book are government managers, scholars, and others interested in undertaking or learning about such efforts.

Research in Management and Entrepreneurship is a thematic book series where each volume will focus on a single major issues in entrepreneurship. Volumes will not be published on any specific time table, but will be published when sufficient research interests exits to justify one. This series will focus on a specific emerging issue or on ones that could benefit from a consolidated, single source treatment. Thus, Research in Management and Entrepreneurship will be a comprehensive first source for academics, doctoral students and practitioners seeking information on selected topics. The papers in Research in Management and Entrepreneurship will be written by leading researchers and present the latest empirical and theoretical work on the topic selected. Contributions will cover a variety of perspectives from the various business disciplines as well as from allied fields such as economics, sociology and psychology. The volumes will be international in their coverage and the research presented will be balanced between developing and developed economies, where appropriate. The volumes will also have broader appeal that do academic journals because the literature can be fully reviewed and theoretical links more fully discussed.

This second volume in the Contemporary Trends in Organization Development and Change Series addresses one of the most complex and important issues for management and organization development today -- how to plan for and create an organization capable of not only competing but excelling in an almost impossibly turbulent and uncertain environment.

The book brings together a series of articles by practitioner-scholars. Those authors who have the responsibility for helping their organization create the future, and who also have the responsibility of helping us conceptually understand the process of strategic OD. In this book, you can sense the value of both of these voices – the practitioner and the scholar. These authors include organization development executives from global Fortune 500 organizations, major community service organizations, major academic contributors to the field, and OD practitioners from major consulting firms. Each author makes a unique contribution by providing strategies for planning the future, implementing change, and creating organizational capabilities for sustained success. New and current models for strategic organization development and candid discussions of issues, difficulties, and ways of coping with unanticipated events are provided. This book is dedicated to contributing to a better understanding and sharing of how major corporations, community service organizations, and OD consultants are experiencing and working with one of the most important organizational problems of today – how to manage change for success.

Mark Twain, the great American writer, once stated that synergy is the bonus achieved when things work together harmoniously. Organizations in the twenty-first century are driven by a need to achieve synergy for all of their various processes, and organizational structures such as teams have become one of the major ways to do so. Thus, the fourth volume of Research in Management is devoted to highlighting conceptual frameworks and research investigations which elucidate factors related to effective team processes and those which may, in fact, hinder effectiveness.

As academics, Organization Development (OD) change professionals, and leaders, many of us have faced the challenge of driving change within a traditionally resistant organization. This book is focused on blending theory and practice to explore a transformational change process in an environment many might not immediately consider: a mid-sized police department in the Midwest. Although it is not your typical business setting, the lessons learned are universally applicable to many public sector and traditionally hierarchical organizations.

Many organizations have deeply ingrained cultures that create barriers to bridging the gap between theory and practical application. Insider action research (IAR) can be a bridge that allows for not only the generation of intentional change in the organization but also the creation of theoretical knowledge through engaging organizational members in researching and changing their organization. Through IAR and the implementation of multiple OD strategies, over the course of this 3 year study, the research team engaged in rich qualitative data gathering through interviews, unstructured interactions, meetings, and the review of organizational documents and historical performance. This data was combined through an iterative descriptive coding process resulting in the identification of six opportunities for change in the department. These opportunities for change were used to generate seven core IAR projects and 11 self-organization process improvement action research projects.

Organizational culture was measured longitudinally using Cooke and Lafferty’s (1983) Organizational Culture Inventory were taken and demonstrated a positive culture change in the organization. IAR was combined with Use of Self (UoS), open systems diagnosis, dialogical systems perspective generation, survey feedback, and Appreciative Inquiry (AI) to generate both micro-changes or small intentional changes and transformational changes in a historically difficult police environment.

