The political economy of information exchange politics and property rights in the development and use of interorganizational information systems

Interorganizational information systems are information systems that cross organizational boundaries. Information managers and system developers often assume that the more integrated these information systems are, the more successful the system will be. Such an assumption is indeed intuitively appealing, and, from a technological standpoint, readily understandable. In practice, development and use of integrated information systems that cross organizational boundaries often result in confusing power struggles, politicking, and sometimes manifest sabotage. Based on economic and political organization theory, this article concludes that data ownership and incentives, rather than integration, are of vital importance for the success of interorganizational information systems. He has studied Public Administration and Policy Science (Twente University, the Netherlands) and received his Ph. D. in Management and Organization Science in 1999 (Groningen University, the Netherlands). His research interests include information management and interorganizational relations, especially in the public sector.     

跨职能知识共享对团队创新绩效的影响机制探索

以扎根理论的研究方法,从知识有效共享的角度分析了跨职能整合对团队创新绩效的影响。结果证明：（1）成员之间的知识共享是实现跨职能整合和提高产品创新绩效的关键机制;（2）知识共享行为受到创新氛围、共同目标和组织支持的共同影响;（3）认知障碍是观点冲突产生的主要原因,而知识共享有助于冲突的解决。在此基础上,本研究对比了不同管理措施对团队创新绩效的作用,为组织管理实践提供了借鉴。     

Professional knowledge for policy discourse: Argumentation versus reasoned selection of proposals

Public policy analysis, a profession aimed at knowledge transfer, gives advice concerning public decisions. It can also recommend styles of reasoning, for citizens as well as analysts, to decrease the likelihood of misutilization of knowledge. These recommendations are more appropriate for an early stage of discourse reasoned proposal selection, than for the later stage of persuasion. Duncan MacRae, Jr. is William Rand Kenan, Jr. Professor of Political Science and Sociology at the University of North Carolina, Chapel Hill, NC 27514. He has written extensively on the foundations of public policy analysis, includingThe Social Function of Social Science (1976),Policy Analysis for Public Decisions (1979), with James A. Wilde, andPolicy Indicators (1985).     

An integrative process model of organizational commitment for working women and men

Previous organizational commitment models may not be complete since few combined more than one theory, none looked at gender differences, and nearly all ignored the impact of a feedback mechanisms on the overall process. A new model presented here shows a three-stage organizational commitment process. The first, or preorganizational, stage consists of personal characteristics. These are modified in stage two by job and other external characteristics, and in stage three all of these moderate the six independent variables that have major direct impact on organizational commitment. They are 1. need satisfaction, 2. work/job satisfaction, 3. job commitment, 4. work commitment, 5. role stress, and 6. personal/organizational goal congruence. Implications are discussed.Leonard H. Chusmir is an Associate Professor of Management at Florida International University. He received his Ph.D. in Management/Psychology from the University of Miami. He has written numerous articles for management, organizational behavior, and psychology journals, and presented papers at several academic conferences. He is the author of the bookMatching Individuals to Jobs: A Motivational Answer to Personnel and Guidance Professionals. AMACOM Books, 1985.     

Improving urban and disadvantaged schools: Dissemination and utilization perspectives

There has been increasing concern in a number of countries about the perceived deterioration of schools that serve immigrant, minority or poor children. Field reports suggest that such schools tend to be bureaucratic, politicized, and isolated from the most up-to-date information about educational innovations that may improve the educational opportunities for disadvantaged children. Even in countries with relatively well-established dissemination systems, these schools may be “out of the knowledge utilization loop.” In this paper, the organizational properties of U.S. urban schools that may lead to their isolation from knowledge will be discussed, and a variety of strategies to improve dissemination and utilization will be outlined, including political/community organizing, linking dissemination to organization development, increasing the salience of ties between universities and schools, the development of teacher networks, and action research. The paper will conclude with some principles for designing a dissemination system that will effectively promote knowledge utilization in urban centers. p]The conditions in some of our schools are so bad, and the physical and social environments in which these schools are located are so frightful, that we may have to cross off some...as expendable. (Halpin, 1966, as quoted in Englert, 1993: 3.) Her research and teaching interests include innovation processes in education, knowledge use in schools, and schools as workplaces. Recent publications include articles on social values and the quality of teacher work life,Reforming the Urban High School: What Works and Why with Matthew B. Miles, andReshaping the Principalship, with Joe Murphy. The preparation of this paper was supported, in part, by the University of Wisconsin-Madison, Center for Effective Secondary Schools, which was funded by the U.S. Department of Education, Office of Educational Research and Improvement (Grant No. G-008690007). Any opinions, findings and conclusions or recommendations are those of the author and do not necessarily reflect the views of either of the supporting agencies. An earlier version was presented at a conference on dissemination and school improvement held at Haifa University, June 1993.     

