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This article issues a challenge to professional associations (such as the American Psychological Association, Academy of Management, American Sociological Association, American Economic Association, and so on, which publish most academic scholarly research journals and to which most college and university faculty members belong to one or more of) to take strong and immediate action to create an infrastructure that will enable teaching to have value in the external, academic marketplace. Some specific suggestions as to how to accomplish that objective are set forth, and a call is made for colleagues to add to those suggestions.

The need-heirarchy concept and three theories of authority (Formal, Situationist, and Acceptance) are reviewed, and an integrated framework for discussing their interrelationships and importance to organization theory and human relations is developed. The formal theory may be useful in discussions of profit-seeking, formal organizations, but in explaining individual behavior it uses only the lower order needs and expressive behavior. The situationist approach is applicable to a wider range of organizations and uses higher level needs in explaining individual behavior, but does not fully account for the impact of the individual upon his environment. The Acceptance Theory can be used in discussing any form of organization and, in addition, recognizes the full impact of the individual in those organizations using the full range of needs as well as both coping and expressive behavior. The Acceptance Theory is, then, the more general, more inclusive, and more applicable basis for a theory of authority.

Members of the American Assembly of Collegiate Schools of Business were surveyed to determine to what extent the history of various business school subjects (accounting, economics, management, etc.) was a part of today's curricula. Findings indicated widespread teaching of history and the feeling that more should be done. However, the findings also indicate that much of the current teaching is not being done in separate courses by professional historians or even those interested in history. Implications for curricula development are discussed.

This book's purpose is to assist all organizations and their employees in fulfilling their obligations under U.S. government regulations to reduce the risks of any and all forms of violence that affect workers during the time they are carrying out their duties as employees.--[book cover].

PurposeThe purpose of this article is to expand and extend previous work on the role of organizations in influencing deviant or dysfunctional behavior in those organizations.Design/methodology/approachConclusions from previous work on the role of individuals and organizations in influencing dysfunctional behavior is used to lead to a discussion of the interactions between those two especially through organizational culture and leadership.FindingsA model is developed that more carefully identifies how all of these factors come together, resulting in no, little, some, or a lot of dysfunctional behavior.Research limitations/implicationsThe model developed here can be employed to improve understanding of the role of organization culture and leadership in motivating dysfunctional work behaviors. Both the individual and the organization constructs utilized in the framework need more complete conceptual development. In each instance, a more complex and integrative analysis of diverse literatures needs to be undertaken. Clear messages regarding individual tendencies toward violent behaviors are embedded in the literatures from such diverse areas as psychology, psychiatry, criminal justice, medicine, sociology, organizational behavior, biology, social psychology, and anthropology. A comprehensive review and synthesis could theoretically yield far more insights than currently exist.Practical implicationsThe proposed manifestations of dysfunctional behavior are most likely to occur as the result of the interactive relationship between an individual displaying a relatively high predisposition for violent behavior and an organization with a relatively high propensity to elicit violence. Clearly, a better understanding of the characteristics of such an organization would assist practicing managers in reducing the likelihood of occurrence of dysfunctional behavior.Originality/valueThis paper fills a gap in the literature about the role of organizations in influencing dysfunctional behavior by delineating more fully the role of organizational culture and leadership.

PurposeThe paper aims to expand and extend previous work on the role of employees who act in non‐violent ways to achieve their personal ends through inducing fear in others in organizations.Design/methodology/approachThe literature surrounding internal terrorists is reviewed and preliminary survey results are presented to support the conclusions derived from that literature.FindingsA model is developed that more carefully identifies how the role of internal terrorists comes about and why they are more likely to engage in non‐violent as opposed to violent behavior.Research limitations/implicationsResearch is needed to identify those aspects of organizations that seem to foster or "bring out" violent and non‐violent internal terrorists. Given the differences between internal terrorists and other terrorists, more careful study of those two groups is clearly needed. Since most terrorists express feelings of injustice, stronger links should be attempted between the research on organizational justice and internal terrorism. Just as employee theft has been linked to perceived injustice, so, too, internal terrorism may be linked to higher levels of such perceived injustice.Practical implicationsResearch is needed to indicate how terrorism evolves over time as well as what measures seem to be most effective in countering such developments within organizations. Of particular interest to practitioners would be determining the extent to which profit‐seeking versus non‐profit organizations accommodate internal terrorists and the extent to which gender matches between the internal terrorist and the target person are common.Originality/valueThis paper fills a gap in the literature about the role of internal terrorists by delineating more fully the dysfunctional role those individuals play in organizations.