Donald Edwin Super: The Career of a Planful Explorer

Donald Edwin Super was a member of the National Career Development Association from 1934 to 1994, a full 60 years. Starting at midcentury, his writings and lectures provided the main impetus to expand vocational guidance to encompass career counseling. This article, structured around the five stages in Super's life stage model and narrated in the language of vocational development tasks that he identified and researched, tells the story of Super's own career development and extrapolates the major themes in his unparalleled career as a vocational psychologist and career counselor.     

EXAMINING THE MULTIFACETED NOTION OF ISOMORPHISM IN MARRIAGE AND FAMILY THERAPY SUPERVISION: A QUEST FOR CONCEPTUAL CLARITY

The notion of isomorphism has been recommended as a comceptual framework to guide the practice of marrige and family therapy (MFT) supervision. The term is frequently cited in the MFT training literature but is often used in different ways. A panel of MFT supervirors rated the impotance and relevance to both therapy and supervision of a large pool of variables. The majority of variables were found to be a equally relevant or isomorphic to the domains of MFT and MFT supervisoin. A qualitative interview with a small subset of the panelists suggested that the concept, to varying degrees, has influenced their work as supervisors. The implications of the results for theory development, research, and supervisory practices are discussed.     

The Roots of Linguistic Organization in a New Language

It is possible for a language to emerge with no direct linguistic history or outside linguistic influence. Al-Sayyid Bedouin Sign Language (ABSL) arose about 70 years ago in a small, insular community with a high incidence of profound prelingual neurosensory deafness. In ABSL, we have been able to identify the beginnings of phonology, morphology, syntax, and prosody. The linguistic elements we find in ABSL are not exclusively holistic, nor are they all compositional, but a combination of both. We do not, however, find in ABSL certain features that have been posited as essential even for a proto-language. ABSL has a highly regular syntax as well as word-internal compounding, also highly regular but quite distinct from syntax in its patterns. ABSL, however, has no discernable word-internal structure of the kind observed in more mature sign languages: no spatially organized morphology and no evident duality of phonological patterning.     

Generic Strategies and Business Performance: an Empirical Study of the Screw Machine Products Industry

Select businesses in industry may attempt to compete through distinct strategies. But some may be successful in adopting distinct strategic profiles while others may not prove successful. In this study it was expected that six different groups of businesses might be present in the empirical exploration – those competing successfully with the low cost strategy and those competing unsuccessfully with this strategy; those competing successfully with the differentiation strategy and those competing unsuccessfully with this strategy; and those competing successfully with low cost and differentiation strategies and those competing unsuccessfully with these strategies. The results of the investigation portray the presence of three strategic profiles. They are unsuccessful low cost businesses with the lowest performance, unsuccessful differentiated businesses with the second lowest performance, and successful businesses with combination strategies with the highest performance.     

The Mechanistic Structure Shift and Strategic Reorientation in Declining Firms Attempting Turnarounds

Past researchers have observed that decliningorganizations often experience mechanistic structuralchanges that centralize authority, increase reliance onformalized procedures, and reduce the amount of information flowing to top managers. Many haveproposed that this “mechanistic shift” indeclining organizations reduces their adaptivecapability by making innovative organizational change in response to decline less likely. However,despite much research on declining firms and theirturnaround attempts, many questions about mechanisticshifts remain, such as: (1) To what extent do declining firms become systematically mechanistic whentrying to recover from decline? (2) What aspects ofdeclining firms' situations make mechanistic shifts morelikely? (3) Do mechanistic shifts reduce the likelihood of large-scale strategic reorientation asdeclining firms attempt to recover? We sought answers tothese questions through an analysis of data fromin-depth interviews with top managers (mostly CEOs) at 29 U.S. firms attempting turnarounds fromdecline. Our primary finding was that mechanisticstructure shifts did restrict firms' abilities to changetheir strategic orientations in response to decline. Highlighting the important role of the contextof turnaround attempts, we further found the averagedeclining firm attempting a turnaround did not becomemore mechanistic, but that turnaround attempts launched from financial crises were significantly morelikely to lead to mechanistic shifts. Also, we foundthat the common practice of replacing the firm's CEOduring turnaround attempts had conflicting andparadoxical effects on firms' abilities to enact strategicreorientations.     

The age of exploration and exploitation: Younger-looking leaders endorsed for change and older-looking leaders endorsed for stability

The current contribution extends theorizing on leadership and the exploration–exploitation dilemma using an evolutionary perspective. A theoretical connection is made between the exploration–exploitation dilemma and age-biased leadership preferences for exploratory change versus stable exploitation. For the majority of human evolution our species was semi- or entirely nomadic and the trade-off between exploration versus exploitation had substantial physical- and experience-based requirements which align with leadership opportunities as moderated by age. Thus, given the consistency and importance of correctly assigning leadership for the exploration–exploitation dilemma, human evolution has likely selected for age-biased leadership endorsement. Across three experiments we find that younger-looking leaders are endorsed for times of exploratory change and older-looking leaders for stable exploitation. Further, our results indicated that older leaders are endorsed for leading conservative exploitation of nonrenewable resources and younger leaders for exploration of renewable alternatives (i.e., green leadership). The results introduce an age-biased leadership endorsement hypothesis.     

Sustaining the Financial Value of Global CSR: Reconciling Corporate and Stakeholder Interests in a Less Regulated Environment

In this article we examine the association between corporate social responsibility (CSR) and firm value. This line of research is important since firms continue to invest in CSR even though past studies reveal a limited linkage between financial value and CSR. However, the business case for CSR or “doing good while making a profit,” appears to be advancing within the business ethics literature as a preferred conception of CSR. We conjecture that the greater unification and refinement of both profit maximization and stakeholder interests through corporate acts, not statements alone, will sustain the financial value of CSR in a less regulated global business environment. We study the triangle of what companies say, what companies do, and firm financial performance. We analyze Fortune 250 firms and find a positive association between what companies do based on KLD Research and Analytics, Inc. (KLD) ratings, and what companies state about ethics in their CSR statements. We then employ regression analysis and find that companies’ socially responsible acts are positively associated with overall firm value and financial performance. Yet we do not find a statistically significant association between what companies say regarding ethics in their CSR statements and their financial outcomes. These results suggest that firm value and financial performance is associated with what companies do and not what they say. Our results seem to be driven by multinational corporations (MNCs) and not by non‐MNCs. This is possibly because MNCs generally operate in a less regulated global business environment that often necessitates strong ethical corporate leadership to further stakeholder interests. Overall, these results help reconcile corporate and stakeholder objectives since evidence of a link between financial performance and doing good sustains global CSR.