The focus if this book has two dimensions: theoretical and empirical. The theoretical dimension is concerned with the fitness of an organization to satisfactorily address processes of transformational change. Such fitness, it will be argued, can be expressed in terms of the coherence (degree of integration) and pathology (condition of ill health) of the organization being explored. In attempting to assess organizational fitness, a model that comes out of the field of Knowledge Cybernetics will be used and developed further as a strategic organizational map, and applied empirically. The empirical dimension centers on the specific situation of the banking industry in China as it is passing through transformational change. There is a great need for organizations there to guide their own changes in a way that enables them to improve themselves in a changing environment. A methodology that can assist organizations in the change process is Organization Development, an approach often used within a human resource development context, but it has some problems with dealing with such dramatic change. In this theory a new approach will be explored and developed to assess the fitness of an organization to pass through transformational change processes. The direction taken has enabled the theoretical approach adopted to be defined, and the design of the empirical work to emerge from reflections on the initial work undertaken. In particular our interests in this book are to (1) explain theory that is able to assess the fitness of organizations to pass through transformational change and (2) demonstrate how the theory can be applied as a measuring instrument to a detailed case study, exploring the Chinese State banking system.

Storytelling is a time-honored way of educating. Case studies attempt to engage students, but are limited because they do not develop characters or settings. What is needed is a full-length novel with complex, sympathetic characters and a story grounded in leadership and organizational behavior theories. Novarum Pharmaceuticals is such a book.

Set in a large U.S. firm, it follows the struggles of an executive vice president trying to launch an innovative joint venture with a Middle Eastern company. The story proceeds from Nia Stevens’ first strategic proposal, through various triumphs and setbacks, to a final crisis in which she must choose between what she views as her career and her principles. The main characters reveal a mix of motives and perceptions about each other and doing business in the Middle East. They converge and clash and their actions change as the story unfolds. Neither a tragedy nor a comedy, the book is a plausible depiction of life within a modern corporation.

Novarum Pharmaceuticals embodies all the elements of a novel, but unlike novels this one contains an index that professors and students alike can use to tie characters’ actions to theory. The companion instructor’s resource manual provides an extensive discussion framework for the professor, with background material on the pharmaceutical industry, resumes of the principle characters, questions and suggested answers for every chapter, descriptions of theory and concepts, learning goals for each chapter and a bibliography of organization-related fiction.

Novarum Pharmaceuticals will make a refreshing supplemental text in many courses in the undergraduate and graduate degree programs in business administration, psychology, sociology, organization development, public administration, healthcare management and educational administration. Immersion in this book gives students a deeper appreciation of the often conflicted nature of worker motivation, better preparing them for navigating their own careers. General business readers interested in the consequences of questionable ethical behavior and bad leadership will also find the book entertaining and useful.

The purpose of this book project is to analyze why the workplace is changing so rapidly, identify the enabling factors and understand what we can do to best prepare for the future. The analysis led to four significant factors which are all fundamental to the formation of the future world of work. They are the incredible enabling technologies, changing attitudes, workforce demographics and globalization. The rapid and irreversible coalescing of these factors is creating what is referred to in the book as, "The Virtual World of Work or VWOW."

The book covers the changing workplace from the 1960s through to the present, and then looks to see what is emerging next and provides predictions for the future workplace. To assist the readers in tracking their progress, the book provides a segmentation of this time frame into four distinct stages. Each stage is identified by the capabilities specific to the majority of the worker force in each stage. As the work force transitions from one stage to the next, the accumulated enhancements or changes to who, how, where and when tasks are completed is explored.

The book covers why the change is happening and how we can better plan for the future virtual world of work. Over 25 million workers in the U.S. work from home at least a few days per month. More and more workers are joining these virtual workers daily and the amount of time worked out of the traditional office is growing even more rapidly. There are literally millions of people who need the information in this book.

This book presents – for the first time in the English language - the concept of systemic organization development and its use in management and consultancy. It demonstrates in a succinct and compact way, how the systemic approach, in its up-to-date version, is well suited to describe and handle complex challenges in diverse organizations of all sectors of society.

First, the authors sketch out the crucial role organizations play today and the increasing importance of their ability to change.

The central theme of the book is thus the design of organizational change processes with the help of different tools. These tools deal cautiously with employees, clients and cooperation partners in order to ensure sustainable success of an organization.

