Organizational Processes and Received Wisdom
A volume in the series: Research in Organizational Science. Editor(s): Daniel J. Svyantek, Auburn University.
This Research in Organizational Sciences volume to explore and question the received wisdom of organizational sciences. The chapters in this volume (and the companion volume) seek to establish boundary conditions for important organizational constructs and processes. They illustrate the importance of context for interpreting the received wisdom of organizational science by showing when constructs must be adapted to changing circumstances.
The volume begins with four chapters looking at the construct of leadership. Each of these addresses an important aspect of our understanding of leadership and its practice. The four chapters on leadership are followed by five chapters dealing with other organizational processes including motivation, organizational change, the role of diversity in organizations and organizational citizenship. The last three chapters deal with the issue of knowledge in large systems. Two chapters address how information may be transmitted across organizations and generations of workers. The final chapter deals with the use of information by organizational decision-makers.
The 12 papers in this volume all, in some way question received wisdom and present alternatives which expand our understanding of organizational behavior. These chapters each strive to present new ways of understanding organizational constructs, and in so doing reveal how received wisdom does not always lead to best practice in research or application. It is our hope that these chapters illustrate how challenging received wisdom in organizational studies can provide new ways of thinking about organizational processes. These new ways of thinking in turn can provide better understanding of the processes necessary to increase organizational effectiveness.
Editors Introduction: Organizational Processes and Received Wisdom—A Continuing Look at New Ideas, Kevin T. Mahoney and Daniel J. Svyantek. Reinvented Leadership Theory or New Constructs? Sharon C. Hoffman. Can Only Western Leaders Lead, Kurt Takamine. A Transformational Leadership and Spiritual Intelligence, Heather Christ-Lakin and Darlene R. Hess. Pygmalion Expectations, Leader Gender, and Subordinate Gender Influence on Performance, Carolyn A. Lees-Hotton, Kristin L. Cullen, and Daniel J. Svyantek. Motivation and Organizational Transformation: How do Individual Motivation Theories and Emergence of Collective Motivation Factors Inf luence Organizational Transformation, Jennifer A. Hitchcock and Jacqueline M. Stavros. Predictors and Outcomes of Readiness for Change: An Empirical Study in Indonesian Plantation Firm, Budi W. Soetjipto, W. Budi, and Indra C. Uno. The “Benefits” of Diversity in the Workplace, James A. De León, Christopher T. Huynh, and Brittani E. Plaisance. A Longitudinal Study of the Predictors of Contextual Performance, Julie M. Hetzler, Kristin L. Cullen, L. Allison Jones-Farmer, and Daniel J. Svyantek. Situational and Personality Influences on Organizational Citizenship Behaviors: A CAPS Perspective, Jamie L. Winter, Daniel J. Svyantek, Jennifer P. Bott, Kristin L. Cullen, and Brien N. Smith. How Knowledge is Received Across Disciplines: A Dynamic Model of Knowledge Flow Among Three Disciplines, Melissa L. Cast, Steven M. Elias, and Philip G. Benson. Exchange of Tacit Knowledge Within Advance Production With Small Batch Sizes, Anna Malm and Kerstin Johansen. The Role of Intuition and Insight in Organizational Decision Making, Jennifer Walinga and Donald Caplan. The Leader is Leadership, James Warn and Michael Cox. About the Authors.
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