Public Personnel Management is currently seeking manuscript submissions. Founded by the International Public Management Association for Human Resources (IPMA-HR), Public Personnel Management is published specifically for human resource executives and managers in the public sector. Each quarterly edition contains in-depth articles on trends, case studies and the latest research by top human resource scholars and industry experts.
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Administrative Science Quarterly, owned and managed by the Samuel Curtis Johnson Graduate School of Management at Cornell University, has been at the cutting edge of organizational studies since the field began. This top-tier journal regularly publishes the best theoretical and empirical papers based on dissertations and on the evolving and new work of more established scholars, as well as interdisciplinary work in organizational theory, and informative book reviews.
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The May 2017 issue of Journal of Management is now available online; view the Table of Contents here. The May issue covers a variety of topics, including articles on organizational learning, job performance evaluations, teamwork behavior through the leader-member exchange.
The Journal of Management, peer-reviewed and published bi-monthly, is committed to publishing scholarly empirical and theoretical research articles that have a high impact on the management field as a whole. JOM covers domains such as business strategy and policy, entrepreneurship, human resource management, organizational behavior, organizational theory, and research methods. This journal is a member of the Committee on Publication Ethics (COPE).
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Ever wondered who’s behind the work at Human Resource Development Review (HRDR)? Or perhaps anticipate what will be in the next issue? Human Resource Development Review is excited to kick off its social media campaign and looks to build a community of colleagues by sharing most read, most cited, and award-winning research articles, as well as editorial review board, author and student spotlights. We know that Human Resource Development Review offers its readers a wealth of resources to our scholarly community, and connecting scholars, practitioners, and graduate students through social media is our next step in sharing these scholarly resources.
What’s in a protest? Much more than clever slogans! In a new article in the Administrative Science Quarterly, Lori Qingyuan Yue, Hayagreeva Rao, and Paul Ingram explore the long-term effects of protest against corporations moving into a neighborhood and the effects these protests have on future companies in setting up shop in the same location.
In this study of the impact of protests against Walmart (a first entrant) on Target (a second entrant) from 1998 to 2008 in U.S. geographic markets, we develop and test a theory of information spillovers from protests against corporations proposing to enter a new market. We argue that the number of protests directed against a first entrant is a noisy signal for the second entrant because such protests are likely to be dominated by protest-prone activists and so do not reflect the sentiments of the community. The second entrant is likely to discount protests against the first entrant that are led by protest-prone activists and rely instead on protests led by local, decentralized activists as indicative of a community’s preferences. We argue that the second entrant differentiates between protests against the first-entrant firm and the organizational form, and discounts protests against a specific firm but not those against the form (e.g., big-box stores). Further, the second entrant is likely to rely on the reaction of the first entrant as an indication of the meaning of the protest. Finally, all of these signaling effects will be stronger in markets in which the second entrant has no experience and so lacks local knowledge. The study provides broad support for our arguments.
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A growing body of empirical evidence in the management literature suggests that antecedent variables widely accepted as leading to desirable consequences actually lead to negative outcomes. These increasingly pervasive and often countertheoretical findings permeate levels of analysis (i.e., from micro to macro) and management subfields (e.g., organizational behavior, strategic management). Although seemingly unrelated, the authors contend that this body of empirical research can be accounted for by a meta-theoretical principle they call the too-much-of-a-good-thing effect (TMGT effect). The authors posit that, due to the TMGT effect, all seemingly monotonic positive relations reach context-specific inflection points after which the relations turn asymptotic and often negative, resulting in an overall pattern of curvilinearity. They illustrate how the TMGT effect provides a meta-theoretical explanation for a host of seemingly puzzling results in key areas of organizational behavior (e.g., leadership, personality), human resource management (e.g., job design, personnel selection), entrepreneurship (e.g., new venture planning, firm growth rate), and strategic management (e.g., diversification, organizational slack). Finally, the authors discuss implications of the TMGT effect for theory development, theory testing, and management practice.