Overcoming Organizational Fixation: Creating and Sustaining an Innovation Culture

Fixation on established paradigms and practices can severely limit the capability of organizations to change, thereby jeopardizing the ability of organizations to keep up with changes in their environment and new technological developments. Overcoming organizational fixation is therefore a requirement for any organization that strives to achieve sustained success. Based on a discussion of individual, social and organizational causes of organizational fixation, a framework for overcoming organizational fixation and establishing an innovation culture is presented. Elaborating on the important role of leaders in creating an innovation culture, competencies and behaviors of innovation leaders are discussed, and a comprehensive leadership development strategy is outlined.     

Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance

The authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two-study functional replication (n₁ = 265; n₂ = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.     

The neglected non-citizen: statelessness and liberal political theory

The non-citizen is the new ‘other’. From popular discourse to political pronouncements and academic research, the non-citizen has become one of the subjects du jour. Among the ranks of the non-citizen, one finds a lesser-known category of people which has yet to be considered seriously by liberal political theory – the stateless. Thus far, liberal political theory has either ignored this category of persons or subsumed them under the subjects of immigration or refugeehood. The present article challenges this theoretical exclusion in two ways. First, it analyses the treatment of statelessness within the works of three prominent theorists on just membership – Michael Walzer, Seyla Benhabib and William Barbieri, Jr – and contends that these authors ignore the stateless as a unique category of non-citizen. Secondly, it explains why statelessness demands a distinct theoretical framework than is currently provided for within liberal political theory. The article contends that just membership questions necessitate not simply looking at who is let in and what naturalization procedures should be extended to them, but also entails examining who has always been on the inside and to whom we need to justify their continued exclusion.     

The Cross‐Level Mediating Effect of Psychological Capital on the Organizational Innovation Climate–Employee Innovative Behavior Relationship

Organizational innovation climates have been found to be effective predictors of employee creativity and organizational innovation. As such, climate assessments provide a basis for useful organizational interventions in enhancing creativity and innovation. Researchers now call for better articulation of the motivational mechanisms that link social context to employee innovation. In responding to the above call, this study found that employee positive psychological capital (PsyCap) is more influential than organizational innovation climate on employee innovative behavior. With a large sample (N  = 781) from 16 organizations and a cross‐level analysis, we examined the relationship between organizational innovation climate and employee innovative behavior with employee PsyCap as mediator. The results showed that both organizational innovation climate and employee PsyCap significantly affect employee innovative behavior, and more importantly, employee PsyCap fully mediates this relationship. The innovation journey is a challenging and risky one with many frustrations and discouraging moments from idea generation to idea implementation. The research results presented here imply that to be innovatively effective, organizations are advised to manage both social (organizational innovation climate) and psychological (PsyCap) resources of employees in enhancing employee innovative behavior. Other theoretic and practical implications are discussed.     

What Love Is Not: Lessons from Martin Luther King,Jr.

Focusing on the concept and practice of love sheds light on Martin Luther King, Jr.’s negative political theology. King was fundamentally concerned with what love is not, and it is this negation that colors his political vision. I do not take King’s political theology to be either primarily derivative of American liberal Protestantism or primarily derivative of folk African American religion, or of some syncretism of these. Rather, I take King to be participating in a tradition of negative theology that pairs the critique of idolatry with attention outward and inward, to the marginalized and to spiritual life.     

