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E-Voice: How information technology is shaping life within unions
In: Journal of labor research, Band 23, Heft 2, S. 215-235
ISSN: 1936-4768
The Value of Research and its Evaluation in Business Schools: Killing the Goose that Laid the Golden Egg?
In: Journal of Management Inquiry, November 2011
SSRN
The Empathetic Organization
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 32, Heft 2, S. 142-164
ISSN: 0090-2616
Gender differences in union membership, preferences, and beliefs
In: Journal of labor research, Band 7, Heft 2, S. 145-164
ISSN: 1936-4768
Book reviews
In: Journal of labor research, Band 2, Heft 2, S. 389-393
ISSN: 1936-4768
Supervisory management
HR in collaborative innovation with customers: role, alignment and challenges
In: International journal of human resource management, Band 26, Heft 20, S. 2569-2593
ISSN: 1466-4399
E-Voice, The Internet, And Life Within Unions: Riding The Learning Curve
In: Working USA: the journal of labor & society, Band 8, Heft 4, S. 439-455
ISSN: 1743-4580
Doing business in Mexico: Understanding cultural differences
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 24, Heft 1, S. 39-55
ISSN: 0090-2616
On the Wisdom of Rewarding A While Hoping for B
In: Organization science, Band 5, Heft 4, S. 569-582
ISSN: 1526-5455
We explain the deeper organizational wisdom behind what Steven Kerr called the "folly" of seemingly inconsistent reward structures. Modern organizations—even those Kerr specifically criticizes as "fouled-up"—frequently need to serve two contradictory goals at the same time. Three conditions in particular require sophisticated organizations to reward A while nonetheless hoping for B. First, operative goals—e.g., for a police department—may require practical activities like "social work" that do not conform to the official culture of "crime fighting command bureaucracy." Attempting to reward only these police activities which support the official goals would harm both the force and the citizens they serve. Second, times of great change—e.g., for environmental clean-up in Eastern Europe—require short-term inconsistencies such as supporting a highly polluting factory in order to accomplish long term ends. At one moment in time, a snapshot exposes a "foolish" inconsistency, but a long-term view reveals the wisdom of not attempting to treat complex problems with simple solutions. Third, some conditions of the real world will always require the individual to serve two masters, as in a classic matrix structure. Product and functional demands cannot be made perfectly consistent with each other, and to expect the organization to make them so is to wish for the impossible. Under the above conditions, it is better to teach individuals how to handle complex, inconsistent demands than it is to hold organizations responsible for eliminating them. While Kerr would work towards an organization in which "no one needs goodness," we would hold our teaching and training systems responsible for making "goodness" and complexity part of the talent an individual brings to the organization. To put complexity and goodness beyond the individual and entirely in the province of the organization is to demand of the organization the impossible, and demean the human beings who are its substance and soul.
Grievance initiation: A literature survey and suggestions for future research
In: Journal of labor research, Band 9, Heft 1, S. 1-27
ISSN: 1936-4768
A comparison of job analytic and conventional economic variables as explanations of occupational earnings differentials
In: Journal of economics and business, Band 36, Heft 1, S. 43-64
ISSN: 0148-6195