Evaluation of agricultural research in Latin America and the Caribbean

This article assesses the state of evaluation, and identifies priorities for improving evaluation, in agricultural research organizations in the region of Latin America and the Caribbean in the early 1990s. Based on thirteen case studies conducted in 1992, the article describes the institutional settings and regional patterns, and trends in evaluation practice. Illustrative cases from Argentina, Brazil, and Guatemala are presented. The organizations studied have extensive experience with evaluation; however, this experience has not been well documented or shared. Evaluation is generally the weakest phase in the management cycle. In the past, most evaluations have been extrinsically motivated, and as such, they have been of little use to local researchers and managers. Obstacles to improving evaluation include the centralization of administrative systems, weak program management, a lack of understanding of potential uses of evaluation in management, and limited knowledge of appropriate evaluation methods. Agricultural research managers feel that evaluation training should be provided as one component of a broader effort covering planning, monitoring, and evaluation. Since joining ISNAR in 1990, he has engaged in research, training, and advisory work on research management, with an emphasis on evaluation. Previously, for fifteen years Horton was head of the social science department of the International Potato Center in Peru. Horton received B.s. and M.S. degrees in agricultural economics from the University of Illinois and a Ph.D. in economics from Cornell University. His current interests include action research and learning, organizational assessment, and institutionalization of planning, monitoring, and evaluation. He worked for fourteen years at the Brazilian Corporation for Agricultural Research, conducting research and development activities in the areas of human resources and of strategic management. He is a full professor at the Department of Social and Work Psychology, Institute of Psychology, University of Brasilia, Brazil, where he teaches and advises at the undergraduate and graduate levels and does research and consulting. His current areas of interest are organizational behavior, training, organizational evaluation, and science and technology management.     

Disciplinary roots and branches of evaluation: Some lessons from agricultural research

Since its origins in North America in the 1960s, the field of program evaluation has grown considerably, and its concerns have broadened from accountability to program improvement, decision support, and institutional learning. Program evaluation is now commonly practiced in governmental organizations not only in North America but also in many countries of Western Europe and Oceania. Although program evaluation is a relatively new field with many controversies and lively debates, a unifying body of evaluation theory, methods, and standards is gradually emerging. Evaluation has recently been described as a “transdiscipline,” as are statistics and measurement. This article is based largely on my personal experiences working in agricultural research organizations in developing regions. Here, a number of different types of evaluation are carried out, but program evaluation as defined by Patton (1997) and as practiced by social scientists to assess public programs is largely unknown. Distinct branches of agricultural research evaluation can be identified, with disciplinary roots in the natural sciences and in agricultural economics. The most rigorous agricultural research evaluations are economic studies. Systematic internal evaluation is notably lacking. Current pressures to improve performance, transparency, and accountability are creating demands for more systematic evaluation, and many program evaluation concepts and methods would seem to be of value in agricultural research organizations. However, in the current scenario of declining funding for agricultural research, managers are yet to be convinced to expand their evaluation activities and explore unfamiliar paradigms and methods. Moreover, they are not yet convinced that social-science-based program evaluation would produce useful results. Natural scientists and economists tend to view program evaluation as “soft-science” or no science at all. Douglas Horton works at the International Service for National Agricultural Research (ISNAR) in The Netherlands. Since joining ISNAR in early 1990, he has done research, training, and advisory work on agricultural research management, with an emphasis on evaluation. Previously, for fifteen years, Horton was head of the social science department of the International Potato Center (CIP) in Peru. With colleagues at CIP and in national agricultural research organizations, he documented patterns and trends in world potato production and use, engaged in participatory technology development and assessed the impact of CIP programs. Horton received B.S. and M.S. degrees in agricultural economics from the University of Illinois, and a Ph.D. in economics from Cornell University. While at Cornell, Horton worked with W.F. Whyte, pioneer in the fields of participant observation and participatory action research.     

企业组织的学习结构

在理论综述的基础上,通过访谈、预试和大规模调查,对企业组织学习结构进行了实证研究。根据访谈和预试,初步确定组织学习问卷的项目。采用探索性因素分析和验证性因素分析,对来自全国不同地区43家企业的管理者和员工的调查数据进行了分析。结果表明,我国企业组织学习是一个6因素的结构模型：组织间学习、组织层学习、集体学习、个体学习、利用式学习、开发式学习;组织学习问卷具有一定的信效度。组织学习的作用和影响因素以及这三者之间的复杂作用机制还有待更为深入的研究     

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     

Surfacing embedded assumptions: Using repertory grid methodology to facilitate organizational change

This article outlines a 3-year research project that examines the role of performance evaluation and control systems in bringing about change in manufacturing organizations. A key aim of the project was to develop tools and techniques that managers can use to enable them to understand and enact change. As part of an indepth case study methodology, repertory grid interviews were used with both managers and operatives in three companies as a means of identifying commonly held assumptions about a range of work behaviours. The article discusses the use of the grid as a developmental, rather than exploratory technique, thereby focusing on its use as a process through which managers can assess their systems in use and highlight any necessary change issues. It is argued that repertory grid techniques have a useful part to play in diagnosing the key change issues that work and organizational psychologists face when planning organizational change and development interventions.     

