Is it change? Or is it noise?

How can you tell the difference between mere noise, and a profound change headed your way? Your gut instincts may not always be a reliable gauge. It takes a long time for most people to become an executive leader. If you are typical, you were raised and trained in a different era, with different expectations. You see things with different lenses. So what can you trust? You can trust first principles. Ask yourself what you know about the reasons that changes are happening in this environment. Then ask yourself about what is being proposed--how does it fit with the roots of the changes in health care and your organization? The three change filters presented here can help you to figure out if it's change or just noise. Ask yourself: (1) what are the changes occurring in the health care industry; (2) is your organization ready for change; and (3) how likely is it that your organization will easily adopt this particular change? These three filters together will help you decide what is a truly important change, how ready your organization is for change, and whether it will adapt to this change with ease or difficulty.     

The managerial power approach: Is it testable?

Journal of Management and Governance - The central hypothesis of the managerial power approach (MPA) states that power is the main driver of executive compensation. The positive impact of power on...     

Is it the Brazilian Way? Extending the Comparison of Public and Private Organizations

This study investigates the differences in select organizational characteristics, managerial practices and work attitudes among 670 public and private sector workers in Brazil. The results indicate that in some aspects there is a moderation effect by type of organization. For example,when public employees score high on autonomy and task significance, perceive organizational practices as favourable, and keep membership in the same organization, they tend to be more satisfied than private sector workers. Overall, the findings highlight the need for more international comparisons to gain a better understanding of the public-private distinction.     

A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?

In this article, we focus on a specific type of personal and professional development practice -executive coaching- and present the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date. We focus only on coaching provided by external coaches to organizational members. Our purpose is twofold: First, to present and evaluate how executive coaching outcome studies are designed and researched (particularly regarding methodological rigor and context-sensitivity). Secondly, to provide a comprehensive review of what we know about executive coaching outcomes, what are the contextual drivers that affect coaching interventions and what the current gaps in our understanding of coaching practice. On that basis, we discuss and provide a research agenda that might significantly shift the field. We argue that methodological rigor is as important as context-sensitivity in the design of executive coaching outcome studies. We conclude with a discussion of implications for practice.     

The Problem Is Fraud: Is the Solution Government Bounties?

Whistle‐blowing is the disclosure of organizational wrongdoing by internal or external parties either within the organization or publicly to outsiders who may be able to effect a positive change in action or activities. Organizations have been encouraged, especially since the passage in 2002 of the Sarbanes–Oxley Act, to establish a culture in which whistle‐blowing is seen as a positive mechanism to correct misconduct rather than a negative attack. This article addresses (1) whistle‐blowing in relationship fraud and (2) governmental “bounties” paid to persons who are willing to provide knowledge of organizational transgressions. The fraud could occur through a variety of mechanisms but, regardless of the fraud's cause, the long‐run result will be harmful to the organization, its employees, its customers, and the society in which the organization operates. The question is whether bounties are the most effective means by which to reduce the harm created by fraud.     

2. Is it lonely at the top?: The independence and interdependence of power holders

Although power is considered by many to be a fundamental way people organize social relationships, we know little about the psychological experience of being powerful, or the underlying mechanisms through which power affects individuals. In this paper, we review evidence suggesting that power creates a subjective sense of separation and distinctiveness from others, such that high power individuals have more independent self construals than low power individuals. We also review research demonstrating that power is related to the quantity of interconnections with others, such that high power individuals have more interdependent relational structures than low power individuals. We argue that independent self construals and interdependent relational structures occur simultaneously, and mutually reinforce one another. We review current research that acknowledges both dimensions of power, and propose specific mechanisms that underlie the relationship between independent self construal and interdependent relational structures.     

Biotechnology: will it break the health care bank?

Pharmaceuticals traditionally have been viewed as a cost-effective component in medicine's technological armamentarium. The use of pharmaceuticals has been estimated to account for 6-8 percent of the nation's total expenditures on health care. The first wave of pharmaceuticals/biologicals that has been produced by the biotechnology industry has offered therapies that can provide much benefit to patients, but it has also raised concern about the cost of these new recombinant drugs. In addition to pricing, methods of promotion and modifications in the FDA approval process have raised concerns.     

Profit Sharing in Portugal: Why Higher Productivity?

The paper studies some characteristics of Portuguese profit‐sharing (PS) firms based on a sample of 192 manufacturing firms. Some issues are examined that could help explain observed productivity differences such as the performance contingency of PS payments and the complementary or substitution nature of these payments regarding wages. The higher productivity found for PS firms seems to be more related to higher total remuneration in these firms than to the specific PS pay formula. The issues of why, how and by whom PS payments are determined could clarify the exact nature of our findings.     

Productivity on a Chip?

No abstract available for this article.     

Proactive coping with job insecurity: Is it always beneficial to well-being?

With reference to conservation of resources theory, the authors explored the role of proactive coping in relation to both positive and negative aspects of employee well-being (happiness and depression) when confronted with job insecurity. The authors investigated if coping efficiency improves when employees are highly committed to work, that is, when they have a high level of work involvement. Results of tests with samples of 162 Austrian and 444 Taiwanese employees revealed that, overall, proactive coping was positively related to employee well-being if the perception of job insecurity was low. However, in the case of high job insecurity, the beneficial effect of proactive coping was present only among employees with high work involvement. The interaction was significant for feelings of depression in the Austrian sample and for feelings of happiness in the Taiwanese sample. The findings suggest that if a person experiences job insecurity, the efficiency of proactive coping might depend on the person's work-related attitudes and beliefs, such as work involvement, that serve as coping resources.     

Is data-driven decision-making driven only by data? When cognition meets data

This paper aims in the context of data-driven decision making (DDDM) at investigating how biases related to the intuitive and rational types of human reasoning interact and how the trust in data changes applying the parallel-competitive theory. Using ethnographic research based on participatory observations, we explore the case of a traditional transportation firm in the northern UK and its earliest use of data to inform strategic decisions. We found that biases are grouped into what we called cognition trap, data trap, and trap recognition zones. We further observed three facets of trust in data as decision makers were falling into the three trap zones. These findings contribute to the parallel-competitive theory by unveiling the intriguing synergy of the intuitive and rational types of reasoning in DDDM and providing fine-grained insights related to biases and trust changes. The study also enlarges our understanding of the inception and nature of cognitive and data biases in the DDDM context. Managerial implications are also highlighted and further discussed.     

Is it our turn to be CEO yet?

Physician executives continue to have ambitions for the health care CEO role, despite the difficult economic times. And though few have yet been chosen for the position, the expectation is that this will change markedly in the next five to seven years. Today, physician executives have legitimate, relevant professional experiences that directly qualify them for CEO roles in health initiatives. And no executive is more qualified to deal with medical care management issues than the physician executive. Key elements of preparedness are: Executive thinking, bundling projects, and learning to manage managers. The opportunities will be open to those who are ready to take them on.     

Of Journal Editors and Editorial Boards: Who Are the Trailblazers in Increasing Editorial Board Gender Equality?

Female academics continue to be under‐represented on the editorial boards of many, but not all, management journals. This variability is intriguing, because it is reasonable to assume that the size of the pool of female faculty available and willing to serve on editorial boards is similar for all management journals. This paper therefore focuses on the characteristics of the journal editors to explain this variability; journal editors or editors‐in‐chief are the most influential people in the selection of editorial board members. The authors draw on social identity and homosocial reproduction theories, and on the gender and careers literature to examine the relationship between an editor's academic performance, professional age and gender, and editorial board gender equality. Longitudinal data are collected at five points in time, using five‐year intervals, from 52 management journals. To account for the nested structure of the data, a three‐level multilevel model was estimated. Overall, it is found that the prospects of board membership improve for women when editors are high‐performing, professionally young or female. The authors discuss these findings and their implications for management journals with low, stagnant or declining representation of women in their boards.     

Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers?

Given the limitations in providing monetary rewards as an incentive in the public sector, Herzberg’s Two-Factor Theory of Motivation can be promising if it is applicable to public employees. This study identifies the effects of motivators and hygiene factors on public managers’ job satisfaction, and finds out if there is difference, compared to how private-sector employees are motivated. According to the findings, a majority of identified motivators in the previous research showed positive effects on job satisfaction among public managers, and public managers’ job satisfaction was not affected by hygiene factor as predicted in Herzberg’s study. Managerial implications are discussed.     

The Unemployment Volatility Puzzle: Is Wage Stickiness the Answer?

I discuss the failure of the canonical search and matching model to match the cyclical volatility in the job finding rate. I show that job creation in the model is influenced by wages in new matches. I summarize microeconometric evidence and find that wages in new matches are volatile and consistent with the model's key predictions. Therefore, explanations of the unemployment volatility puzzle have to preserve the cyclical volatility of wages. I discuss a modification of the model, based on fixed matching costs, that can increase cyclical unemployment volatility and is consistent with wage flexibility in new matches.     

Is the Precautionary Principle Really Incoherent?

The Precautionary Principle has been an increasingly important principle in international treaties since the 1980s. Through varying formulations, it states that when an activity can lead to a catastrophe for human health or the environment, measures should be taken to prevent it even if the cause‐and‐effect relationship is not fully established scientifically. The Precautionary Principle has been critically discussed from many sides. This article concentrates on a theoretical argument by Peterson (2006) according to which the Precautionary Principle is incoherent with other desiderata of rational decision making, and thus cannot be used as a decision rule that selects an action among several ones. I claim here that Peterson's argument fails to establish the incoherence of the Precautionary Principle, by attacking three of its premises. I argue (i) that Peterson's treatment of uncertainties lacks generality, (ii) that his Archimedian condition is problematic for incommensurability reasons, and (iii) that his explication of the Precautionary Principle is not adequate. This leads me to conjecture that the Precautionary Principle can be envisaged as a coherent decision rule, again.     

Entreprise Management in the USSR: is there a Productivity Drive?*

Abstract. According to some neo-institutional economists, the trade-off of perestroika is between the benefits of solving economic problems via institutional changes and the costs of upsetting the nomenklatura. The “sub-institutional” analysis shows instead a series of organizational adjustments of the productive system that can render this dilemma less pressing, provide Western financial aid increases. This aid will ease the social and political tensions of the transition much more than helping the start of a productivity drive in Soviet firms.     

Why Is it So Hard to Rationalize the Budgetary Process? A Behavioral Analysis of Performance-Based Budgeting

Public Organization Review - Since the mid-twentieth Century, several efforts have been made to rationalize the government budgetary decision making process. Most of these efforts were either...