Abstract: Despite. the widespread interest in the topic of organizational citizenship behaviors (OCBs), little empirical research has tested the fundamental assumption that these forms of behavior improve the effectiveness of work groups or organizations. This article examines the assumption that OCBs improve the effectiveness of work groups or organizations in which they are exhibited. First, several theoretical and conceptua1 explanations of why OCBs may improve organizational effectiveness are provided. Following this, a review of the available empirical evidence is provided. The results of this review indicate that OCBs make important contributions to the variance in organizational effectiveness, although helping behavior tends to have more system- atic effects than either sportsmanship or civic virtue. Finally, the implications of these findings for future research are discussed.

Abstract: Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture. Offers an analytical framework using the concepts of organizational culture, identity and image and suggests implications, including the need for symbolic management in and of the organization and the need to combine knowledge from the disciplines of marketing and organization studies.

Abstract: Foreword This author maintains that growing organizations move through five distinguishable phases of development, each of which contains a relatively calm period of growth that ends with a management crisis. He argues, moreover, that since each phase is strongly influenced by the previous one, a management with a sense of its own organization’s history can anticipate and prepare for the next developmental crisis. This article provides a prescription for appropriate management action in each of the five phases, and it shows how companies can turn organizational crises into opportunities for the future growth. Mr. Greiner is associate professor of organizational behavior at the Harvard Business School and the author of several Harvard Business Review articles on organization development. A small research company chooses too complicated and formalized an organization structure for its young age and limited size. It flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company. Key executives of a retail store chain hold on to an organization structure long after it has served its purpose, because their power is derived from this structure. The company eventually goes into bankruptcy. A large bank disciplines a “rebellious” manager who is blamed for current control problems, when the underlying cause is centralized procedures that are holding back expansion into new markets. Many younger managers subsequently leave the bank, competition moves in, and profits are still declining. The problems of these companies, like those of many others, are rooted more in past decisions than in present events or outside market dynamics. Historical forces do indeed shape the future growth of organizations. Yet management, in its haste to grow, often overlooks such critical developmental ques

Abstract: ▪ Abstract Changes in contemporary firms and their competitive environments translate into a new focus in organizational research. This chapter reviews organizational behavior research reflecting the shift from corporatist organizations to organizing. Key research themes include emerging employment relations, managing the performance paradox, goal setting and self-management, discontinuous information processing, organization learning, organizational change and individual transitions, and the implications of change for work-nonwork relations. Research into organizing is building upon and extending many of the field's traditional concepts. This chapter suggests that some assumptions of organizational behavior research are being superseded by those more responsive to the new organizational era.

Abstract: Integrating organizational development (OD) and technological intervention into a total system is one of the more difficult tasks for an executive or consultant to execute. Organizations are profoundly affected by technological advancements and require a flexible customized change model to fit the social network of the specific organization into which technology is being introduced. Examines sociotechnical systems (STS) theory and presents classical organization theories of Burns and Stalker, Woodward, Perrow, Thompson and Trist to develop a contemporary OD intervention in terms of self‐regulating work groups (self‐leading or self‐managing teams) performing interrelated technological tasks. Finally, presents some pointers for executives and consultants in assessing STS interventions via 31 diagnostic questions intended to identify interactions among elements of the system.

Abstract: Formal ‘family friendly’ policies, including flexible or reduced hours of work and periods of leave, designed to help employees to balance work and family demands have the potential to challenge traditional models of work and organizational values. However, while these policies can reduce stress for individual employees, it is argued that there is less evidence of widespread organizational culture change. This paper draws on case studies of organizations at various stages of developing ‘family friendly’ policies to identify two barriers to fundamental shifts in organizational culture; low sense of entitlement to consideration of family needs, and organizational discourses of time as representing productivity, commitment and value. Some conditions under which broader culture change may be achieved are explored.

Abstract: This article reviews theories of organizational learning and presents a framework with which to organize the literature. We argue that unit of analysis provides one critical distinction in the organizational learning literature and research objective provides another. The resulting two-by-two matrix contains four categories of research, which we have called: (1) residues (organizations as residues of past learning); (2) communities (organizations as collections of individuals who can learn and develop); (3) participation (organizational improvement gained through intelligent activity of individual members), and (4) accountability (organizational improvement gained through developing individuals' mental models). We also propose a distinction between the terms organizational learning and the learning organization. Our subsequent analysis identifies relationships between disparate parts of the literature and shows that these relationships point to individual mental models as a critical source of leverage for creating learning organizations. A brief discussion of the work of two of the most visible researchers in this field, Peter Senge and Chris Argyris, provides additional support for this type of change strategy

Abstract: This study compared the influence of organizations' relationships to the institutional versus task environment on organizational performance in the Canadian construction industry. This industry is characterized by both intense institutional regulation and strong market competition. Regulatory stringency and resource stringency were proposed as key determinants of the relative importance of institutional versus task environment relations in predicting organizational profitability and productivity. Results favoured the contribution of task environment relations to organizational success in support of an economic or strategic perspective on organizations. However, under highly stringent conditions, institutional relations were shown to be associated significantly with performance, suggesting that future research needs to consider both institutional and task environment effects on organizational performance and success.

Abstract: This paper presents a taxonomy of organizational characteristics that was developed as part of a large scale job analysis project conducted for the Department of Labor (DOL). Based on research and theory related to organizations, a hierarchical taxonomy of organizational characteristics was developed with six construct domains at the highest level: organizational structure, leadership, human resources (HR) systems and practices, goals, and organizational values. The taxonomy has been empirically tested using data from over 300 organizations, and a summary of these results is presented. This taxonomy is then used to organize and review research on the relationships between organizational variables and innovation. Implications of the taxonomy for understanding relationships between organizational size, industry type, “high-performance” practices, and innovation are discussed.