In the final chapters the authors delve into specific attitudes during the change process, such as the building of trust and the allowing of emotions. Several cases illustrate how the concept and the tools promote organizational development. The book well provides a practical guideline.

Additionally, the book talks about important aspects managers have to pay attention to, such as dealing with concerns and resistance. The values of the systemic concept like sustainability, selective participation and growth from inside are convincingly exemplified.

The book is theoretically sound and grounded by the authors’ long management and consulting experience and their research activities with the university background. It is addressed mainly at actors in corporations, not-for-profit and public organizations, who’s task it is to organize, design and effectuate change while the daily business continues alongside. These actors may be leaders, managers, experts, consultants, project managers or employees.

This book examines the cases of implementation failure of the Indonesian Anticorruption Law 1971 of the authoritarian New Order regime, and of the Anticorruption Law 1999 of the democratic Reform Order regime. It investigates to what extent and for what reasons the implementation of these Laws failed to attain the policy objectives of eradicating corruption in the public sector under the two different political systems.

The book concludes that combating corruption in a developing country undergoing political transition from an authoritarian to a democratic political system is problematic and difficult. When corruption has systematically infected and distorted the institutional structures and processes of the government, in particular the law enforcement mechanisms, implementing anticorruption laws is expected to be suboptimal and subsequently fail. To overcome this problem, the factors contributing to the policy implementation failure must be eliminated.

It was not that long ago that it might have been possible to cover the topic of venture capital in one paper. Now, it is not possible to provide comprehensive coverage in even one book. The industry has flourished, as variations of he initial venture capital funds have been developed and now operates in most developing and developed economies. This is clearly reflected in this volume, which has a strong focus on Europe and Asia. Each of the papers is a stand alone effort. However, a full reading of the volume provides a panoramic picture of the global extent of venture capital, some of its challenges, and the likely direction of future efforts.

Venture capital and the venture capitalist have been shown to have a positive impact on performance in many cases. This is clearly the reason why some many emerging economies want to increase the level of venture capital investment in their country.

Every day we wake up, send our children to school, go to work, attend sports or other entertainment events, etc. Then suddenly the unexpected happens. This day will not end like yesterday and a thousand other days. Our lives are changed forever. Suddenly we realize how precious and fragile life is, and we question whether we could have done something to prevent this emergency event. We have become accustomed to violence, but we do not need to accept it. Our study of workplace violence, terrorism, and other forms of dysfunctional behavior associated with work suggests that both managers and non-managers would like to reduce the risks associated with violence at the workplace. The book is designed to help do just that. You can be underpaid, overworked, or get fired even though you are performing well. You can be a victim of sabotage or harassment even though—or sometimes because!—you are doing an outstanding job. You can be a victim on company premises of an angry, psychologically impaired, or chemically dependent manager, non-manager, former coworker, spouse, or even a stranger. The violent act you face may have stemmed from coworker interaction, worker-boss relations, a sick corporate environment, or even family problems.

Top executives and other managerial and non-managerial personnel clearly need to take steps toward reducing the threat of workplace violence. Numerous studies have been done regarding workplace problems, resulting in numerous books and professional journal articles. Some books, articles, workshops, seminars, and the like proffer general advice to managers. However, virtually all of that advice has come from psychologists, physicians, and lawyers. And very little counsel is provided to non-manager employees on dealing with problems that involve co-workers or managers. What has been lacking is advice that would reduce the threat of workplace violence and therefore (1) reduce stress, (2) enable organizations to develop potential competitive advantages in terms of their personnel and productivity, and (3) guide organizational personnel in their efforts to solve problems before they culminate in violent actions. This book fills that need. We believe it is the first to offer both general and specific information and advice from a managerial point of view. The authors have spent their careers intimately involved with the practice, teaching, and research on management and organizations.

A collection of papers which examine the reinvention of leadership education for the 21st century.

The book represents a dramatic step forward in discussing the principles, processes, and practices of visionary strategic leadership. While most of the existing literature covers the subject from organizational and management perspectives, the book focuses on a holistic view of the corporation and all of the supporting entities and customers and stakeholders. The book addresses new theories, methods and practices that are in line with 21st century dynamics.

