Michael R Buckley

A historic perspective on organizational ignorance

Attempts to document how different forms of ignorance may evolve in different organizational dialogues and become embedded in organizational context. Develops the four primary forms of ignorance based on the research from social psychology, public opinion studies, legal studies, behavioral economics, and clinical psychology. The recognition of the historic interdisciplinary evolution of the concept of ignorance plays an important role in the knowledge economy and learning organizations. If management is not aware of the various latent forms of organizational ignorance, it is difficult to develop meaningful innovation programs for organizations in the twenty‐first century. Develops a framework to address the issue of “not knowing what one does not know” (i.e. ignorance of ignorance) that may be the biggest barrier for organizations to becoming an active participant in the knowledge economy.

Shifting organizational paradigms: Transitional management

Organizations of all shapes, sizes, and locations are being faced with changes not experienced since the industrial revolution. The globalization of business, increasing competition for a sophisticated workforce, advances in technology, the customers demand for products better, faster, and cheaper as well as other trends translate into opportunity for those who embrace it, and shrinking market share and potential difficulties for those that resist it. The primary issue is the context under which change will be endorsed. This article outlines the shifting organizational paradigms and recommends solutions that may mitigate the pitfalls of transitional management.

Management lore continues alive and well in the organizational sciences

Purpose – The purpose of this paper was to identify examples of management lore currently in the organizational sciences. Design/methodology/approach – The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized. Findings – Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship...

Recruiting and retaining IS personnel: factors influencing employee turnover

1. ABSTRACT The paper examines the recruiting and retention of IS personnel at twelve companies through the use of two surveys of IS personnel. The surveys capture information on job satisfaction, individual characteristics, search for alternative job situations, ease of movement, and turnover intention. The research employs a survey methodology involving two instruments sent to individual IS personnel in each of the sponsoring companies approximately two weeks apart+ The surveys will be anonymous and returned directly to the researchers. Initial findings from a pilot study of the CIOs from the twelve companies suggests a strong emphasis on the quality and diversity of work and the work environment being a fun place to work as being key retention factors. In recruiting, the CIOs suggested that salary and additional benefits including stock options were key elements in attracting new IS personnel. 2. INTRODUCTION Recruiting and retaining IS personnel has become a critical activity for most IS organizations (META Group, 1997). The ability to identify, hire, train and retain the services of key knowledge workers to support Year 200 programs, new

Examining motives in organizational citizenship behavior: Introducing the OCB-Intentionality Scale

Several decades have passed since organizational citizenship behavior (OCB) began to permeate the organizational sciences. Only recently, however, have scholars begun to critically analyze the moti...