Redefining Local Government Roles In Public Services

County officials in the seven-county metropolitan area of the State of Minnesota's Twin Cities of Minneapolis and St Paul were seeking to redefine county roles in service delivery. This article reports on a process model that was piloted on two services. The model was commissioned by officials; was based upon and informed by literature and comparative experience; began with an examination of functions performed; involved participants in focusing the study; was context-focused; and involved local stakeholders in projecting the implications of alternative county roles. These characteristics complicated the research management process because the process took more time, involved more actors, and required more coordination than traditional research. However, having stakeholders identify alternatives and bring factual material to the process was critical to the success of the model and including the comparative and contextual research both strengthened the policy conclusions and improved the probability of their adoption and implementation. A case of a Minnesota county that followed the model in an effort to reform water governance within the county illustrated adoption of the approach. The stakeholder analysis process was previously applied in Africa, China and Southeast Asia and the model should be applicable to a wide range of settings and problems.     

Implementing a Market Orientation in Small Manufacturing Firms: From Cognitive Model to Action

Using in-depth interviews of the CEO/Presidents of 21 small manufacturing firms, this research explored how leaders with a high market-oriented cognitive model have intentionally pursued the implementation of that model and how their activities differed from leaders with a low market-oriented cognitive model. Results indicated that leaders in high market-oriented organizations appeared to be working from cognitive models that reflected market-oriented values, and norms consistent with those suggested by Homburg and Pflesser. Additionally, results indicated strong consistencies across firms in the mechanisms used by leaders to implement their high market-oriented cognitive models and different but equally strong consistencies in the mechanisms used by leaders to implement their low market-oriented cognitive models. Structurally, high market-oriented leaders expressed less departmentalization than low market-oriented firms, used some form of internal customer/supplier networks, had very open communication systems, and established performance management systems designed to initiate and reward market-oriented behaviors among employees.     

A methodology for reducing technological risk

The purpose of the paper is to suggest a quantitative method for analyzing the innovation risk from both technological and an economic point of view as a contribution to the strategic evaluation and planning process. Specifically the method provides a predictive evaluation of the probability of the commercial success of technological breakthroughs.
The method is a quantification of the qualitative method originally developed by White and Graham. It consists of a stepwise process in which the benefits of a technology are classified under four major headings: inventive merit, embodiment merit, market merit, and operational merit. Within each heading, the target technology is evaluated by pairwise comparison with alternative technologies, using a Saaty-type procedure. The decision-maker can conduct a sensitivity analysis and the evaluation can be made collaborative by using a group of judges.
The methodology which is computerized is described in some detail. Its use is illustrated by applying it to an hypothetical project in the field of information retrieval in which CD-ROM is compared with three alternative technologies.     

Diversity in organizations: Where are we now and where are we going?

A great deal of research has focused on workforce diversity. Despite an increasing number of studies, few consistent conclusions have yet to be reached about the antecedents and outcomes of diversity. Likewise, research on different dimensions of diversity (e.g., age, race, gender, sexual orientation, disability, and culture) has mostly evolved independently. Therefore, the purpose of this review is to examine each of these dimensions of diversity to describe common themes across dimensions and to develop an integrative model of diversity.     

Global peace as a professional concern,I

The most serious threat currently facing people all over the world is that of a global nuclear war, in which hundreds of millions of people would be killed by the immediate effects of nuclear explosions, and over a billion others would later die of cold and starvation in the ensuing nuclear winter. Physicians and other health professionals have an ethical responsibility to educate themselves, their patients, and the public to the need for major political changes to achieve multilateral disarmament and thus prevent nuclear war. Scientists ought to oppose all research and government expenditures preparing for war, and should participate only in work designed to improve health and living standards for all the world's inhabitants.Dr. Perry is Professor of Pharmacology & Therapeutics at the University of British Columbia. Educated at Oxford and at Harvard Medical School, he first practiced pediatrics, and later became a neurochemist researching a variety of human brain disorders. He has been a peace activist since seeing combat in Europe during World War II. He works in Canadian Physicians for the Prevention of Nuclear War, and in Veterans Against Nuclear Arms, and is an appointed member of Vancouver City Council's Special Committee on Peace.The articles by Thomas L. Perry, Gilles D. Hurteau, and Joanna Santa Barbara are the result of a three-person panel presentation and therefore appear under the same title. At the publisher's discretion, roman numerals have been included to distinguish these articles.     

Do citizenship behaviors matter more for managers than for salespeople?

This research was designed to investigate the effects of organizational citizenship behaviors (OCBs) and objective sales productivity on sales managers’ evaluations of their sales personnel’s performance and to examine whether the impact of OCBs on performance evaluations is greater at higher levels of the sales organization hierarchy. Two samples were obtained from the same organization: a sample of 987 multiline insurance agents and a sample of 161 agency managers. Objective measures of sales productivity were obtained for both samples along with evaluations of three dimensions of OCBs and an assessment of overall performance. The results indicate that managers’ evaluations are determined at least as much by OCBs as they are by objective measures of performance. After partialing out common method variance, the results also indicate that OCBs account for a greater proportion of a sales manager’s evaluation than of a sales representative’s evaluation. The implications of these findings are discussed. Scott B. MacKenzie (Ph.D., UCLA, 1983) is a professor of marketing and the Edgar G. Williams Faculty Fellow at the Kelley School of Business at Indiana University. His research on advertising effectiveness, organizational citizenship behavior, and leadership issues can be found in theJournal of marketing Research, Journal of Marketing, Journal of Consumer Research, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Personnel Psychology, Journal of Management, andThe Leadership Quarterly. Currently, he serves on the editorial boards of theJournal of Marketing Research, Journal of Marketing, Journal of Consumer Research, andJournal of Consumer Psychology. Philip M. Podsakoff (D.B.A., Indiana University, 1980) is the John F. Mee Professor of Organizational Behavior and Human Resources at the Kelley School of Business at Indiana University. He is the author or coauthor of more than 60 articles and/or scholarly book chapters that have appeared in such journals as theJournal of Marketing, Journal of Marketing Research, Academy of Management Journal, Psychological Bulletin, Organizational Behavior and Human Decision Processes, Journal of Applied Psychology, The Leadership Quarterly, Organizational Dynamics, Research in Organizational Behavior, Journal of International Business Studies, andJournal of Occupational and Organizational Psychology. He serves on the Board of Editors of theJournal of Applied Psychology, Organizational Behavior and Human Decision Processes, andThe Leadership Quarterly. Julie Beth Paine is a doctoral student in management at the Kelley School of Business at Indiana University. Her research interests include competence in performance, performance evaluation processes, and reward systems.