The Effects of Diversity on Small Work Group Processes and Performance

Diversity is an increasingly important factor inorganizational life as organizations worldwide becomemore diverse in terms of the gender, race, ethnicity,age, national origin, and other personal characteristics of their members. The exact impact ofwithin-group diversity on small group processes andperformance is unclear. Sometimes the effect ofdiversity seems positive, at other times negative, andin other situations, there seems to be no effect at all.In this article, we suggest that these types of findingsmight be explained by using agroup-development model to examine theimpact of diversity on group processes and performance. Our modeluses concepts from Jackson et al.'s (1995), Milliken andMartins' (1996), and other models, as well as our ownconcepts, to show how diversity affects group development and performance. Among the conceptsincluded in the model are readily detectable personalattributes, underlying personal attributes, cognitiveparadigm dissimilarity, cognitive costs and rewards, diversity management skills, group behavioralintegration, and cognitive performance resources. In thepages that follow, we will explain each of thecomponents of the model and suggest specific hypotheses generated from the model.     

Ignoring Commitment Is Costly: New Approaches Establish the Missing Link Between Commitment and Performance

The branch network of a bank was used toinvestigate the link between employee commitment andorganizational performance in terms of sales targets metand change in profits. Commitment was measured by the conventional Organizational CommitmentQuestionnaire (OCQ) and different variations of aspecifically designed new commitment scale. The approachtaken involved the application of multiple regressionanalysis. That way a variety of factors assumed tocontribute to performance, apart from commitment, couldbe included in the model and held constant. It emergedthat employee commitment is significantly related to the financial success of bank branches. Theresults varied depending on how commitment andperformance were measured. Supervisory commitmentappears to have a particularly strong impact on theoutcome indicators.     

EFFECTS OF ENVIRONMENTAL MANAGEMENT SYSTEMS ON ENVIRONMENTAL MANAGEMENT PRACTICES AND OPERATIONS

To date, it is unclear as to how Environmental Management Systems (EMS) are implemented and what effects these systems have on other environmental and operational practices. This study reports empirical insights to EMS practices based on the largest EMS survey of manufacturing firms in the United States. The objective of the study is to test for a relationship between environmental management systems and perceived operations performance while considering direct and indirect effects of various environmental practices. The results of this study are supported by several field studies and provide a new source of information regarding EMS theory development. The results also indicate a positive relationship between an EMS, the environmental practices a firm engages, and operations performance measures.     

EXPLORING LINKAGES BETWEEN MANUFACTURING STRATEGY,BUSINESS STRATEGY,AND ORGANIZATIONAL STRATEGY

In recent years there has been an increased emphasis on the development of manufacturing and business strategies. In spite of that high level of emphasis, limited empirical research has been published on the linkage between manufacturing strategy, business strategy, and organizational performance. Our study examines that linkage. Our main contribution lies in (i) building constructs for some important elements of manufacturing strategy and business strategy and (ii) testing the impact of linkage between manufacturing strategy and business strategy on organizational performance. The study is based on 175 responses from senior executives in manufacturing organizations.     

Mastery, Frequency, and Interaction of Managerial Behaviors Relative to Subunit Effectiveness

The relationships among mastery and frequency ofmanagerial behaviors, and subunit effectiveness havefrequently been confused. This study investigates bothmain and interactive effects. The results show that the interaction effect can often be thestrongest effect and that increasing frequency withoutimproving mastery can sometimes be detrimental.Furthermore, these results offer a possible explanation as to why research of managerial behavior hasbeen so inconclusive. In addition, the results questionpopular advice given often to managers. Finally, somerecommendations are made as to how management development could be made more effective basedon the results of this study.     

'Nothing that is earthly': Ideology,performance and colonial difference

Abstract

Recent scholarship on the early Americas has posited performance as the site where colonial difference is enacted. This article examines the ways in which performance was used to disseminate (and conversely, to subvert) Christian ideology in New Spain, in dialogic texts such as Sahagún's Colloquios and in missionary plays by Father Andrés de Olmos and others.     

INNOVATION STRATEGY AND FINANCIAL PERFORMANCE IN MANUFACTURING COMPANIES: AN EMPIRICAL STUDY

An innovation strategy for the manufacturing function covers four areas: a firm's desired innovation leadership orientation (i.e., being a leader versus being a follower), its level of emphasis on process and product innovation, its use of internal and external sources of innovations, and its intensity of investment in innovation. We examine two models of the association between manufacturing companies' innovation strategy and their financial performance. The first examines the variations in company financial performance as a function of the simultaneous effect of the dimensions of innovation strategy. The second is a sequential model that suggests a causal sequence among the dimensions of innovation strategy that may lead to higher performance. We used data from a sample of 149 manufacturing companies to test the models. The results (1) support the importance of innovation strategy as a determinant of company financial performance, (2) suggest that both models are appropriate for examining the associations between the dimensions of innovation strategy and company performance, and (3) show that the sequential model provides additional insights into the indirect contribution of the individual dimensions of innovation strategy to company performance. Finally, we discuss the implications of these results for managers.     

BUSINESS STRATEGY,MANUFACTURING FLEXIBILITY,AND ORGANIZATIONAL PERFORMANCE RELATIONSHIPS: A PATH ANALYSIS APPROACH

It has been argued in the literature that business strategy and manufacturing flexibility independently affect the performance of an organization. However, no empirical examination of the interrelationship among these three constructs has been performed. In this paper, based on a field study of 269 firms in the manufacturing industry, the identified constructs have been used to test a theoretical model using path analysis techniques. Our results indicate that business strategy contributes both directly and indirectly to organizational performance. The findings provide evidence of direct effects of (i) business strategy on manufacturing flexibility and (ii) manufacturing flexibility on organizational performance.     

INDUSTRY STUDIES AND AMERICAN INDUSTRIAL PERFORMANCE

A nationwide research program on the performance of American industry, sponsored by the Alfred P. Sloan Foundation, now involves scores of faculty researchers and more than 100 graduate students at several American universities. Ten research centers have been established, and each one is dedicated to the study of a particular industry. An eleventh center is carrying out research on problems that cut across these industries. It is expected that the Sloan Industry Studies program will make useful contributions to the performance of the industries themselves, to policymaking at all levels of government, and to the development of interdisciplinary research communities within the universities.