Joseph A. Petrick

Comparative performance appraisal practices and management values among foreign and domestic firms in India

Countering culture-based analyses indicating homogeneity in Indian management practices, this empirical study compares performance appraisal practices and management values in India by firm ownership. Differences in Indian private investor corporations, public sector enterprises, foreign/joint ventures and private family businesses are examined to assist managers to adapt selectively to firms in the changing Indian economy. Theoretical and managerial implications, as well as future directions for research are discussed.

Corporate architectures for sustainability

While there exists a growing literature on corporate “green” strategies, there is a research gap about which corporate architectures and organizational change processes enable “green” strategies. This article addresses the research gap in an interdisciplinary manner by focusing on two questions: What conditions characterize ecological and humanly sustainable corporations? What alternative architectures can generate and institutionalize corporate sustainability? Three alternative architectures for sustainability are treated and three research propositions are identified to further future empirical research on specific architectures that link organization design and corporate sustainability.

The Challenge of Leadership Accountability for Integrity Capacity as a Strategic Asset

The authors identify the challenge of holding contemporary business leaders accountable for enhancing the intangible strategic asset of integrity capacity in organizations. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors focus on the cultivation of judgment integrity to handle behavioral, moral and hypothesized economic complexities as key dimensions of integrity capacity. Finally, the authors recommend two leadership practices to build competence in business leaders to enhance integrity capacity as an organizational strategic asset.

Leadership in Project Life Cycle and Team Character Development

Project Management Journal June 1999 Successful project leaders are becoming aware of associated links between project life-cycle stage completions and the necessary group virtues that facilitate each project stage. The aggregate set of these virtues shapes the group character of the project team, i.e., their collective readiness to act ethically. At the same time that project leaders are shepherding a project through the life-cycle stages to completion, their professional responsibilities are implicitly expanding to include the identification and reinforcement of the associated sets of team virtues necessary for the success of each stage along the way. The lack of development of team virtues at one stage may well preclude the satisfactory advancement or completion of future project life-cycle stages because the team is not predisposed to complete the prior stage(s) with integrity (Kloppenborg & Petrick, in press; Petrick & Quinn, 1997). In this paper, we identify specific team virtues that are appropriate for the typical activities and closure documents of each project life-cycle stage. After clarifying the theoretical need for team character development, we identify team character development competencies needed by project leaders at each of the project life-cycle stages. We conclude by advocating the simultaneous development of both life-cycle technical competency and team character “behavioral” competency to improve successful project leadership.

The Enron Scandal and the Neglect of Management Integrity Capacity

The nature, value, and neglect of integrity capacity by managers and the adverse impacts that Enron executive practices have had on a range of stakeholders are delineated. An explanation is given on how moral competence in management practice is addressed by each dimension of the management integrity capacity construct (process, judgment, development, and system) and how Enron executive practices eroded each dimension. Specifically addressed is how behavioral and moral complexity can be utilized to balance the competing values of management and ethics theories to reduce the likelihood of future Enron‐like managerial malpractice. Finally, three positive action steps are recommended to improve managerial integrity capacity and remedies are proposed for victimized Enron stakeholders.

Integrity capacity as a strategic asset in achieving organizational excellence

The authors propose that international organizational leaders can and should be held accountable for enhancing the intangible strategic asset of integrity capacity in order to advance global organisational excellence. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors link the four dimensions of integrity capacity (process, judgment, development and system dimensions) with leadership development challenges, and recommend four management practices to better prepare leaders to be accountable for enhancing integrity capacity as a strategic organizational asset.

The Effects of Gender Role Orientation on Team Schema: A Multivariate Analysis of Indicators in a U.S. Federal Health Care Organization

Abstract In this empirical study of 649 employees at a federally supported health care facility in the United States, the authors investigated the effects of individual gender role orientation on team schema. The results indicated (a) that nontraditional male and female employees perceived the greatest amount of group cohesion in their team schemas and (b) that both traditional and nontraditional male employees perceived greater problem-solving potential in their team schemas. Meaningful implications for team composition are discussed.

Competing Social Responsibility Values and the Functional Roles of Managers: IMPLICATIONS FOR CAREER AND EMPLOYMENT PROFESSIONALS

Reports a study conducted to determine whether or not there were differences between descriptive and normative social responsibility values for managers who assume roles in different functional department clusters. The research findings support a conclusion that differences in CSRV profiles exist among three functional clusters: accounting/finance managers, marketing/distribution managers and general strategy/human resources/operations managers. These differences have implications for career and employment professionals in enhancing managerial recruitment, selection, placement, development and appraisal now and in the future.

Enhancing the Responsible Strategic Management of Organizations

Identifies four conceptual models and four practical steps to enhance responsible management of organizations. The conceptual models discussed include: a modified process model of parallel strategic planning; a model of contractual/strategic development; a model of organizational theories and their relative moral emphases; and a model of organizational moral development. The four practical steps which managers can take include: developing the technical skills of environmental scanning, issue monitoring, and scenario building; the organizational design skills of moral climate assessment, codes of conduct, and moral audits; the value‐conflict resolution skills of stage‐challenging dialogue and structured rational processing of dilemmas; and the feedback and control network skills of providing channels for multi‐level input and protection for whistleblowers. Argues that the awareness of, as well as the routine use of these conceptual models and practical steps will allow managers to be more responsible strat...

Toward Responsible Global Financial Risk Management: The Reckoning and Reform Recommendations

This review article makes a contribution to understanding the current U.S. subprime mortgage and credit crisis that has adversely affected the global financial system in terms of its historical parallels with a recent Asia-Pacific financial crisis. It also looks at the distinctive ways in which bad actors and flawed processes at the macro-, meso-, and microlevels have unilaterally shifted risks onto innocent stakeholders and are now facing a time of global reckoning and reform. An alternative business model, the global business integrity capacity model (GBICM), is proposed that inclusively balances types of capitalist, moral accountability, and human nature theories and provides a framework for selected reforms at the macro-, meso-, and microlevels, which are designed to prevent a recurrence of the current financial meltdown, to re-create systemic financial institution integrity, and to promote sustainable prosperity for current and future generations.