Shmuel Stashevsky

Perceived risks as barriers to Internet and e‐commerce usage

Previous research suggests that perceived risk is an important ingredient in the consumer decision‐making process. The purpose of the present study is to investigate what are the perceived barriers to Internet usage and e‐marketing by both users and non‐users. By understanding these potential obstacles, more efficient marketing strategies will become available that will drive Internet use and e‐commerce. A detailed perceived risks map has been developed using a qualitative research paradigm. We suggest a model with the factors affecting the Internet’s perceived risk elements. The factors are demographic traits and usage behavior characteristics. The model is tested against a sample of 465 employed adults.

The effect of quality management and participation in decision-making on individual performance

Abstract The major objective of the study was to analyze the effects of total quality management (TQM) on improvement efforts and individual performance. Employee response to quality management (QM) and the perceived degree of participation in decision-making (PDM) were considered the major factors affecting employee improvement efforts. The improvement effort factor was expected to influence employee performance. Subjects were 208 employees in three industrial organizations applying TQM in Israel. Three causal models were suggested and tested by means of structural equation modeling using lisrel . The results supported the proposed model. The findings revealed that the influence of PDM on improvement efforts is considerably higher than that of QM. This finding suggests that PDM is the most important component of the TQM process that affects improvement efforts and individual performance. Therefore, ISO 9000 that does not include PDM may not impact individual performance.

Misbehaviour and dysfunctional attitudes in organizations

Introduction A.Sagie, S.Stashevsky & M.Koslowsky PART 1: THE MANY FACES OF WORK MISBEHAVIOR Workplace Aggression K.Dupre & J.Barling Comparing Sexual Harrassment To Workplace Aggression L.Bowers-Sperry, J.Tata & H.Luthar Covering Up Behavior In Organizations S.Stashevsky & J.Weisberg Social Loafing Y.Hamburger Job Burnout and Dysfunctional Work Attitudes T.Kalliath The Benefits of Better Times: Increasing Work Schedule Flexibility L.Golden When Bad Email Happens To Good People D.Schwartz Can Workplace Deviance Be Constructive? B.Galperin PART 2: THE DYNAMICS OF ORGANIZATIONAL MISBEHAVIOR Personal and Positional Antecedents Of Organizational Misbehavior E.Vardi Stress, Personality, and Counterproductive Work Behavior L.Penney & P.Spector The Big-5 personality Dimensions And Counterproductive Behaviors D.Oniz & C.Viswesvaran Type-A Behavior Pattern And Misbehavior M.Jamal & V.Baba

Organizational values and social power

Purpose – Over the past decade, the social power taxonomy has been applied in many organizational contexts. This study aims to examine the issue of organizational values as antecedents of social power.Design/methodology/approach – A total of 187 Israeli MBA students participated in a study of power and values, as measured by organizational practices and behaviors.Findings – Findings indicated that soft power bases were preferred over harsh, as expected. In addition, support for the hypothesis of an interaction affect was obtained as charismatic leaders in a complex work environment used punishment very rarely. The findings were discussed in terms of the use in organizations of power strategies as a function of values.Originality/value – Although the main independent variables, organizational type (routine vs complex) and leadership style (transformational vs transactional), had each been studied independently, this was the first study of their interaction.

Introduction: Misbehaviour in Organizations

The idea to publish a book devoted to misbehaviour and dysfunctional attitudes was not created in the mind of one person only. This idea was born in the minds of several researchers who met each other in an international conference gathered to discuss issues related to the linkage between work values and organizational behaviour. This conference was the 7th bi-annual meeting of the International Society for the Study of Work and Organizational Values (ISSWOV) that took place in Jerusalem, Israel, in June 2000. All these researchers believed that one of the most interesting but neglected questions associated with the conference theme is what kind of organizational behaviour can be expected when normative work values are not a deciding factor. Each of these researchers decided, therefore, to address this issue in the conference. As their cultures, backgrounds, disciplines, and areas of expertise varied, these participants tackled the issue from different perspectives. When the conference was over, it was only natural to choose the best articles that addressed the association between work values, or, more correctly, lack of normative work values, and misbehaviour or dysfunctional attitudes in organizations, to add several chapters written by experts that did not participate in the conference, and to aggregate them into one volume.

Quality management of organizational referents

The major objective of the study was to analyze the structure of the Quality Management (QM) domain, as it is perceived by rank and file employees and middle management. A definitional framework for the QM domain was suggested based on two facets: behavior modality and organizational referents. Subjects were 208 employees in three industrial organizations in Israel, which were in the process of applying a QM program. Factor Analysis identified one of the facets defined – the referents. Guttman’s Smallest Space Analysis was applied next for testing the proposed hypotheses. An empirical double‐ordered system, a Radex structure, was obtained that reflects the facets of the definition: behavior modality (performance, satisfaction and evaluation) and referents (employee, colleagues, supervisor and management). Unlike previous studies on introducing other change programs, management comes nearer to the employees, reflecting the high involvement of the management in QM programs. The roles of the above facets in the present study as compared to other studies are discussed, as well as the possibility of applying the proposed definitional framework to other change programs.

Design of a Computerized Message-Switching Center

This paper deals with the design of a computerized message-switching center using a mini-computer. We use two complementary approaches: an approximate mathematical model and more realistic simulations. Results are compared and discussed.