Dennis Duchon

“Combining qualitative and quantitative methods information systems research: a case study

This article reports how quantitative and qualitative methods were combined in a longitudinal multidisciplinary study of interrelationships between perceptions of work and a computer information system. The article describes the problems and contributions stemming from different research perspectives and methodological approaches. It illustrates four methodological points: (1) the value of combining qualitative and quantitative methods; (2) the need for context-specific measures of job characteristics rater than exclusive reliance on standard context-independent instruments; (3) the importance of process measures when evaluating the information systems; and (4) the need to explore the necessary relationships between a computer system and the perceptions of its users, rather than unidirectional assessment of computer system impacts on users or of users characteristics on computer system implementation. Despite the normative nature of these points, the most important conclusion ins the desirability for a variety of approaches to studying information systems. No one approach to information systems research can provide the richness that information systems, as a discipline, needs for further advancement.

Examining the Link Between Leader Member Exchange and Subordinate Performance: The Role of Task Analyzability and Variety as Moderators

Results from afield study with 152 members of a large urban hospital indicate that the relationship between the quality of leader-member exchange (LMX) and subordinate performance is moderated by perceptions of task analyzability and variety. LMX and performance are found to be significantly related when task challenge is either very high or very low. Under these task conditions, data indicate that there is a positive link between LMX and performance such that a higher quality leader-member exchange correlates with higher levels of performance. On the other hand, analyses also reveal that when tasks are perceived to be moderately challenging, no significant relationship between LMX and performance is present. In other words, these data suggest that characteristics of the task act as moderating agents of the LMX/performance relationship. Results are discussed in terms of theory development, managerial implications, andfuture LMX research.

Organizational responses to complexity: The effect on organizational performance

This paper uses a complex adaptive systems view to examine two different organizational responses to turbulent, complex environments. We examined the internal make‐up of eight organizations that saw their environment the same way – as rapidly changing, complex and requiring aggressive change strategies. Half of these organizations chose a complexity absorption response to environmental turbulence, and half chose a complexity reduction response to environmental turbulence and complexity. The organizations pursuing a complexity absorption response outperformed those organizations with complexity reduction responses.

What a Mess! Participation as a Simple Managerial Rule to ‘Complexify’ Organizations

This paper adopts a view of organizations as complex adaptive systems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule - using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the opportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice of management in modern organizations.

LMX AND SUBORDINATE PERFORMANCE: THE MODERATING EFFECTS OF TASK CHARACTERISTICS

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.

Workplace Spirituality, Meditation, and Work Performance

This paper reports two studies that examine how an organization might enable more productive work practices by encouraging the expression of its employees’ spiritual selves in an eastern context. Study 1 shows that people who regularly practice meditation have higher workplace spirituality scores than people who do not regularly practice meditation. Study 2 reports a quasi-experimental study in which people practiced insight meditation. The data did not reveal a direct effect for the meditation, however spirituality does relate to work performance. Moreover, the practice of meditation is also found to partially mediate the relationship between workplace spirituality and work performance.

Perceptions of an innovative climate: examining the role of divisional affiliation, work group interaction, and leader/subordinate exchange

Results from a cross-sectional field study with 198 members of an international chemical company suggest that divisional affiliation, work group interactions (WGX), and the quality of exchange between leader and subordinate (LMX) significantly predict employee perceptions of climate factors believed to foster innovative activities. Tests also indicate that LMX remains a significant predictor of five of the six climate variables measured, even after controlling for divisional affiliation and the quality of work group exchanges (WGX). Further, analyses reveal that the interaction between WGX and LMX accounts for significant and unique variance on all six of the climate factors studied in this investigation. Results are discussed in terms of their implications for managerial practice and future research. >

Measuring workplace spirituality in an Asian context

This paper presents the development of a measure for workplace spirituality. Workplace spirituality is initially proposed to consists of five components, but confirmatory factor analysis (CFA) applied to data collected from employees from a large Thai company suggests a four-factor model: compassion, meaningful work, mindfulness and transcendence.

Framing the problem and making decisions: the facts are not enough

Results of an experiment in which a sample of experienced engineers, scientists, and managers-people who would be expected to be objective decision-makers and who report themselves to be rational decision makers-are influenced by very subtle informational cues are presented. These subtle cues did not alter the object facts in research and development financial allocation decisions, but they did apparently alter the decision-makers reference point. The cues also altered the degree of risk perceived in the decision scenario. As a result, the decision-makers exposed to different frames made different decisions and reported perceiving different levels of risk in the decision episode. >

Affect, Risk, and Decision Criticality - Replication and Extension in a Business Setting

Abstract Results from a field study with 113 members of an international engineering company indicate that a decision makers response to an organizational dilemma with uncertain outcomes is a function of task-related affect, perceived risk, and perceived decision criticality. While results were not wholly consistent with lab findings reported by Isen and Patrick (1983) and Isen and Geva (1987) , these field data indicate that business people adjust their decision making preferences in much the same manner as student subjects used in prior affect investigations. Further, the current study extends our understanding of affect and decision making in four ways: (1) using trained business people as subjects, (2) performing a task germane to the organization, (3) examining negative affect as an influential mood state, and (4) incorporating perceived decision criticality as a salient factor in the decision process. Findings are discussed relative to current research on affect and the role it plays in decision making.