Validation of a Multi‐Dimensional Measure of Strategy Development Processes

In this paper, we present evidence on the measurement properties of an instrument that assesses six dimensions of organizational strategy development. These dimensions are labelled planning, incrementalism, cultural, political, command and enforced choice. Using data from 5332 managers, results indicate the instrument has acceptable reliability and validity. Exploratory factor analysis confirms its underlying structure. Generally, the sub‐scales have acceptable internal reliability and inter‐rater reliability at the organizational level (n = 770 organizations). Further, using data aggregated at the organizational level, the sub‐scales are judged to have acceptable validity from the pattern of correlations amongst the six dimensions and with other variables.     

Coaching as a Packaged Intervention for Telemarketing Personnel

Prior literature indicates that although the sales function of an organization is a critical element for its success, there is a lack of research on specific actions managers can take to influence sales subordinates. The purpose of the present study was to assess the effects of a coaching package combined with incentives on sales performance for telemarketing personnel in an organizational setting. Following the implementation of the coaching package, there was a substantial increase in critical behaviors performed, pending sales set, and final sales completed by all telemarketers.     

准备好做领袖了吗？

领导者必须做好思想上的准备以面对未知的挑战是什么让杰出的企业领袖不同于那些平庸之辈呢?最出色的领军人物能预见未来的变化,发现变化所带来的机遇,能让自己的组织从变化中受益。总的来说,他们有备而来。现在,做好充分的准备比以往愈加重要了,这是Bill Welter和Jean Egmon所坚     

何时推进，何时退后

如何从不太重要的信息中找出重要的信息呢?在同老板的交往中通过了解他想从你那里了解什么,从而提前进行区分要达到企业所希望的结果,你需要依赖员工分享重要信息．提出他们在同客户、合作伙伴甚至是竞争对手的交往中形成的创意。但鼓励员工分享他们的深刻见解的同时．你也希望他们有自己的判断力。你不需要了解资料的所有细节。     

你是否发掘了知识工作者的最大价值？

管理知识工作者的人必须以新的方式履行职能巴布逊学院(Babson College)信息技术与管理学总统奖教授托马斯·达文波特(Thomas Davenport)称:如今,知识工作者占据了经济发达国家25％到50％的劳动力。知识工作者为你发明新产品和新服务、设计营销计划,并制定战略。     

杜绝预算诡计

在繁荣时期,企业领导不会太在意预算诡计又到了做预算的时候,几名经理企图故伎重演。营销主管抛出一份“谦虚”的计划,以便自己超额完成目标,赚到奖金。事业部经理掩盖本部门的弊病,以便为计划争取资金。产品开发总监坚持说,如果不给他的设想投资,公司将注定完蛋。马拉康顾问公司(Marakon Associates)驻纽约合伙人理查德·斯     

Evaluating qualitative management research: Towards a contingent criteriology

The term qualitative management research embraces an array of non‐statistical research practices. Here it is argued that this diversity is an outcome of competing philosophical assumptions which produce distinctive research perspectives and legitimate the appropriation of different sets of evaluation criteria. Some confusion can arise when evaluation criteria constituted by particular philosophical conventions are universally applied to this heterogeneous management field. In order to avoid such misappropriation, this paper presents a first step towards a contingent criteriology located in a metatheoretical analysis of three modes of qualitative management research which are compared with the positivist mainstream to elaborate different forms of evaluation. It is argued that once armed with criteria that vary accordingly, evaluation can reflexively focus upon the extent to which any management research consistently embraces the particular methodological principles that are sanctioned by its a priori philosophical commitments.     

Are Some Risk Comparisons More Effective Under Conflict?: A Replication and Extension of Roth et al.

Despite many claims for and against the use of risk comparisons in risk communication, few empirical studies have explored their effect. Only one study, published by Roth et al. in this journal in 1990, has tested the 1988 predictions by Covello et al. as to the public's relative preferences for 14 kinds of risk comparisons as they might be used by a factory manager to explain risks of his ethylene oxide plant. That study found no correlations between the Covello predictions and seven different measures of "acceptability" of Covello's examples of each type of comparison. However, two critics of the Roth study, as well as its own authors, suggested that a scenario involving local risks, a conflict-ridden situation, and a plant manager unknown to the townspeople might better evoke Covello-like preferences than the distant, calm, friends-involving scenario used by Roth. The research reported here replicated the Roth study using the same scenario, risk comparison examples, and evaluation measures, and added a second scenario intended to replicate the conditions suggested by critics. Over 200 New Jersey residents answered the study questionnaire. The replication scenario reproduced Roth's results, and the conflict scenario also evoked no rankings correlated with Covello's predictions. Furthermore, neither agreement nor disagreement with five statements representing "conflict"--respondents' reports that the industrial-plant scenario made them angry, they lived near industry, they were concerned about industrial risks, people in their home town were angry about industrial pollution, and they worried "frequently" about long-term effects of pollution--correlated with Covello's predictions. Over half of all ratings ascribed to the comparisons in aggregate were positive, and most detailed comments offered by respondents also were positive, despite many criticisms and suggestions for their improvement. The wide variability in individuals' rankings also undermines the notion of any single ranking of preferred comparisons. These findings have implications for use of risk comparisons, but also reveal the inaccuracy of the field's assumptions about public reaction to industrial risk information, including risk comparison.