Mapping the non-profit sector in the United States: implications for research

The need for a national typology of the US non-profit sector has long been recognised. A typology which could better define and describe the variety and diversity of non-profit organisations by type or major function will serve numerous research and public policy uses. This article describes the essential elements of the National Taxonomy of Exempt Entities (NTEE), developed over almost a decade after extensive consultation with agencies in the non-profit sector and the United States government. The article reports an initial analysis of the classification of nearly one million non-profit organisations in the US, and comparisons are made with earlier estimates inDimensions of the Independent Sector. Based on these findings, changes are proposed to this biennial statistical profile of the US non-profit sector. The importance of developing national typologies of non-profit organisations is discussed as a basis for comparative international research.     

Re-aligning the Stakeholders in Management Research: Lessons from Industrial, Work and Organizational Psychology

The publication of the Starkey and Madan (2001) report represents a timely and valuable contribution to an ongoing debate across a range of applied disciplines, concerning the nature and purpose of social research. The call for stakeholder alignment, culminating in the production of new knowledge that is both theoretically and methodologically rigorous on the one hand, and socially relevant on the other, is, in our view, to be greatly welcomed. However, the Mode 2 approach advocated by Starkey and Madan will not satisfy these fundamental requirements. Drawing on recent analyses of the nature, causes and consequences of the academic-practitioner divide in the subfield of industrial, work and organizational psychology, we offer an alternative, four-fold taxonomy of the varieties of managerial knowledge. Within our alternative framework, research that is low on rigour but high on relevance (a likely consequence of the wholesale adoption of a Mode 2 approach) is characterized as 'Popularist Science'. 'Pedantic Science', by contrast, is high on rigour but low on relevance, while 'Puerile Science' meets neither requirement. Only 'Pragmatic Science' will meet the twin imperatives of rigour and relevance. Whilst it is highly desirable that Pragmatic Science should dominate the management field, there are considerable barriers that impede its widespread adoption at the present time, not least the limited availability of researchers who possess the requisite sociopolitical and methodological competencies. The immediate imperative that has to be addressed, therefore, is the question of how best to close this competency gap, a fundamental precondition of stakeholder realignment.     

Extending the Foundations and Reach of Design Science: Further Reflections on the Role of Critical Realism

In his commentary on our proposal to reframe the relevance of business and management research by combining design science with critical realism (Hodgkinson and Starkey, British Journal of Management, 22 (2011), pp. 355–369), Willmott (British Journal of Management, 23 (2012), pp. 598–604) commends us for our advocacy of a social science as opposed to professional school agenda, while admonishing us for seeking to underpin the commended design science ethos with critical realism, on the grounds of ontological inconsistency and the risk of diminishing the emancipatory elements of our social usefulness agenda. In reply, we demonstrate how, in highlighting the interplay of multiple generative mechanisms within and between levels of analysis, critical realism is entirely commensurate with the design science approach advocated, and enriches rather than diminishes our overarching agenda to humanize the workplace.     

Corporate Governance and Shareholder Franchise

This paper addresses a question arising out ofcalls for greater shareholder participation toensure accountability of management in publiclimited companies. It is argued here that theparticipation by shareholders in corporateelections is more difficult than it isenvisaged by those who issue clarion calls forshareholders to exercise their voting power.The exercise of the right to vote as ashareholder can be formulated as a game betweenshareholders and management and also amongstgroups of shareholders. The chances of anyparticular group of shareholders being able toinfluence policy depends on how other groupsof shareholders vote. Thus the organisationaltask in the exercise of the right to franchiseis more complicated than it is realised byenthusiasts for shareholder participation.     

A Psychometric Study of Information Technology Risks in the Workplace

As organizations become increasingly reliant on information technology (IT) they are exposed to a growing number of risks. Surprisingly, however, very few studies to date have investigated the psychometric representation of IT risks, and none have been undertaken in the workplace. Accordingly, the present study was designed to map the judgments of a representative group of workplace IT users. Fifty-seven participants evaluated 18 IT risk scenarios by means of 13 bipolar attribute-rating scales. Profile proximities derived from the raw data were submitted to a weighted multidimensional scaling analysis. The results indicated that a six-dimensional solution was required on both statistical and conceptual grounds to represent adequately the participants' judgments. The dimensions reflected the extent to which the various risk scenarios were perceived as: (1) serious or minor in nature; (2) having a high or low probability of occurrence; (3) causing a high or low degree of stress; (4) deliberate or accidental; (5) having an impact on the organization or on individuals; and (6) the product of human or technological causes. The data were also submitted to a series of hierarchical cluster analyses, using a variety of agglomeration techniques. This second approach revealed a robust structure in which the risk scenarios were grouped into two broad categories, based on whether the events depicted would be likely to have a major or minor impact. The major impact category broke down further, into two subcategories, based on whether the scenarios were seen to arise from deliberate causes or through negligence. In conclusion, we consider the implications of our findings for future research, the refinement of IT risk assessment frameworks and tools, and the training of risk management professionals.