Driving and sustaining culture change in professional sport performance teams: A grounded theory

ObjectivesAs part of the recent upsurge of work on management and organizational factors in elite sports teams, researchers have focused on the team management-led creation and regulation of high performing cultures. The purpose of this study was to therefore add to a recently developed model of culture change best practice in Olympic sports teams, as led and perceived by incoming performance directors, and conceptualize culture change best practice in professional sports teams, as led and perceived by incoming team managers.Design and methodA pragmatic research philosophy and corresponding grounded theory methodology were used to generate a practically-meaningful model of this culture change process from the perspective of UK-based professional team managers.ResultsPerceived best practice in team manager-led culture change was found to involve a finite phase of initial evaluation, planning, and impact adjoined to the enduring management of a holistic, integrated, and dynamic social system. With the former process acting as the catalyst for successful change, this model revealed that optimal change was felt to primarily rely on the constant acquisition, negotiation, and alignment of internal and external stakeholder perceptions.ConclusionsBased on the model's principles, the optimization of professional team culture is defined by a manager's initial actions and never definitively achieved but rather constantly constructed and re-constructed in complex social and power dynamics. Beyond providing a conceptual backdrop for continued research in this area, the model is also a tool on which the practice of professional team managers and their supporting sport psychologists can be based.     

The Prevention Delivery System: Organizational Context and Use of Comprehensive Programming Frameworks

The purpose of this exploratory study is to investigate organizational‐level mechanisms in the Prevention Delivery System (PDS) and their influence on implementing comprehensive programming frameworks (e.g., Communities that Care‐CtC) as the innovation. The PDS is part of the Interactive Systems Framework for Dissemination and Implementation (ISF) and describes key characteristics of innovation implementation and dissemination. The study addresses two research questions: (1) What types of organizational characteristics are related to successful use of each of the programming processes (i.e., planning, implementation, evaluation, and sustainability) that are part of comprehensive programming frameworks?; and (2) What are the similarities and differences in the organizational patterns correlated with use of each of the programming processes? Surveys, interview data, and other documents designed to assess organizational characteristics and extent of use of a comprehensive programming framework over time, were collected from 8 Community boards and 23 provider agencies. These organizations were responsible for planning and delivering substance abuse prevention services as part of a statewide initiative in Ohio. Data were analyzed using Spearman rho (and rank‐biserial) correlations, with an emphasis on effect sizes. Results indicated that leadership, shared vision, process advocates, and technical assistance were common correlates of use across programming processes. However, the role played by these organizational variables differed for each programming process, pointing to complex interactions of the organizational infrastructure with other variables (i.e., characteristics of the innovation itself and external macro‐level factors). This exploratory study provides preliminary data on the organizational‐level mechanisms of the PDS and the complexity of their relationships with the other Systems in the Interactive Systems Framework.     

Organizational variables needed for effective execution of population planning programmes in Pakistan

Although the organizational and administrative aspects of family planning and population programs are basic to their ultimate success, they have been little studied. Some of the organizational variables necessary to effective implementation of population planning programs in Pakistan are outlined. These variables are of 2 types: 1) intraorganizational; and 2) interorganizational. Field workers must have an adequate idea of the role they should play and an adequacy for such a role. Care should be taken in the selection of field workers. They should be assigned to areas where their clients will have socioeconomic backgrounds similar to their own. Family planning field workers should have regular opportunities to communicate with other types of field workers in other programs. Both vertical and horizontal communication among family planning workers is important. The success of family planning programs will ultimately depend on the effecting of social changes and larger changes in social values. In other words, family planning programs should occur in the larger context of development programs. Interdepartmental communication among various agencies involved with family planning and population is necessary.     