Organizational learning and climate as predictors of self-efficacy

This study broadens organizational contextual considerations by examining organizational learning, participation in organizational learning activities and organizational climate as possible predictors of self-efficacy. As schools have been studied as organizations (Handy, 1986, Understanding schools as organizations, Harmondsworth: Penguin; Ostroff, 1993, Organization Behavior and Human Decision Process, 56, 56–90; Ostroff & Schmitt, 1993, Acadamy of Management Journal, 36(6), 1345–1361), this study provides regression results from n = 679 teachers and indicated that organizational climate and organizational learning were significant predictors of teacher self efficacy, controlling for several individual level variables (i.e., participation in organizational learning, personal self-efficacy, and teaching efficacy). Differences between results from the sample of teachers and n = 734 non-teachers (e.g., principals, assistant principals, administrators, counselors, paraprofessional, custodial, food service, and transportation staff) were examined with regard to predictor variables for teaching efficacy. For teachers, both organizational learning and personal self-efficacy were significant predictors of teaching efficacy, whereas for the group of non-teachers, they were not. In both groups, however, participation in organizational learning was a significant predictor, while organizational climate was not (contrary to Taylor & Tashakkori, 1995, Journal of Experimental Education, 63(3), 217–230). Overall, findings provide evidence for extending the research beyond schools and including organizational learning as a potentially important variable in further studying individual outcomes and organizational effectiveness. Dr. Timothy J. Tobin is Director of Training and Development at Beers & Cutler PLLC. He is responsible for designing, implementing, and evaluating the firm’s organizational climate and learning organization initiatives. He is also an adjunct professor at Trinity University and The George Washington University where he teaches organizational behavior, human resource management, and training courses among others. He is the recipient of Human Capital Magazine’s Future Human Capital Leader Award. His current research interests include the interplay between organizational culture, identity, and learning. Dr. Ralph O. Mueller is professor of educational research and of public policy and public administration at The George Washington University, Washington, DC, and former Chair of its Department of Educational Leadership. His scholarly interests include proper applications of and reliability assessment in structural equation modeling (SEM). He is the author/co-editor of two SEM textbooks, among other writings. Ralph is past chair of the American Educational Research Association’s special interest group on SEM, serves on the editorial boards of several methodological and applied research journals, and conducts regular SEM training sessions for national and international audiences. Dr. Lauren M. Turner is senior lecturer at Northeastern University in the College of Arts and Sciences and the School of Professional and Continuing Studies. Current teaching focuses on leadership studies. Lauren also facilitates in the Vogt Leadership Program with The Boston Consortium for Higher Education. Work-based learning, including action learning and facilitation, is at the core of her efforts to combine classroom and workplace learning. Research interests include self-directed learning and meaningful work, specifically the intersection of these two disciplines as they relate to a construct for meaningful work.     

Re-examining intellectual property rights in the context of standardization, innovation and the public sphere

Processes of standardization and innovation exist in creative tension—both complementary and opposing—vital to the advancement of our technological civilization. Intellectual property rights (IPR) bear an uneasy and unclear relationship to these processes. This paper examines the cultural roots of the IPR system and its relationship to innovation, creation and invention; then considers the political economy of IPR in the current business models and practices, the role of standards bodies and the need to re-conceptualize the public sphere. The paper suggests that current IPR practices risk harming our global system by privatizing knowledge and processes that ought to be kept public. Mr. Schoechle received his BS in Administrative Science from the Pepperdine University School of Management in 1973 and his MS in Telecommunications from the University of Colorado, College of Engineering and Applied Science in 1995. He expects to complete his PhD in Communication at the UC in 2002. Mr. Schoechle has been active in computer and telecommunications hardware and software engineering for nearly 30 years. He is an entrepreneur and has participated in many U.S. and international standards committees. Mr. Schoechle currently serves as a faculty member of the Interdisciplinary Telecommunications Program at the University of Colorado, where he also is Interim Director of the International Center for Standards Research (ICSR).     

组织学习研究的争议

组织学习的研究对于当今企业乃至整个社会的可持续性发展都有着重要意义。文章从组织学习的概念、研究、实施和新进展等方面对组织学习的研究进行评论。评论指出,组织学习与学习型组织二者是有很大差别的两个概念,绝不可以混淆;学者和实践者会从不同角度和使用不同方法来探讨组织学习;而组织学习这种组织变革方式与组织的现有政治权力是密切联系在一起的;无论是理论还是实践,都需要建立综合的组织学习机制模型     

Policy evaluation in a time of fiscal stress: Some reflections from British experience

The debate on the use or nonuse of policy evaluation frequently starts from the normative assumption that is a rational and rewarding activity for governments to pursue. Failure to use evaluation is assumed to indicate political and organizational inefficiencies and weaknesses that can, and should, be corrected. This article argues that this is too simplistic an assumption that abstracts evaluation from the political and social context in which it is developed and utilized. In particular, the way that governments develop and use evaluation is conditioned, first by the macroeconomic climate in which they operate and second, by the ways they choose to respond to this and by the microeconomics of the budgetary process. These issues are explored in the context of recent developments in British central government. here a tight fiscal policy and a concern with administrative costs have led to move from top-down rational systems of evaluation to more pragmatic, bottom-up concerns with performance measures and performance indicators. It is concluded that policy evaluation is unlikely to regain and enhance its credibility unless a reshaping of administrative structures and processes take place. Andrew Gray and Bill Jenkins are respectively senior lecturer in adminiistrative studies and senior lecturer in interdisciplinary studies at the University of Kent at Canterbury, England. They have worked for a number of years on the development of management reforms in the UK government and have recently been involved in a research project on the evolution of the Financial Management Initiative (FMI) in British central government departments. Their publications includeAdministrative Politics in British Govenment (Wheatsheaf Books, 1985) and articles in such journals asFinancial Accountability and Management, Public Administration, andPublic Money and Management.     

