Newly published research from California Management Review is now online! We invite you to view all of the Online First articles for CMR by clicking here, that hosts articles covering a variety of topics such as corporate misconduct, competitive strategy, and benefits of minority stake strategies.
One article in particular, “Strategizing with Biases: Making Better Decisions Using the Mindspace Approach,” co-authored by Chengwei Liu, Ivo Vlaev, Christina Fang,
Jerker Denrell, and Nick Chater focuses on Mindspace when it is applied to strategic decision making. The complete abstract for the article is below:
This article introduces strategists to the Mindspace framework and explores its applications in strategic contexts. This framework consists of nine effective behavioral interventions that are grounded in public policy applications, and it focuses on how changing the context can be more effective than attempts to de-bias decision makers. Behavioral changes are likely when we follow rather than fight human nature. Better decisions can be achieved by engineering choice contexts to “engage a bias” to overcome a more damaging bias. This article illustrates how to engineer strategic contexts through two case studies and outlines directions and challenges when applying Mindspace to strategic decisions.
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Researcher S. Bhattacharya conducted a survey of 10,000 job seekers and found that 42% left their jobs due to dissatisfaction with managers (Bhattacharya 2008). Does this sound like a reason why you left a job you’ve held in the past?
Companies everywhere want to retain the most efficient performers, so what can “bad” managers do to motivate and inspire the current employees to stay? Authors Christopher S. Reina, Kristie M. Rogers, Suzanne J. Peterson, Kris Byron, and Peter W. Hom analyze both positive and negative tactics that managers practice in their recently published article, “Quitting the Boss? The Role of Manager Influence Tactics and Employee Emotional Engagement in Voluntary Turnover.” This article can be found in the Journal of Leadership & Organizational Studies, and is currently free to read for a limited time.
Please find the abstract below:
Employees commonly cite their managers’ behavior as the primary reason for quitting their jobs. We sought to extend turnover research by investigating whether two commonly used influence tactics by managers affect their employees’ voluntary turnover and whether employees’ emotional engagement and job satisfaction mediate this relationship. We tested our hypotheses using survey data collected at two time points from a sample of financial services directors and objective lagged turnover data. Using multilevel path modeling, we found that managers’ use of pressure and inspirational appeals had opposite effects on employee voluntary turnover and that employees’ emotional engagement was a significant and unique mediating mechanism even when job satisfaction, the traditional attitudinal predictor of turnover, was also included in the path model. Our findings contribute to turnover research by demonstrating a relationship between specific managerial behaviors and employee turnover and shed light on a key mediating mechanism that explains these effects.
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Game tiles picture attributed to airpix (CC).
Bhattacharya S. (2008, March). Why people quit. Business Today. Retrieved from http://www.businesstoday.in/magazine/trends/why-people-quit/story/1542.html Google Scholar
Newly published research from the Journal of Management Inquiry is now online! We invite you to view all of the Online First articles for JMI by clicking here, with articles that cover a variety of topics such as corporate corruption, emerging international markets, cross-cultural organization theories, and grounded qualitative research.
In particular, we would like to highlight an article by Joel Gehman, Vern L. Glaser, Kathleen M. Eisenhardt, Denny Gioia, Ann Langley, and Kevin G. Corley entitled, “Finding Theory–Method Fit: A Comparison of Three Qualitative Approaches to Theory Building.” The article is currently free to read for a limited time. Please find the abstract below:
This article, together with a companion video, provides a synthesized summary of a Showcase Symposium held at the 2016 Academy of Management Annual Meeting in which prominent scholars—Denny Gioia, Kathy Eisenhardt, Ann Langley, and Kevin Corley—discussed different approaches to theory building with qualitative research. Our goal for the symposium was to increase management scholars’ sensitivity to the importance of theory–method “fit” in qualitative research. We have integrated the panelists’ prepared remarks and interactive discussion into three sections: an introduction by each scholar, who articulates her or his own approach to qualitative research; their personal reflections on the similarities and differences between approaches to qualitative research; and answers to general questions posed by the audience during the symposium. We conclude by summarizing insights gleaned from the symposium about important distinctions among these three qualitative research approaches and their appropriate usages.
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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.
Manuscripts should be submitted electronically to http://mc.manuscriptcentral.com/ppm.
You will need to create an account in order to submit your manuscript. The system will notify you once we receive the manuscript and have sent it out for review. If you have any questions, please contact Editor Jared J. Llorens (firstname.lastname@example.org).
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California Management Review has served as a bridge of communication between academia and management practice for sixty years. The newest issue of CMR is now online to view, and features articles covering various topics such as managing technology through outsourcing, managing customer relations, and analyzing sustainability in big corporations.
One article in particular, “Decentralization and Localization of Production: The Organizational and Economic Consequences of Additive Manufacturing (3D Printing),” co-authored by Avner Ben-Ner and Enno Siemsen, provides a glimpse into the research behind 3D printing, and how the phenomenon will likely become a local practice faster than you think. The article is currently free to read for a limited time. Please find the abstract for the article below:
The future organizational landscape may change drastically by mid-century as a result of widespread implementation of 3D printing. This article argues that global will turn local; mega (factories, ships, malls) will become mini; long supply chains will shrink; many jobs will be broadened to combine design, consulting, sales, and production roles; and large organizations will make room for smaller ones. “A once-shuttered warehouse is now a state-of-the art lab where new workers are mastering the 3D printing that has the potential to revolutionize the way we make almost everything.” [President Obama, State of the Union Address, 2013].
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Want to submit to CMR? Visit https://mc.manuscriptcentral.com/uc-cmr to begin your submission!
On behalf of the Journal of Management Education, SAGE Publishing would like to congratulate co-authors Richard J. Miller and Rosemary Maellaro, both of the University of Dallas, for winning the Fritz Roethlisberger Award for 2016 for their article, “Getting to the Root of the Problem in Experiential Learning: Using Problem Solving and Collective Reflection to Improve Learning Outcomes,” which can be found in the April 2016 issue of JME. The award’s criteria include scholarly grounding, expected longevity, potential impact, and potential to reach across disciplines.
The article is currently free to read for a limited time.
The abstract for the article is below:
Experiential learning alone does not guarantee that students will accurately conceptualize content, or meet course outcomes in subsequent active experimentation stages. In an effort to more effectively meet learning objectives, the experiential learning cycle was modified with a unique combination of the 5 Whys root cause problem-solving tool and a collective reflection step. Applying these modifications through multiple iterations of in-class exercises, students in lean operations and leadership courses were able to move beyond treating symptoms of problems and generate more viable alternative actions for future applications of their learning. Improved grades, greater achievement of learning objectives, and positive student reactions provide evidence of the modified experiential learning cycle’s success. A generalized framework for using the modified learning cycle in other management courses is also presented.
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Call for applications for JSCAN Managing Editor position
The Journal of Strategic Contracting and Negotiation (JSCAN) is the official journal of the International Association for Contract and Commercial Management. The journal, now in its third year, publishes research and theory about practices that challenge the status quo in strategic contracting and negotiations.
The Editors are looking for a Managing Editor to assist with the running of the journal, and the full call for Managing Editor is available here.
We expect the role to be approximately 5-10 hours a week and to be geographically independent. An editorial remuneration is offered.
Expressions of interest are invited by June 12, 2017. Those interested in making an application should send a brief CV and cover email to Miriam Hodge: Miriam.Hodge@sagepub.co.uk. A more detailed role description is available on request.