The book is on the cutting edge of thought and practice. It discusses constructs based on the integration of the social, economic, ethical, technological and environmental considerations. Examples are taken from numerous industries in the U.S., Europe, Pacific Rim and South America. The book portrays the global phenomenon. The discussions are based on real world needs and expectations. There is a huge audience of executives, professionals and practitioners who need to understand the opportunities and challenges of today and in the future. There are scholars, professors and business leaders who will view these perspectives as real world approaches being practiced by global corporations today.

The reprint of Henri Savall’s classic Work and People, originally published in French in 1974, is part of the Research in Management Consulting series effort to look backward as well as forward in examining trends, perspectives, and insights – especially from different countries and cultures – into the world of management consulting. Savall’s insights into the complexity of organizational life were groundbreaking, articulating the need to examine both economic and social factors as part of the same analysis, assessing technical and behavioral patterns through the lens of an integrated framework. As he has argued, there is a double-loop interaction between “the quality of functioning and economic performance,” and underestimating this socio-economic “tension” leads inevitably to reduced performance and losses, which he refers to as “hidden costs.”

This approach, referred to as the socio-economic approach to management (SEAM), has significant potential for our thinking about organizational diagnosis and intervention. As Savall emphasizes, the North American tendency to cast people as human “resources” misses the essential point that human beings cannot be considered as simply another resource at the organization’s disposal. People are free to give or withhold their energy as they desire, depending on the quality of formal and informal contracts and interactions they have with their organizations. As such, the SEAM approach focuses on human “potential,” underscoring the need for managers and their organizations to create the conditions under which people will want to maximize their talents on behalf of the organization.

Work and People focuses on the ramifications of this reality, as dysfunctions – the difference between planned and emergent activities and functions – can quickly lead to a series of costs that are “hidden” from an organization’s formal information systems (e.g., income statements, balance sheets, budgets). As his insightful work underscores, as organizations begin to accumulate dysfunction upon dysfunction, they inadvertently undermine their performance and create excessive operating costs, with lower productivity and less efficiency than they could achieve. As readers will discover, the frameworks, tools and ways of thinking about organizations, people and management in this volume – in essence the background to the socio-economic approach to organizational diagnosis and intervention – continue to hold great promise for our attempts to create truly integrative approaches to management and organizational improvement efforts.

Believer, Bulldog, Coach by Steve Smithwick is an inspiring guide to achieving success without sacrificing your principles. As the founder of Master Wall, Inc., Steve shares his remarkable journey from humble beginnings to building a multimillion-dollar business rooted in faith, perseverance, and integrity.

With a blend of personal stories and practical advice, Steve invites readers to see the power of resilience in the face of adversity. From navigating financial uncertainty to leading with a servant’s heart, he demonstrates how values-driven leadership can create meaningful, lasting impact in both business and life. Through lessons learned from decades of challenges and triumphs, he offers actionable strategies for building strong relationships, overcoming setbacks, and staying true to your purpose.

This book speaks to entrepreneurs, leaders, and anyone seeking inspiration to persevere through life’s obstacles. Whether you’re at a crossroads or simply looking to lead with greater conviction, Believer, Bulldog, Coach delivers the encouragement and tools to help you succeed.

For those who believe in faith-driven growth and unshakable determination, this book is a testament to what’s possible when you never give up.

Laugh-out-loud one minute, hauntingly eloquent the next. Equal parts witty and inspiring, this mix of stories, autobiography, and leadership/life advice within this book challenges traditional notions of success.

The author, Dr. Irfan Ali, is a physician, CEO of several healthcare companies, the founder of a nonprofit focused on homelessness, and an artist and photographer. He draws on the full range of his background, including an immigrant experience that bridges East and West as he shares examples of failures that become milestone lessons. Some of the funniest stories are his own, including those of him as a young student, aspiring to be a medical resident in a new country while working the most humbling jobs imaginable.

