Organizational Value for Age Diversity and Potential Applicants’ Organizational Attraction: Individual Attitudes Matter

Using diversity climate theory and research, this paper examines the relationships among an organization’s actions which indicate a value for age diversity and potential applicants’ reactions toward that organization. Specifically, we investigate the interactive effects of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ individual attitudes toward age diversity on two outcome variables, organizational attractiveness and expected age discrimination. We conducted an experimental survey study with a sample of 244 German employees likely to be in the job market again in their careers. Organizational age diversity and age diversity management practices were positively related to organizational attractiveness and negatively related to expected age discrimination. Results also support a three-way interaction of an organization’s age diversity, an organization’s age diversity management practices, and potential applicants’ attitudes toward age diversity on both dependent variables. The findings demonstrate the importance of considering individual attitudes toward age diversity in assessing the effectiveness of an organization’s age diversity and age diversity management practices.     

Focus on “Quality of Growth”Urged

China‘s economy has been quite strong,with a high growth rate.     

Organizational Ethical Culture: Real or Imagined?

Can companies be identified by how ethical they are? The concept of organizational culture suggests that organizations have identifiable cultures of which ethics are a part. By definition culture is the shared beliefs of an organization's members, hence the ethical culture of an organization would be reflected in the beliefs about the ethics of an organization which are shared by its members. Thus, it is logical to conceptualize the ethics of different organizations as existing on a continuum bounded at one end by unethical companies and at the other, highly ethical companies. This research assesses the efficacy of the existing measure of organizational ethical culture for identifying the ethical status of organizations on a this continuum. Results suggest that the Ethical Culture Questionnaire designed by Trevino, Butterfield and McCabe (1995) measures individual perceptions regarding organizational ethics but does not identify shared beliefs about an organizationÕs ethical culture.     

Five Below:5元店的逆袭

所有商品均不超过5美元,但平均单店利润率却高达23%。近3年来,除了新开店,所有的店均盈利。它是如何做到的?在电子商务极速冲击传统零售渠道的当下,创业者都喜欢将目光投注到线上。而美国有家零售店却反电商而行,专注线下开店,取得不俗业绩。Five Below是一家快速成长的特色零售商,主要向青少年提供各种时尚新潮的商品,在美国18个州经营着244家门店。让人惊奇的     

Evaluating Journal Quality: Beyond “Expert” Journal Assessments in the IS Discipline

Assessing the relative stature of journals devoted to the information systems (IS) discipline is an important issue for IS scholars and those who evaluate them. Even though journal assessment results are often dubiously applied by those making hiring, promotion, and merit decisions, the fact that they are so often a major ingredient in these decisions demands that we understand underlying journal assessment processes. Beyond processes involving the opinions of various “experts,” we here examine how IS journals can be evaluated based on overt behaviors of crowds of IS scholars. These behaviors are revealed preferences, in contrast to stated preferences found in opinions. Two classes of objective journal assessments are studied: impact measures and power measures. Among the former, we find that so-called journal impact factors are problematic, rendering their meaningfulness in evaluating journal stature highly suspect. Another kind of impact measure, the H-index, is found to be a more straightforward way to gauge journal impact. Two power measures for assessing IS journal stature are examined: publishing intensity and publishing breadth. The stature of IS journals according to each of the impact measures and power measures is determined. A comparison of the results shows that a small group of four or five IS journals are repeatedly found at the top across multiple objective assessment approaches. To account for both the consumption and production of IS research, it is suggested that a combined use of impact and power measures be employed in exercises aimed at evaluating relative statures of journals devoted to IS research.     

Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog As Crisis Management Method

Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations of an organizations tradition. A limitation of this method is that it may be less applicable to organizations with questionably ethical traditions. The concept of upbuilding dialog is derived from Kierkegaard, but here is applied to organizational crisis management. The method is illustrated and discussed in the context of a wrongful death crisis of the Dana- Farber Cancer Institute, a nonprofit organization, and an economic survival crisis at Ben and Jerrys, a business organization.     

Organizational Humanizing Cultures: Do They Generate Social Capital?

An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which are basic elements for social capital (a sort of asset embedded in the relationships of individuals, communities, networks or societies).     

