James E. Weber

Changes in employee perceptions during organizational change

This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned organizational change effort. Employee data were gathered at two time periods six months apart. Time 1 data were collected just prior to the start of a major change initiative. Time 2 data were collected six months after the change was initiated. Results show a significant increase in supervisory support for improvement and perceptions of organizational readiness for change from time 1 to time 2. Findings also suggest that differences in perceptions of supervisory support for improvement and organizational readiness for change along with trust in management were moderated by goal clarity, employee participation, autonomy, and feedback. Practical implications of these findings are discussed.

Weak Password Security: An Empirical Study

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Using Social Network Analysis and Derivatives to Develop the S-BPM Approach and Community of Practice

Subject-Oriented Business Process Management (S-BPM) and Social Network Analysis (SNA) are emerging as valuable process improvement techniques within the broader field of Business Process Management (BPM). S-BPM focuses on how subjects perform actions on objects and on how they exchange messages in order to coordinate their process work. SNA and its derivatives look at the interrelationships between actors or nodes within a social network. The use of SNA to complement process improvement techniques is a new approach for BPM, but the focus thus far has been primarily within and between organizations. This paper proposes that SNA can be usefully engaged in the examination of interrelationships in the developing field of S-BPM and that SNA techniques can also help further develop the S-BPM approach. Potential benefits and directions for future research on the use of SNA within the community of practice and field of S-BPM are discussed.

Measuring service learning outcomes: test-retest reliability of four scales.

Previous research efforts have developed and validated various scales potentially useful in evaluating service learning outcomes. The developmental efforts reported for the four scales examined in this study did not include the test-retest reliabilities that would provide assurance to service learning researchers of the long-term stability and therefore usefulness of these measures. Summary estimates of 13-wk. test-retest reliabilities for the scales Civic Participation, Self-efficacy Toward Service, Attitude Toward Helping Others, and College Educations Role in Addressing Social Issues provide service learning researchers with evidence of stability of the scales over the typical duration of service learning courses.

The merchant prince

Executive Summary Youssef Mohammed has returned to the Kingdom of Saudi Arabia after completing a Ph.D. in Business. He is expected to take a leadership position within a family business that is experiencing a multitude of operational and strategic problems. For Youssef, the problem is whether to accept a position where he directs an organizational-change effort or as a detailed, hands-on manager as family tradition commands. In addition, Youssef wonders if the Western-management principles he has learned would be effective in the Kingdom. The case provides background information on doing business in Saudi Arabia, highlighting differences between U.S. and Middle-Eastern business practices.