James G. Bohn 《Human Resource Development Quarterly》2010,21(3):227-251

Although many instruments have been developed to measure organizational constructs such as citizenship, climate, and organization‐based esteem, to date no scale has been designed specifically to measure efficacy at the organizational level. Tools to measure organizational efficacy in a business context have been recommended for over two decades. This research developed an instrument to assess organizational efficacy, an extension of the theory of self‐efficacy and group‐level efficacy in two studies. The first study included employees of seven organizations to test divergent and convergent validity of the Organizational Efficacy Scale with existing instruments. The second study combined 22 organizations (n = 886) to validate the instrument statistically. The scale demonstrated appropriate levels of convergent and discriminant validity with existing instruments. The final 17 items displayed high reliability and supported a three‐factor solution predicted by efficacy theory around the factors of collaboration, sense of mission, and sense of resilience. Additional psychometric properties for goodness of fit were acceptable.  相似文献   

    

Timothy G. Hatcher  Carol Cutler‐White 《Human Resource Development Quarterly》2009,20(3):231-235

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Thomas G. Reio 《Human Resource Development Quarterly》2011,22(4):557-565

Social, cultural, economic, and political pressures emerging from operating in the context of a rapidly changing, resource limited world require creative thinking and behavior by a society's leaders, managers, professionals, and workers. Each needs to think and act creatively to solve seemingly intractable problems when tried‐and‐true methods for leading an organization, managing a business, training employees, or working on an assembly line, for example, are no longer viable in light of pressing environmental contingencies. Indeed, few would argue that the need for understanding the nature of creativity and how to foster it best throughout society has never been greater. Still, although creativity theorizing and research has increased markedly since Guilford's creativity research call in 1950, it may have been limited unnecessarily by the lack of focus on promising divergent cultural perspectives of creativity.  相似文献   

    

Paul Westhead  Mike Wright  Deniz Ucbasaran  Frank Martin 《Entrepreneurship & Regional Development》2013,25(1):17-46

This paper discusses the entrepreneurial landscape in Africa and locates a new generation of African entrepreneurs and their business networks within it. Unlike others in that landscape (i.e. micro- or small-scale informal sector vendors, and traditional or multinational large-scale formal sector firms), the ‘new generation’ entrepreneurs are business globalists who organized a system of business enterprise networks consisting of national, regional, and pan-African organizations. The study analyses interview data from 57 men and women network members from 10 countries (Botswana, Ethiopia, Ghana, Kenya, Mali, Senegal, South Africa, Uganda, Zambia, and Zimbabwe). Some defining characteristics of these entrepreneurs are interactive social and business relationships, use of modern management methods and information technology, trust among fellow members, transparent business practices, advocacy on behalf of the private sector, and commitment to increasing intra-African commerce. Their mission is to improve the climate for private sector business in Africa and to promote regional economic integration. They pursue cross-national commercial ventures, maintain official observer status at established regional economic organizations, sign memoranda of understanding with multilateral agencies, establish venture capital funds, and help to change government policies. The paper identifies characteristics of the ‘new generation’ entrepreneurs, evaluates goals and achievements of their networks, and concludes that despite limitations, these entrepreneurs and their organizations have created intra- and cross-national networks that strengthen private-sector-led economic growth in Africa.  相似文献   

    

Denise M. Rousseau  Eric G. R. Barends 《Human Resource Management Journal》2011,21(3):221-235

Evidence‐based HR (EBHR) is a decision‐making process combining critical thinking with use of the best available scientific evidence and business information. We describe how to get started as an evidence‐based HR practitioner. Actively managing professional decisions is a key aspect of EBHR. Doing so involves making decisions, especially consequential or recurring ones, using practices supported by high‐quality research. We present a step‐by‐step set of approaches to becoming an evidence‐based HR practitioner: from getting started, through everyday practices and continuous learning to integrating EBHR into your organisation. In offering guidance for evidence‐based practice, this article underscores the connection between effective practice and organisational research.  相似文献   

    

Yong‐Yeon Ji  James P. Guthrie  Jake G. Messersmith 《Human Resource Management Journal》2014,24(4):355-373

The main objective of this study is to assess the influence of employment instability on firm performance in a sample of publicly traded firms. Competing theoretical arguments are considered with regard to likely outcomes associated with employment instability. A large sample of cross‐sectional time‐series data is then analysed using generalised estimating equations (GEE) regression techniques. Results indicate that employment instability is negatively associated with firm performance, although the relationship is also demonstrated to be quadratic (an inverse U‐shaped relationship). This suggests that the main relationship varies depending upon the level of employment instability. Industry characteristics are also examined as moderators of this main effect. The results suggest a disordinal interaction effect for industry differentiation, where employment instability is negatively associated with firm performance for firms in highly differentiated industries and positively associated in less differentiated industries.  相似文献   

    

Kenneth G. Brown  Steven D. Charlier 《Human Resource Management Review》2013,23(1):37-49

Employees are increasingly using technology to access content for learning, and theory development has been outpaced by practice. Drawing on a well validated theory of behavior change (the Transtheoretical Model of Change), as well as theories on technology acceptance and employee development, this paper offers an integrative model of factors that influence employee use of e-learning as well as practical recommendations for how use might be increased. Recommendations for future research on e-learning are also offered.  相似文献   

    

Levi R. G. Nieminen  Ryan Smerek  Lindsey Kotrba  Daniel Denison 《Human Resource Development Quarterly》2013,24(2):145-176

Multisource ratings and feedback are now central components of many leader development programs. Research evaluating the outcomes of multisource feedback (MSF) underscores the importance of facilitation strategies that help leaders to interpret and use their feedback throughout the development process. Scholars and practitioners have recommended executive coaching as one such facilitation strategy. However, there is little empirical basis to substantiate the benefits of executive coaching beyond other less costly strategies, most notably feedback workshops with groups of leaders. This quasi‐experiment followed 469 managers from a large government agency participating in a 15‐month leader development program. Changes over time in MSF ratings of leadership behaviors and effectiveness were compared for two groups of leaders. The first group of uncoached managers participated in a feedback workshop shortly after the premeasure MSF, and the second group participated in the feedback workshop plus several sessions with an executive coach thereafter. Results indicated that managers in both groups improved similarly as rated by direct reports, peers, and supervisors, whereas only those managers who received the executive coaching improved according to self‐ratings. Specifically, the executive coaching intervention had a unique positive effect on managers' self‐rated involvement, consistency, and mission‐focused leadership behaviors. These findings are discussed in light of “psychometric” and self‐efficacy perspectives, and in relation to exploratory regression analyses linking managers' self‐ratings to others' ratings of their effectiveness at the conclusion of the program.  相似文献   

    

David N. Hurtt  Jerry G. Kreuze  Sheldon A. Langsam 《Journal of Corporate Accounting & Finance》2000,11(2):17-24

Like marriages, many mergers fail—even before they tie the knot. But what goes wrong, and what can you do to prevent failure? © 2000 John Wiley & Sons, Inc.  相似文献   

    

David N. Hurtt  Jerry G. Kreuze  and Sheldon A. Langsam 《Journal of Corporate Accounting & Finance》2000,11(3):29-36

Vertical integration is booming in many industries. Is it the answer to cost management problems? © 2000 John Wiley & Sons, Inc.  相似文献