A two-study investigation of item wording effects on leader–follower convergence in descriptions of the leader–member exchange (LMX) relationship

The leader–member exchange (LMX) theory of leadership focuses on the quality of relationships built between leaders and subordinates; LMX measures are designed to assess the quality of these relationships. Since the leader and subordinate are jointly embedded in the relationship, it is reasonable to assume that their ratings of their relationship will converge to some reasonable extent. However, leader–member convergence on the most widely used measures, the LMX-7 and SLMX-7 scales, has historically been low. To address this, we conduct two studies to investigate whether item wording and content might be a cause of poor LMX convergence. The obtained results support the conclusion that the wording and content of these measures are, in fact, introducing attributional and social desirability biases into the rating process and causing some of the poor LMX convergence that is commonly seen. Implications for extant and future LMX research are discussed.     

Stakeholder value disclosures: anchoring on primacy and importance of financial and nonfinancial performance measures

In the growing debate about stakeholder values, there has been little discussion about information overload or whether the requested disclosures can be effectively used. Stakeholder advocates call for complicated and massive environmental and related social disclosures while not considering how information overload might affect the discourse about corporate performance. Stakeholders, including shareholders, plead for more transparency in financial statements, management discussion and analysis (MDA), and other corporate disclosures. As we know, shareholders and boards of directors are most concerned with the ‘Holy Trinity’ of earnings per share, dividends and market value changes. We believe that managers and stakeholders involved in performance evaluations have multiple interests that extend beyond traditional shareholder value measures. We note that the Balanced Scorecard (BSC) was developed as one tool to reflect and communicate these multiple measures. We test how managers use (or ignore) multiple performance measures and we posit that stakeholders will face many of the same constraints when using and processing multiple disclosures including Corporate Social Reports (CSR), environmental, or similar disclosures. While we do not directly test a wide variety of stakeholder disclosures, we examine eight (four for a single subject) shareholder values (financial measures) and four stakeholder values (nonfinancial measures). The eight measures included in our research instruments serve as proxies for the multiple concerns that might be of interest to many stakeholders. Note that stakeholders are likely to be extremely interested in nonfinancial performance measures, while many shareholders will likely concentrate on financial performance measures. Field research has reported managers tend to favor financial measures while discounting or ignoring nonfinancial measures when evaluating subordinates, making it difficult to align performance evaluations and incentives with corporate strategies (Ittner et al. Account Rev 78:725–758, 2003). In this study, we find the relative weights managers place on financial and nonfinancial performance measures are influenced by both (1) presentation order and (2) the relative importance of specific measures. When financial measures are presented first, the manager who performs better on financial measures is rated higher than the manager who performs better on nonfinancial measures. However, when nonfinancial measures are presented first, managers who excel on nonfinancial measures are rated higher. Reports that include financial measures that are relatively more (less) important also produce higher (lower) ratings for the manager who excels on financial measures. Thus, the relative weights that superiors place on financial and nonfinancial measures in evaluating corporate managers’ performance are substantially anchored both by the order in which measures are presented as well as by the importance of the specific performance measures employed. Other stakeholder disclosures are likely to be similarly anchored, perhaps biased, by primacy and a priori importance rankings.     

最大化组织科学的影响:学科与学术领域交叉处的理论构建

学科与学术领域的交叉处为创造性的理论构建提供了重要机会。本文中,我们提出了在学科交叉处构建理论的3种模式,并强调了这3种模式的优势与不足。我们运用"影响轮(impact wheel)"把3种模式相互联系起来,直观地描述了它们对理论、学术领域、学科、研究者和外部相关者等五大范围的影响。尽管3种模式对这些方面的影响不尽相同,但当在学科交叉处的理论建构可以修订现有学科和学术领域边界,并产生新的学科和学术领域时,其影响最大。这样的理论建构并不常见,并且需要研究者具有挖掘组织科学更多潜能的特定技巧。     

Place, Culture, and the Social Amplification of Risk

This article investigates the role of culture in the social production of risks and risk communication surrounding industrial development in a region located at a rural-urban interface. A case study examined a public consultation that was undertaken to inform local residents about an eco-industrial development proposal being planned near Edmonton, Alberta, Canada. The research employed the social amplification of risk framework (SARF) to examine the relationships among culture, place, and socially constructed risk. A total of 44 in-depth, semi-structured interviews were carried out with 33 landowners (farmers, acreage owners), public officials (municipal politicians, administrators), journalists, and industry representatives. Analysis revealed that risk communication occurred in relation to situated experiences of place that were based on conflicting cultural worldviews. The research shows that place is a useful component of the SARF, providing a spatial explanation for why some people amplify, and others attenuate, risks in locally contentious environmental debates.     