Each chapter reads like an essay but relates directly to the other topics the book covers. And each chapter is not only a lesson in leadership but is visually enhanced by Dr. Ali’s striking original photography and art, offering readers both intellectual and artistic inspiration. Taken together, the ideas at the heart of Fractured but Fearless: The Art of Failing Forward create a guidebook for the aspiring leader, entrepreneur, or medical professional.

Leadership doesn't follow a straight path, and the most effective leaders know how to make strategic turns. In The Detour CEO: 9 Unexpected Turns on the Road to Leadership Success, former CEO Paul Perreault delivers a funny, engaging, and insightful guide to leading with purpose and resilience. Drawing from decades of experience in the specialized global biopharma industry, Paul provides actionable strategies to:

• Identify and prioritize your top performers
• Navigate organizational challenges with confidence
• Balance strategic decisions with personal values
• Cultivate a leadership style that fosters growth and loyalty

Through relatable stories and practical advice, Paul dives deep into the nuances of leadership—how to build trust, develop a pipeline of future leaders, and maintain focus in a world of constant distractions. He also challenges traditional notions of success, encouraging leaders to rethink their approach to prioritize people and values over short-term gains.

Packed with thoughtful reflections and actionable takeaways, The Detour CEO is a must-read for leaders at every level who want to make a lasting impact—on their teams, their organizations, and their own lives. This is more than a leadership guide; it's a roadmap for navigating the complexities of modern leadership while staying true to your authentic self.

For centuries, human “civilisation” has struggled with hatred, conflict, and war since the first people tried to privately own property and protect their resources. The social and economic pressures that “civilisation” has created have placed increasing strain on the institution of private ownership, which is showing signs that it must be replaced by something more modern. To explore the next development stage for society, we must consider how the old paradigms have begun to show their limitations, and what may replace them.

Cao interprets the culture, politics, economics, and the environmental problems that society faces from the perspective of a scholar, exploring potential solutions to the current global political dilemmas and providing intellectual support for a smooth transition of society to the next stage of civilisation. This stage draws on the great harmony proposed by Confucius, by taking steps to eliminate warfare and other forms of conflict and striving to achieve a more harmonious coexistence for everyone. Cao proposes a new perspective for global governance and encourage readers to work to improve the evolution of civilisation.

 A New Stage of Civilization: Striving for the Great Harmony will appeal to researchers in a range of fields, including economics, culture, history, politics and sustainability.

Discover how the internet’s next evolution is reshaping the world of business. The second of two volumes, Web 3.0 Unleashed: Transforming Industries and Building Ethical Frameworks explores the groundbreaking technologies that define Web 3.0—blockchain, decentralized finance (DeFi), augmented reality, and artificial intelligence—and their profound impact on the way businesses innovate, grow, and connect with customers.

Through insightful analysis and real-world examples, this contributed work provides a comprehensive guide to harnessing Web 3.0’s potential. From revolutionising supply chains to reimagining customer engagement, every aspect of business is poised for transformation. Whether you’re a technologist, entrepreneur, executive, academic, or student, this book equips you with the tools, strategies, and knowledge to thrive in the digital economy.

The Disruption Continuum explores the profound and ongoing forces that drive societal transformation in our era of relentless technological change. Examining pivotal historical moments reveals that disruption is not a one-time occurrence caused by a disruptor event or technology but a continuous, evolving process. The book highlights Generative AI's role in perpetuating this continuum, reshaping social, economic, and cultural landscapes.

This book is particularly essential now as technological advancement accelerates, and the societal impacts of these changes become increasingly pervasive. By framing disruption as a continuous process rather than isolated events, it offers a novel perspective that aligns with the current reality of constant innovation. The book contributes to the field by emphasizing the need for ongoing adaptation and providing actionable strategies for navigating perpetual change.

For business leaders, practitioners, and academics, the book underscores the necessity of strategic foresight, agility, and imaginative thinking to navigate this ongoing disruption. It provides practical guidance on establishing disruptive innovation hubs and preparing for future trends, emphasizing that adaptation must be continuous.

For decades, the tech industry has overwhelmingly been just a software industry. Silicon Valley’s big win was disrupting Yellow Cab. What about disrupting General Motors? General Mills? General Electric?