所有制与行业性质对组织学习动力作用的研究

本文探讨了组织特性（所有制和行业性质）对组织学习动力的作用。采用多元方差分析,研究了1074名各类企业员工和管理者的组织学习动力,分别探讨了组织特性对其学习动力的作用。结果表明：1）组织所有制性质影响组织学习动力;2）组织的行业性质影响组织学习动力;3）组织的所有制和行业性质存在交互作用。各类组织学习动力排序的结果是（1）在行业性质上：国营旅游业〉文教卫生〉金融业〉制造业;非国营制造业〉文教卫生〉金融业〉旅游业;（2）在所有制性质上：旅游业国营企事业单位〉非国营企业,制造业非国营企业〉国营企事业,金融业国营企业〉非国营企业．文教卫生行业非国营企业〉国营企业。     

组织学习整合理论模型

如何提高组织学习能力、如何创建学习型组织、学习型社会,这已经成为我国企业和社会发展需要迫切解决的问题。文章从定义的根本假设、组织学习层次、组织学习过程、内部推动因素四个方面对文献进行了综述,在此基础上提出了组织学习的界定以及整合的组织学习模型,它包括：个体、团队、组织层、组织间四个学习层次,获得和产生、解释、整合、制度化四个心理和社会互动过程,反馈学习（feedback）和前馈学习(feed forward)两个信息或知识流动过程。最后提出了今后研究的方向。     

Resource orchestration and dynamic managerial capabilities: focusing on sales managers as effective resource orchestrators

Resource-based theory (RBT) posits that firms gain competitive advantage through bundles of valuable and rare resources and sustain that advantage over time when such resources are difficult to imitate or nonsubstitutable by competitors. Recent applications of RBT emphasize the role of managers in mobilizing and leveraging organizational resources and capabilities for achieving business objectives. The purpose of this research is to advance the sales literature by applying learning from two specific perspectives based on RBT that focus explicitly on managerial actions pertaining to resources and capabilities: resource orchestration and dynamic managerial capabilities. These perspectives provide insights into the role of sales managers as orchestrators of sales and nonsales resources for achieving sales, organizational, and customer outcomes. Consistent with the stated purpose, this research provides (1) a review of research on resources and capabilities in the sales literature, (2) an overview of resource orchestration and related research, (3) an overview of dynamic managerial capabilities and related research, (4) a research agenda and propositions based on research orchestration and dynamic managerial capabilities for further investigation on the role of sales managers as effective resource orchestrators in sales organizations.     

Essential Elements for Community Engagement in Evidence-Based Youth Violence Prevention

In the field of youth violence prevention, there has been increasing emphasis on “evidence based” programs and principles shown through scientific research as reaching their intended outcomes. Community mobilization and engagement play a critical role in many evidence‐based programs and strategies, as it takes a concerted effort among a wide range of people within a community to alter behavior and maintain behavioral change. How do concerned individuals and groups within a community engage others within and outside of that community to effectively plan, develop and implement appropriate EB programs as well as evaluate the outcomes and impacts of locally developed programs yet to be proven? The authors discuss five elements essential for community engagement in evidence‐based youth violence prevention based on their work in a university‐community partnership through the Asian/Pacific Islander Youth Violence Prevention Center (API Center), a National Academic Center for Excellence on Youth Violence Prevention Center supported by the Centers for Disease Control and Prevention. They include: (a) aligning EBPs with a community's shared vision and values; (b) establishing an inclusive environment for the planning, implementation and evaluation of EBPs; (c) nurturing collaboration for increased effectiveness and efficacy of EBPs; (d) building adequate leadership and community capacity to develop and sustain EBPs; and (e) building a learning community for evaluation and self‐reflection. The authors propose placing greater emphasis on “evaluative thinking” and organizational capacity for evaluation as we pursue evidence‐based practices for youth violence prevention. This is especially important for ethnic groups for which an evidence base is not well established.     

The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Although the role of social cognition in leadership perception has been emphasized frequently in recent years, research using this approach in an organizational context is rare. This study investigated subordinates’ perceptions of their managers as leaders (that is, to what extent they perceive their manager as a leader) as a potential mediating factor explaining the relationship between managers’ self-monitoring and their subordinates’ attitudes toward their organizations. The study was carried out with middle-level managers (N = 64) and their subordinates (N = 210) from various business organizations in Turkey. Results indicate that subordinates’ leadership perceptions of their managers mediate the relationship between managers’ self-monitoring and their subordinates’ affective and normative organizational commitment. These results provide insight into some of the antecedents and outcomes of leadership perception.     