Things are always more complicated than you think: An open systems approach to the organizational effects of computer-automated technology

The effects of computerized office and factory automation are examined. An open systems framework is used to organize this literature. The review suggests that the benefits of technology are derived from theintermediate effects of the technology on organizational processes (the task structure, personnel system, formal structure, and informal organization). Thus, it is misleading to examine thedirect effects of computerized technology on organizational outcomes such as profits and satisfaction. Some of the effects of technology on the organizational processes are inevitable (e.g., changes in informal communication patterns). Others are determined less by the technology than by management decisions. The key to achieving success with computerized technology is matching changes in organizational processes to each other, as well as to the technology and the larger environment of the organization.Ann Majchrzak is currently Associate Professor of Human Factors at the Institute of Safety and Systems Management at the University of Southern California. She has recently written two books on the subject of technological change. Katherine J. Klein is an Assistant Professor of Industrial and Organizational Psychology in the Psychology Department of the University of Maryland at College Park.     

The complex challenges of ethical choices by engineers in public service

This paper proposes that engineers in public service are confronted with unavoidable complexity in their ethical considerations. The complexity begins with interactions among venues of ethical choices. Engineers must make ethical choices simultaneously at the individual, professional, organizational and societal levels. These ethical domains often conflict. The complexity also stems from situations in which physical properties may remain stable, but important social, economic, institutional and political conditions can change substantially. The paper proposes that the reflective learning approach of pragmatism can help with these challenging situations. This approach depends upon employing Dewey’s five stage process of inquiry to engage the ethical complexity inherent in the practice of engineering in the public service. An earlier version of this paper was presented at the 2005 conference, Ethics and Social Responsibility in Engineering and Technology, Linking Workplace Ethics and Education, co-hosted by Gonzaga University and Loyola Marymount University, Los Angeles, CA, USA, 9–10 June 2005.     

Computer‐based systems and organizational decision making: An architecture to support organizational innovation

Decision Support Systems (DSS) have been developed to support the computational, judgmental, and negotiation decisions typically encountered by organizational decision makers. Software for generating ideas has also become available. However, these systems typically operate on the individual or small group level, not on the broader organizational level. Also, their focus is usually on the decision‐making process while neglecting the product. This article first develops a framework relating decision types to current DSS. It then proposes an architecture for integrating these component systems to support innovation at an organizational level and to support assessment of the creative product as well as the process.     

政治与关系视角的员工职业发展影响因素探讨

通过对16家制造型企业中的343个员工、662个同事及343个直接领导的配对数据进行实证分析,文章探讨了员工的组织政治技能、政治知觉,以及他们与直接上司的关系对于员工职业发展的关系。多层线性分析模型（HLM）结果表明：员工的政治技能有助于促进其与领导之间形成良好的关系（guanxi）,并籍此积极影响个人在组织中的职业发展,员工－领导关系是政治技能与职业发展之间的中介变量。另外,组织政治知觉影响政治技能对领导关系的作用,在政治氛围浓重的组织中,员工－领导关系更易受到员工政治技能的影响     

Relational and Content Differences Between Elites and Outsiders in Innovation Networks

This study investigated the nature of network communication patterns based on innovation. As expected from previous work on uncertainty and informal organizational elites, a central group of core, integrated members was apparent in each network structure from three organizational subunits in a school district. Earlier studies have shown that communication about new ideas tends to occur in strong, multiplex relationships rather than weak ties in organizations. Such findings are apparent at the group level in the analyses of these data; the central, elite groups are characterized by dense linkages and high volumes of social/personal, and work communication. Relational attributions and content data were analyzed in a 2 × 2 table of elite and outsider sources and their judgments of elite and outsider contacts. As expected, elites view one another more favorably (on affect, influence, and receptiveness to new ideas) than they do outsiders. Outsiders also tend to rate elites more favorably in each area than they do other outsiders. Implications are discussed in terms of the way that elites manage uncertainty, others’ attributions, and their close versus weak ties in order to retain influence and control over innovation processes.