Energy, water, waste, food, manufacturing, construction—things every human on Earth relies on—have made incremental progress over the last century but have not seen the kind of exponential improvements we take for granted in computing.

Meanwhile, scientific progress continued, invention kept advancing, but these technologies were considered too hard by the tech geniuses preoccupied with shoving more ads into your prefrontal cortex.

Now is the moment when all of this changes. Seismic waves signaling the tectonic shift are underfoot. We call it Deep Tech—the advanced technologies we will use to solve the biggest problems in the world.

Deep Future is about giving you the mindset, the tools and the reasons for creating technology that matters.

● Who leads the next $100 trillion in GDP growth?
● Are we developing leaders for a more sustainable future?
● What does the next generation of leaders need to know to build a more sustainable future?

Leading a sustainable organization requires more than marketing slogans and good reporting. It requires identifying the value of sustainability for all stakeholders and the development of specific transition and change plans that deliver a different type of organization. Noble aspirations in treaties and policies are a necessary part of the picture, but leaders must create organizations that enable daily actions. Making sustainability happen is a series of leadership choices:
o Creating strategic differentiation to compete on sustainability business opportunities
o Crafting a purpose that inspires employees to give their best
o Building and sharing a knowledge model about why, what, and how to do sustainability
o Ensuring that sustainability efforts are woven into values and ethics
o Deploying a transition plan with clear action steps that move from compliance to alignment
o Making sustainability part of the culture and identity of an organization
o Weaving personal commitment to sustainability into team performance
o Telling the story of sustainable results in all business communication
o Maintaining commitment in the face of inevitable derailment factors
o Future proofing the organization to stay on the sustainability journey with a sense of long-term value creation
● The current generation of leaders has failed to make the progress needed to delay the worst effects of climate change and biodiversity loss, so the challenges become harder. The book offers a chapter-by-chapter blueprint of key actions that can be learned and shared. The goal is to enable business leaders to accelerate action, make better decisions, and ensure that sustainability becomes part of the DNA of any organization.

When a New Leader takes Over: Toward Ethical Turnarounds takes a detailed look at the experiences of new leaders who are charged with turning an organization around following an ethical scandal. The challenges confronting new leaders who are tasked with restoring trust, rebuilding reputation, and turning around an organization following an ethical scandal are discussed along with specific actions taken by these leaders during the turnaround process. A main focus of the book is to offer insight into the difficult situations confronting new leaders at the beginning, during and after their turnaround experiences which means turning an unethical organizational culture into an ethical one. A number of examples of turnaround efforts that have taken place over the past two decades are included to provide the most comprehensive documentation of the ethical turnaround process.

The book includes an in-depth look at what led to the unethical behavior by examining a number of real-world examples of ethical scandals from around the world. The book will provide an analysis of the various ethical scandals by focusing on concepts like unethical leadership, received wisdom, groupthink and moral silence, all of which contribute to the kind of organizational culture and unethical behavior one finds in organizations that experience ethical scandals. The book also discusses proactive leadership and its importance in implementing ethical turnarounds based on values-based leadership, employee involvement and ethics education. A main premise of this book is that new leaders can successfully create an organization environment to rebuild and institutionalize ethical behavior as part of the turnaround process and sustain ethical behavior beyond the turnaround.

The book will be of interest to employees at all levels of an organization, business professionals and other practitioners and others who have an interest in organization change, transformation and ethical turnarounds.

This volume covers such topics as Developing Theories of Fairness Motivation; Development of Justice Integration Theory; and The Roles of Empathy, Self-esteem, and Moral Development in Interactional Fairness.

The leadership landscape has begun to shift. Researchers have started to realize that previous conceptualizations of leadership that focus only on the positive aspects of leadership are too narrow and may represent a romantic notion of leadership. A growing body of inquiry has emerged with a focus on the darker side of leadership. Allowing for the possibility that leaders can also do harm, either intentionally or unintentionally, broadens the scope of leadership studies and serves to increase the practical implications of leadership research. This book brings together contributions by scholars from several different countries addressing topics such as narcissistic and destructive leadership, ethical leadership and leader errors.