Evaluation of agricultural research in Eastern,Central, and Southern Africa

Research and Development (R&D) evaluation within agriculture is becoming increasingly important as a planning tool in the research management process in eastern, central, and southern Africa. Evaluation of agricultural research in the region is performed at various levels for different purposes. This article traces the evolution of R&D activities, and looks at the current status of the agricultural research evaluation and the capacity to undertake such evaluations as a part of research management-both at the national and regional levels. It critically examines the experiences of the region in evaluating agricultural research and the efforts made to promote such activities, summarizing the lessons learned. Finally, the article analyzes the critical constraints impeding the successful adoption of the agricultural research evaluation process and offers suggestions, which could alleviate these constraints. From 1993 to 1997, he was an advisor on impact evaluation and policy analysis to the Southern Africa Center for Cooperation in Agricultural and Natural Resources Research and Training (SACCAR), in Botswana. Graduated in agricultural economics from the University of Guelph, Canada, he started his professional career in Africa, at the University of Dar-es-Salaam in 1979. From 1982 to 1991, he worked for CIMMYT, and was then a senior economist at the Australian Bureau of Agricultural and Resource Economics in Canberra. He has worked and published in a range of subjects, including agricultural policy and development, agricultural marketing, production economics, farming systems research, capacity building, and impact assessment. Anandajayasekeram is the current president of the Association for Farming Systems Research and Extension and the Southern African Association for Farming Systems Research and Extension. Dr. David R. Martella has, since 1991, been Regional Agricultural Advisor at the United State Agency for International Development, Regional Economic Development Support Office for East and Southern Africa, Nairobi, Kenya. He previously worked as an agricultural economist and advisor for USAID in Mozambique. Martella has fifteen years of experience in farming and related enterprises as owneroperator in California, in Mexico, and in Swaziland. He also has sixteen years of research and program management experience in Africa. His areas of specialization include economic theory, econometrics and quantitative methods, and experimental design. Martella has a graduate degree in agricultural economics from Purdue University.     

Sources of Managers' Knowledge of Organizational Capabilities

In order to compete successfully in an industry, managers in organizations need to learn about emerging best practices and to implement them in their units. An essential part of this learning process is the development of an understanding of the current capabilities of the organization by its managers. We addressed the question of how managers' assessments of their organization's capabilities, which we call organizational self-knowledge, are affected by their exposure to relational and nonrelational sources of information. We developed hypotheses about the relationship between managers' exposure to different “learning channels” for both their individual depth of understanding of specific areas of practice and for their assessments of their organization's capabilities, which together contribute to organizational self-knowledge. We tested these hypotheses through a survey of 128 store managers in the retail food industry. The results showed that exposure to internal sources of information, both relational and nonrelational, as well as to external relational sources of information, is positively related to self-knowledge. Interestingly, the monitoring of external nonrelational sources of information was found to have no bearing on managers' assessments of their organization's capabilities. Our results counter common-sense beliefs and prior research that suggest that external nonrelational sources of information are an important input in assessing and building organizational capabilities.     

Use of formal and informal evaluation in institutional strengthening: The case of a village hydro project in Sri Lanka

Evaluation is an important management tool used by managers and beneficiaries of development projects. However, until recently, only the managers and external agencies evaluated project benefits, and there was little interaction with the beneficiaries. This approach to evaluation ignores the locally available evaluation capacity that could be harnessed not only for meaningful evaluation, but also for rational decision-making at the project level. This article, using some experience from a Village Hydro Project in Sri Lanka, demonstrates the value and relevance of using local capacity in project evaluations. When local capacity is combined with external formal evaluation exercises, not only does the evaluation become more enlightened and participatory, but more importantly, the beneficiaries become partners in development. The article argues that such local capacity could start as an informal evaluation system that could gradually be transformed into a formal evaluation system.     

企业员工组织社会化内容的结构维度

采用自行研制的组织社会化内容问卷,通过对全国14个城市854名员工进行问卷调查,对企业员工组织社会化内容结构维度进行了探讨。探索性因素分析（N=472）表明,我国企业员工组织社会化内容由组织文化、工作胜任、人际关系和组织政治4个维度构成。四因素模型在验证性因素分析(N=382)中得到了较好地验证。文章最后对组织社会化内容结构的含义、与已有西方研究成果的异同以及不同人口/组织学变量的员工组织社会化内容的差异进行了分析与讨论     

An assessment of manager/subordinate perceptions of performance appraisal effectiveness

This study postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. A two part research project was conducted to: 1) identify manager/subordinate perceptions of the purposes served by the formal performance appraisal process; 2) determine the extent to which these purposes are being satisfied in organizational practice; and 3) assess if managers and subordinates have a shared perception of the effectiveness of the appraisal process. The sample for the study included 36 managers and 143 subordinates from a division of a large Midwest service organization. The results were mixed with regard to the appraisal system effectively accomplishing its diverse goals. However, in general, there was support for the notion that both managers and subordinates find the appraisal process to be a worthwhile organizational practice. Approximately 70% of the respondents indicated that they would participate in the appraisal program whether they were required to do so or not.     

The advice and influence networks of transformational leaders

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.     

How low does ethical leadership flow? Test of a trickle-down model

This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.], the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership.