David D. Van Fleet

Participation in Organizations: A Preview of the Issues and Proposed Framework for Future Analysis

This paper provides an overview of research related to participation programs in organizations. Although certain relationships, such as the participation-performance association, have been adequately addressed in the literature, other aspects of the participation process have received very limited research attention, We propose that research move away from a narrow focus on certain aspects of the participation process and move toward a more inclusive agenda. To facilitate this movement, we provide a participation framework that organizes what is and is not known about participation, develop an operational definition of participation, summarize the incentives that motivate participation, review individual and organizational contextual factors that relate to participation, describe participation-outcome relationships, and note essential measurement questions.

A Theoretical and Empirical Analysis of Journal Rankings: The Case of Formal Lists

This study examines the use of formal rankings of journals by management departments for personnel decision purposes. We posit that the probability of adopting a list of formal rankings is related to a set of characteristics of the department. Few schools have formal lists of journals. Our empirical findings imply that the probability of adopting a list is positively correlated with department size and is inversely correlated with the perceived quality of the department. Considerable variation exists across such lists and across different institutions in the perceptions of the quality of journals. This suggests that, although lists may reduce the level of uncertainty regarding the assessment of research quality by providing explicit targets, lists may also induce faculty members to develop institution-specific human capital. This could reduce faculty mobility and impede career development.

Cross-situational, multimethod research on military leader effectiveness☆

Abstract Data from four studies are analyzed to identify effective patterns of leadership behavior for military cadets and Air Force officers. Two studies employ a questionnaire—correlational methodology, and two use content analysis of critical incidents. Combat, simulated combat, and two noncombat situations are compared to examine situational differences in effective leadership behavior. Behaviors that are important for group performance in both combat and noncombat situations include performance emphasis, inspiration, role clarification, and criticism—discipline. Planning and problem solving are important in dynamic, uncertain combat situations but not in stable, benign academic situations. Consideration is important for maintaining effective leader—subordinate relations, particularly in noncombat situations, but is unrelated to group performance. Most discrepancies in results among studies can be explained either in terms of method effects or situational differences in role requirements for leaders.

The ongoing legacy of R.L. Katz: An updated typology of management skills

Robert L. Katz first called attention to the problem of identifying those skills necessary for successful performance in managerial roles. This paper identifies the impact of Katzs classic 1955 work on managerial skills and notes the continuing legacy of his work. Modifications and additions appearing in the management literature, particularly introductory or principles textbooks, are noted with a suggested expansion of Katzs work that would subsume the dominant ones of those. The importance of managerial skills to the carrying out of managerial functions is also discussed.

Scientific Achievement and Editorial Board Membership

A cornerstone of the scientific ethos is that editorial board members should be selected based on their scholarly achievements, as demonstrated by publications in peer-reviewed journals and evidence that their work is of value to others in their disciplines. To discern if this reasoning is applied in practice, this study examined the scholarly records of the editorial boards of premier peer-reviewed journals sponsored by the leading professional associations in management and six related disciplines.

Dysfunctional organization culture: The role of leadership in motivating dysfunctional work behaviors.

Purpose – The purpose of this article is to expand and extend previous work on the role of organizations in influencing deviant or dysfunctional behavior in those organizations.Design/methodology/approach – Conclusions from previous work on the role of individuals and organizations in influencing dysfunctional behavior is used to lead to a discussion of the interactions between those two especially through organizational culture and leadership.Findings – A model is developed that more carefully identifies how all of these factors come together, resulting in no, little, some, or a lot of dysfunctional behavior.Research limitations/implications – The model developed here can be employed to improve understanding of the role of organization culture and leadership in motivating dysfunctional work behaviors. Both the individual and the organization constructs utilized in the framework need more complete conceptual development. In each instance, a more complex and integrative analysis of diverse literatures need...

Scholarly journals as producers of knowledge: Theory and empirical evidence based on data envelopment analysis

There have been numerous studies that rank journals based on relative quality. These have generally failed to address some important theoretical and empirical issues relating to productivity. As an alternative, the authors outline a theoretical framework in which an academic journal is considered to be a “producer” of intellectual output. Using the field of management as an example, the authors specify the inputs and outputs of the production process and estimate the relative efficiency of journals using Data Envelopment Analysis. The derived measures of relative productivity are then used to develop a productivity ranking of journals. To explain why some journals use inputs more efficiently than others, the authors regress the estimates of relative efficiency on a set of managerial factors and suggest means to increase relative efficiency. The authors find that increasing the size of the editorial board and reducing both the subscription price and the acceptance rate will enhance the relative performance of an academic journal.

The Journal of Management's First 30 Years

The Journal of Management, now one of the preeminent journals in the discipline, completed its 30th year of publication in 2004. To provide an understanding of the journals development, this article reviews its origins as recounted in reflections by its past editors, examines three decades of publication statistics, and provides a brief look at the journals possible future. Thus, this is a history of the journal, a glimpse into the work of its editors, and a brief case study of organizational evolution.

Internal terrorists: the terrorists inside organizations

Purpose – The paper aims to expand and extend previous work on the role of employees who act in non‐violent ways to achieve their personal ends through inducing fear in others in organizations.Design/methodology/approach – The literature surrounding internal terrorists is reviewed and preliminary survey results are presented to support the conclusions derived from that literature.Findings – A model is developed that more carefully identifies how the role of internal terrorists comes about and why they are more likely to engage in non‐violent as opposed to violent behavior.Research limitations/implications – Research is needed to identify those aspects of organizations that seem to foster or “bring out” violent and non‐violent internal terrorists. Given the differences between internal terrorists and other terrorists, more careful study of those two groups is clearly needed. Since most terrorists express feelings of injustice, stronger links should be attempted between the research on organizational justic...

A Nother Ceiling? Can Males Compete for Traditionally Female Jobs?

Subjects ranked hypothetical male and female job applicants for top- and mid-level management positions in a traditionally female job. Consistent with a “lack of fit” explanation, over one-fourth of the raters selected a less-qualified female over a more qualified male for both the top-level and mid-level jobs. Additionally, those subjects with management experience tended to make decisions favoring the less-qualified female more often than those without management experience. Results suggested that males may suffer from discrimination in traditionally female jobs similar to that faced by females in traditionally male jobs.