Establishing Organizational Ethical Climates: How Do Managerial Practices Work?

Over the past two decades, Victor and Cullen’s (Adm Sci Q 33:101–125, 1988) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan’s top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the relationship between these two managerial practices and organizational ethical climates. We discuss our results and their implications for both future academic research and practice.     

Human Library“激活”我国高校图书馆知识服务

本文介绍了Human Library的背景、含义,以及我国高校图书馆开展基于Human Library知识服务的可行性,从多个角度分析并总结了Human Library对我国高校图书馆知识服务的激活作用。     

Innovation and Exporting: Does Quality Matter?

We study the effect of innovation on a firm’s propensity to export, developing a simple model where heterogeneous firms operate in a monopolistically competitive market and set their prices as a markup above the marginal cost. The key proposition of our model is that firms that invest in better quality products are more likely to export. We test it using Italian firms’ data. Econometric results suggest that innovation, defined as quality upgrading, has a significant effect on the firms’ propensity to export; and, for those who are already exporting, innovation—defined as new products—has a significant effect on a firm’s turnover.     

Human capital and youth emigration in the “new normal”

Every society's future lies in its youth, which can be considered a critical milestone for a nation's sociopolitical development. This research examines the young population attempting to identify and explores the students' perceptions about migration, their postulates, and the reasoning why so many students ultimately choose to emigrate. Data were collected in a questionnaire survey of 206 randomly selected students from Bosnia and Herzegovina. Some different multivariate analyses were performed to test the hypotheses. Other results were further discussed. Results show that the country's legal framework is a key reason for the prevailing poor living standard. This has resulted in a large number of youths leaving the country. Overall, both the legal framework (for both young entrepreneurs and women) and the overall standard of living (quality of life, well-being, salary, retirement, and education) are correlated with people choosing to emigrate. Furthermore, theoretical and practical implications are discussed. As far as we know, this is the first empirical study on this particular region that investigates the youth migration trends considered an important milestone for human capital development.     

The Big Five and venture survival: Is there a linkage?

This study examines the relationship of the entrepreneur's personality to long-term venture survival. We measure survival in two ways: (1) the likelihood the venture will survive for at least 8 years and (2) the overall life span of the venture. The “Big Five” personality attributes—extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience provide the measures of the entrepreneur's personality. As hypothesized, the entrepreneur's conscientiousness was positively related to long-term venture survival. Contrary to expectations, we found a negative relationship between the entrepreneur's openness and long-term venture survival. Extraversion, emotional stability, and agreeableness were unrelated to long-term venture survival.     

‘Organizational learning culture’: an ingenious device for promoting firm's innovativeness

The present study focuses on the relationship between organizational learning culture (OLC) and firm's innovativeness. The area of innovation as well as organizational culture is crucial for organizations and for entrepreneurs because both provide the basis for sustainable competitive advantage and improved firm performance. The notion of OLC offers a set of customs and principles that enhances imperativeness of an organization. Information acquisition, information interpretation, and behavioral and cognitive changes (BCC) were used as elements of the organizational learning process. Constructs comprising innovativeness are innovative culture, and technical and administrative innovation (innovations). Data were collected from 50 randomly selected Pakistani organizations. The results show significant and positive relationships among all hypothesized variables except for between BCC and innovations.     

Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?

Public services worldwide have been subject to externally imposed reforms utilizing tools such as financial incentives and performance targets. The adverse impact of such reforms on a public service ethos has been claimed, but rarely demonstrated. Individuals within organizations work beyond their formal contracts of employment, described as Organizational Citizenship Behavior (OCB), to further organizational interests. Given New Public Management reform and the subsequent contextual changes in the way in which public sector organizations are managed and funded, the present study theorizes that OCB directed towards the organization may be ‘crowded-out’. This article tests the relationships between public service ethos and OCB and it presents empirical evidence from a study in England (n = 433) of the ability of each dimension of this ethos to predict OCB.     

2012 CPPCC & NPC:“Speed Down,Quality Up”——It s Time for Deepening Reform

It's time for deepening the reform,and we will keep forging ahead resolutely,spokesman Zhao Qizheng made this remark as the prelude to 2012 CPPCC & NPC on the first press conference of the Fifth Session