Toward Improving Food Safety in the Domestic Environment: A Multi-Item Rasch Scale for the Measurement of the Safety Efficacy of Domestic Food-Handling Practices

To reduce consumer health risks from foodborne diseases that result from improper domestic food handling, consumers need to know how to safely handle food. To realize improvements in public health, it is necessary to develop interventions that match the needs of individual consumers. Successful intervention strategies are therefore contingent on identifying not only the practices that are important for consumer protection, but also barriers that prevent consumers from responding to these interventions. A measure of food safety behavior is needed to assess the effectiveness of different intervention strategies across different groups of consumers. A nationally representative survey was conducted in the Netherlands to determine which practices are likely conducted by which consumers. Participants reported their behaviors with respect to 55 different food-handling practices. The Rasch modeling technique was used to determine a general measure for the likelihood of an average consumer performing each food-handling behavior. Simultaneously, an average performance measure was estimated for each consumer. These two measures can be combined to predict the likelihood that an individual consumer engages in a specific food-handling behavior. A single "food safety" dimension was shown to underlie all items. Some potentially safe practices (e.g., use of meat thermometers) were reported as very difficult, while other safe practices were conducted by respondents more frequently (e.g., washing of fresh fruit and vegetables). A cluster analysis was applied to the resulting data set, and five segments of consumers were identified. Different behaviors may have different effects on microbial growth in food, and thus have different consequences for human health. Once the microbial relevance of the different consumer behaviors has been confirmed by experiments and modeling, the scale developed in the research reported here can be used to develop risk communication targeted to the needs of different consumer groups, as well as to measure the efficacy of different interventions.     

Risk Management in a Polio-Free World

Inherent in the decision to launch the Global Polio Eradication Initiative in 1988 was the expectation for many people that immunization against poliomyelitis would eventually simply stop, as had been the case with smallpox following its eradication in 1977. However, the strategies for managing the risks associated with a "polio-free" world must be continuously refined to reflect new developments, particularly in our understanding of the live polioviruses in the oral poliovirus vaccine (OPV) and in the international approach to managing potential biohazards. The most important of these developments has been the confirmation in 2000 that vaccine-derived polioviruses (VDPVs) can circulate and cause polio outbreaks, making the use of OPV after interruption of wild poliovirus transmission incompatible with a polio-free world. A comprehensive strategy has been developed to minimize the risks associated with eventual OPV cessation, centered on appropriate long-term biocontainment of poliovirus stocks (whether for vaccine production, diagnosis, or research), the controlled reintroduction of any live poliovirus vaccine (i.e., from an OPV stockpile), and appropriate use of the inactivated poliovirus vaccine (IPV). Although some aspects of this risk management strategy are still debated, there is wide agreement that no strategy would entirely eliminate the potential risks to a polio-free world. The current strategy for risk management in a polio-free world will continue to evolve with better characterization of these risks and the development of more effective approaches both to reduce those risks and to limit their consequences should they occur.     

Interne und externe Coachings in Unternehmen

When organizations employ coaching as an instrument for personnel development, the question arises whether they should opt to engage internal or external consultants. In a first step, this article identifies the characteristics of internal and external coaches by means of a series of criteria. It then goes on to discuss the factors which influence the suitability of choice between an internal or external coach at the level of the organization, in terms of the coachee and in terms of the coach. It becomes apparent that there is a situational consideration of the advantages and disadvantages. The article concludes with an actual example which demonstrates possibilities to combine the advantages of internal and external coaching.     

Decision Sciences Research in China: A Critical Review and Research Agenda—Foundations and Overview*

This article focuses on decision sciences research in China, providing an overview of current research and developing a foundation for future China‐based research. China provides a unique research opportunity for decision sciences researchers, owing to its recent history, rapid economic development, and strong national culture. We examine recent economic reforms and their impact on the development of research questions in the decision sciences, as well as discuss characteristics of the diverse regions in China and their potential as sites for various types of research. We provide a brief overview of recent China‐based research on decision sciences issues relating to national culture, supply chain management, quality management, production planning and control, operations strategy, and new product development and discuss some of the unique methodological challenges inherent in China‐based research. We conclude by looking forward to emerging research opportunities in China.     

How Autonomous are Public Corporations in Hong Kong? The Case of the Airport Authority

This article examines the degree of autonomy of Hong Kong’s Airport Authority (AA). Traditionally, airport management in Hong Kong was the responsibility of the government’s Civil Aviation Department. The AA was established in 1995 to manage the new international airport at Chek Lap Kok which opened in 1998. It was expected to run as a commercial enterprise but, because of its strategic importance, there was concern that it should not become an independent empire detached from government control. As a hybrid type of organization, the AA has moved steadily towards full commercialization. The government has also put its privatization on the agenda. Its transformation may have some implications for the redefinition of the future autonomy boundaries of public corporations in Hong Kong.

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