Rebecca G. Long

Why Study the Complexity Sciences in the Social Sciences

Over the past two decades, several new perspectives have emerged in the physical and natural sciences and are collectively referred to as the complexity sciences. Insights from these emerging perspectives have implications that merit consideration for developments and extensions of existing work at the metatheoretical, theoretical, and methodological levels in organization theory. The purpose of this manuscript is to: (a) provide an overview of the complexity sciences, (b) provide a justification and rationale for their inclusion into the social sciences, and (c) review the current organizational literature which utilizes and applies concepts from the complexity sciences to organizational phenomena.

Research Productivity of Graduates in Management: Effects of Academic Origin and Academic Affiliation

We examined the relationships among status of academic origin, status of academic affiliation, and research productivity for a sample of doctoral graduates in management. Contrary to expectations, ...

A Comparison of Loglinear Modeling and Logistic Regression in Management Research

There is little formal guidance in the applied statistical literature concerning the relationship between loglinear modeling and logistic regression. In order to more clearly delineate this relationship, this manuscript compares and contrasts loglinear modeling and logistic regression analysis and demonstrates the advantages and disadvantages of each technique. In addition, a formal comparison of the statistical assumptions and numerical calculation problems for both of these techniques is provided.

Examining Family Firm Succession From a Social Exchange Perspective A Multiphase, Multistakeholder Review

We use a social exchange perspective to review family firm succession literature owing to its fit with the multiphase, multistakeholder nature of the process. We searched the history of 34 journals, finding 88 published or forthcoming articles that quantitatively examined succession. We consider the primary phases of the management succession process (ground rules, successor development, and transition) and the relevant stakeholder exchanges occurring during each phase, including exchanges between incumbents and successors, within family boundaries, and across family boundaries. We contribute to the family firm succession literature by identifying how a social exchange perspective can help guide future research.

The `Qualitative' Versus `Quantitative' Research Debate: A Question of Metaphorical Assumptions?

A great deal of criticism has been aimed at empirical-analytic research because of its narrow focus. However, a similar criticism can be leveled at qualitative research. The purpose of this manuscript is not to champion one approach at the expense of the other, but rather to focus on discussing the assumptions of each methodological approach in terms of metaphorical thinking.

Vision and Exchange in Intra‐Family Succession: Effects on Procedural Justice Climate Among Nonfamily Managers

We develop and extend fledgling literature on procedural justice climate and succession processes in family firms by focusing on the impact of family vision and exchange systems on procedural justice climate among nonfamily managers. Drawing upon social exchange theory, we argue that family involvement accompanied by a weak family vision will be associated with restricted exchanges in dominant coalitions, which will have a negative impact on procedural justice climate among nonfamily managers. Conversely, we suggest that family involvement with a strong family vision will be accompanied by generalized exchange, which should positively impact the procedural justice climate among nonfamily managers. We expect that the extent to which nonfamily managers work to support or hinder intra–family succession will be influenced by their collective perception of a positive or negative procedural justice climate.

Determinants of faculty research productivity in information systems: An empirical analysis of the impact of academic origin and academic affiliation

This manuscript provides guidance to Deans and other academic decision makers in the hiring process and dispels the validity of a widely held assumption commonly used as a decision factor in the selection process. This paper investigates: (a) whether graduates of prestigious information systems (IS) doctoral programs (graduates with high-status academic origins) are more likely to be successful in their academic careers (as measured by research productivity) than graduates of less prestigious programs, (b) whether IS faculty who are employed by esteemed universities (faculty with high-status academic affiliations) are more productive researchers than IS faculty employed by lower-status institutions, and (c) examines faculty productivity in terms of Lotka’s Law [Lotka, 1926]. The findings indicate that in the IS field, productivity does not follow a Lotka distribution. Moreover, our study also shows that academic affiliation is a significant determinant of research productivity in terms of quantity (as measured by publication counts) and quality (as measured by citation counts). Contrary to common expectations, however, the analysis shows that the status of a faculty member’s academic origin is not a significant determinant of research productivity in the field of information systems. Therefore, continued reliance on academic pedigree as a primary criterion for hiring decisions may not be justified in the IS discipline.

ASSOCIATION OF INDICATORS AND PREDICTORS OF TIE STRENGTH

Arguments deriving from the importance of the strength of social ties between individuals are being applied in social and organizational analysis; however, lack of empirical verification of the components of the construct and lack of consistency in the use of proxy measures have made difficult the resolution of controversies surrounding the relative merits of strong and weak ties. This study examined the relations between predictors and indicators of Granovetters 1973 construct of tie strength. Marsden and Campbells 1984 finding of “contamination” of indicators by predictors is supported by this analysis.

The Measurement and Conceptualization of Career Stages.

Journal of Career Development, Vol. 17(3), Spring 1991 The helpful vetting of Paula C. Morrow and James C. McElroy on an earlier draft manuscript is gratefully acknowledged. Address all correspondence to Arthur G. Bedeian, Department of Management, Louisiana State University, Baton Rouge, LA 70803-6312, U.S.A. Telephone: (504) 388-6141. The last decade or so has seen a growing interest in relationships between work attitudes and behaviors as moderated by career stage (e.g., Isabella, 1988; Jans, 1989; Ornstein, Cron, & Slocum, 1989). As

A Firm-Level Analysis of Employee Attrition

Using a sample (n = 297) of private sector firms, this article considers the role that firm characteristics, work force characteristics, location, and employee benefits practices have in explaining employee attrition. Hierarchical regression analyses suggest that benefit practices are associated with turnover, even when controlling for firm characteristics, firm setting, and work force characteristics. Specifically, firms where benefits were a higher percentage of total labor costs and firms whose benefits packages were described to be of higher quality experienced less attrition. Implications of the findings for human resource management are discussed.