The Effect of Trade Unions on the Provision of Training: Australian Evidence

This paper uses data from the Australian Workplace Industrial Relations Survey conducted in 1989–90 to examine the net impact of trade unions on the extent of formal types of employer-provided training. A net positive effect is found, but only where unions are active in the workplace and not merely de jure representatives of the work-force. The results also indicate, with respect to in-house training, that unions shift the emphasis towards work-forces with long tenure, a finding that is consistent with 'union voice' arguments.     

Book review

Organizational Learning and Competitive Advantage Betrand Moingeon & Amy Edmondson London, Sage Publications, ISBN 0-7619-5167-9

Strategic Manufacturing for Competitive Advantage: Transforming Operations from Shop Floor to Strategy Steve Brown London, Prentice Hall, 1996, 363 pp, ISBN 0-13-184508-X.     

Social networking: applications for health care recruitment

In today's competitive landscape for health care talent, nursing executives and human resource professionals need to assess and evaluate new avenues for recruitment. The strategy of filling positions by means of print advertising is becoming outmoded quickly. As an industry, health care typically lags behind other industries when it relates to technology. This is especially true in implementing any interactive strategies to target hard-to-fill positions. Social networking sites have appeared on the Internet landscape quickly and continue to flourish. Nurse leaders need to capitalize on this phenomenon.     

Idiosyncratic volatility,option-based measures of informed trading,and investor attention

Review of Derivatives Research - We establish a direct link between sophisticated investors in the option market, private stock market investors, and the idiosyncratic volatility (IVol) puzzle. To...     

Scientists' commitment to underperforming research projects: linking past success and the social environment

This article investigates scientists' commitment to underperforming research projects based on the concomitant consideration of their past success and social environments. Based on escalation of commitment and network theory, the model hypothesizes that past success triggers the commitment to underperforming projects but that the strength of this influence varies depending on the characteristics of decision makers' social networks. Results from the analysis of 3,072 scenario assessments nested within 96 scientists show that the positive relationship between past success and continued investment in underperforming projects is more positive when the network is larger, when the ties within the network are stronger, and when feedback from network partners is predominantly positive. Surprisingly and contrary to model predictions, results also show that the relationship between past success and scientists' tendency to commit to underperforming projects becomes stronger with lower communication frequency with network partners. This study extends current research by exploring the boundary conditions of the impact of decision makers' social environment on commitment to failing projects. Further, it adds to literature on the downside of success by emphasizing that decision makers, particularly those in some social environments, are driven to commit additional resources to underperforming – and potentially failing – projects. Decision makers acting in such environments should be aware that they are prone to overinvestment of resources, and the findings of this study can help them increase their awareness. Based on this study's results, decision makers (including scientists) can thus better reflect on and improve their research project evaluations. Finally, the findings of this study open up various opportunities for future research.     

Japanese women in management: Where are they?

The two economic superpowers, Japan and the United States, have different patterns of contribution by their female populations. The authors travelled to Japan to research and observe firsthand the contributions made and the roles filled by the Japanese female. A comparison of costs and benefits to each country created by the different roles of females is discussed. Questions such as the following are explored:

• Does the Japanese female contribution to child-rearing and nurturing of new coporate members outweigh her lost contribution to the workplace?
• Has the United States gained or lost ground economically due to women integrating the American workplace?
• Will Japanese women be content to be on the fringes of the economic system for another generation?
• What is the likely future scenario for the workplace for both economic superpowers?

     

An examination of the effects of rescue workers meaning transfer,attitudes and subjective norms towards being voluntarily involved in civic activities on civic engagement intention

The present investigation used the transfer‐meaning model to assess the influence of rescue workers meaning after a major catastrophic event. Specifically, we examined the influence of rescue workers meaning on subjective norms and attitudes towards being voluntarily involved in civic activities and the influence of these on online and offline civic engagement intention. 300 Mexican undergraduate and graduate students completed a battery of questionnaires assessing meaning transfer, subjective norms, attitudes and behavioural intentions towards offline and online civic engagement. Results showed a significant positive effect of rescue workers meaning on subjective norms and attitude towards being voluntarily involved in civic activities. In addition, subjective norms and attitudes were significant antecedents of offline and online civic participation intention. The theoretical and managerial implications of our results were discussed.     

“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.