Abstract: Team building is an ongoing, multifaceted process where group members learn how to work together for a common goal, and share pertinent information regarding the quality of team functioning for the purpose of establishing more effective ways of operating. This article describes a “hands on” approach to conducting team building interventions in sport. Drawing on reserurh from organizational development and group dynamic theory in sport, as well as information derived from interviews with coaches and athletes, key principles associated with successful team building interventions are presented and discussed. Core components to consider in building a successful team include having a shared vision and unity of purpose, collaborative and synergistic teamwork, individual and mutual accountability, an identity as a team, a positive team culture and cohesive group atmosphere. open and honest communication processes, peer helping and social support, and trust at all levels. Recommendations for conducting e...

Abstract: Partial table of contents: ORGANIZATIONAL BEHAVIOR IN A MULTINATIONAL/GLOBAL ENVIRONMENT The Political and Economic Context of Organizational Behavior (J. Pearce) Prime Movers: The Traits of Great Business Leaders (E. Locke) ORGANIZATIONAL BEHAVIOR REACHING BEYOND TRADITIONAL BOUNDARIES A Strategic Perspective for Organizational Behavior (R. Schuler) Dyadic Interaction in Organizations (B. Gutek) NEW FORMS AND NEW PROCESSES FOR ORGANIZING The Discipline of Organization Design (S. Mohrman, et al.) FUTURE CAREERS Identities, Values and Learning in the Protean Career (D. Hall, et al.) THE NATURE OF THE RESEARCH ENTERPRISE: NEW METHODS AND NEW CONSTRUCTS Through the Looking Glass: A Normative Manifesto for Organizational Behavior (L. Treviqo & R. Bies) Index.

Abstract: Concepts of organizational learning abound in the literature. There has been an increasing diversity of attempts at classification, but an integrated theory is still missing. To provide some tentative answers as to why theory development id organizational learning has made such little progress, a number of requirements for theory-building will be formulated, and the current theoretical stance of some approaches of organizational learning will be analyzed.

Abstract: Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the implications of ideas from the study of complex adaptive systems that suggest that living systems co‐evolve to far‐from‐equilibrium conditions, “at the edge of chaos”. Takes this perspective for understanding the interactions occurring simultaneously in an organization’s designed or formal network of relationships, and in its self‐organizing or shadow networks. Provides illustrations from the author’s consulting practice to suggest how such a perspective may inform OD intervention in organizational culture change.

Abstract: There has been a dramatic increase in interest in the learning organization. However there is confusion, among writers on the subject, about what a learning organization is and about how organizational learning occurs. Critiques some of the best known contributions to the field and argues that they are reductionist and do not indicate how organizational learning relates to business performance and strategic realignment.

Abstract: An extensive body of academic literature is concerned with the factors influencing the performance of small firms. Gibbs and Davies (1990) suggested that the majority of this research can be classified under four major headings: entrepreneurial personality, organization development, functional management skills, and sectoral economics. While each of these areas of research have provided useful insight into the successful operation of small firms, each is limited in the ability to provide an accurate predictive model of small firm performance. The research on entrepreneurial personality, by building on McClelland and Winter's (1969) achievement model, seeks to link the personal characteristics of the owner/manager with the performance of the company. Research by Kets de Vries (1977) and Gupta (1984) showed a correlation between owner/manager personality and strategic decision-making. Unfortunately, although various typologies have evolved for classifying the entrepreneur, none of them have been convincingly correlated to the observed performance of the business (Brockhaus 1982). A common element in the research concerned with organization development is an examination of the relationship between the goals of the entrepreneur and the objectives of the organization (Steinmetz 1969). In many instances, this research assumes the need for a move from an entrepreneurial to a "professional" management style. This research often recommends actions in relation to the firm's current position on a "stages of growth" model (Greiner 1972). However, given the current debate on the needs of larger organizations to become more entrepreneurial (Slevin and Covin 1990), some doubts must exist about whether the growth stage model should be offered as a normative theory for the activities of SME owner/managers. Research on functional management usually emphasizes the need for the smaller firm to adopt a more formalized approach to such activities as strategic planning and the installation of effective control systems (Brock and Evans 1989). Although this decision-making approach has received extensive coverage in the literature, there is still only limited evidence to support the view that clear links exist between these activities and the subsequent growth rate of the firm (Carland, Carland, and Abbey 1989). Sectoral studies usually seek to identify influential factors within an industrial system as the basis for predicting potential for growth. They have been able to demonstrate clear relationships between the performance of original equipment manufacturers and the growth rates of small business sub-contractors in such sectors as the car, computer, and consumer electronics industries (Storey et al. 1987). Overall, however, these studies do not appear to provide the basis for a generalized predictive model for the management of SME organizations (Doctor, Van der Haorst, and Stokman 1989). These four areas of research on the growth of small firms have all made significant contributions to our understanding of management processes within these smaller firms. Unfortunately, it is difficult to use any of these various concepts to develop a generalized technique for predicting the growth potential of the small firm with any degree of consistency (Gibb and Davies 1990). Hence it does seem there is a need to examine other approaches to this specific problem. Method Identifying Characteristics Exhibited by Growth Firms In the search for performance predictors, one possibility is to adopt the holistic view that key characteristics exhibited by growth firms are a reflection of the internal capabilities of the organization. If this is true, then an evaluation of the current capabilities of a firm can be used to define appropriate actions for enhancing the firm's future performance. To identify the key characteristics of growth firms, the input of four different studies was synthesized: Coopers & Lybrand 1994; Burns 1994; Brickau 1994; and Tradenz 1990. …

Abstract: This text looks at the problems of managing innovation in organizations and points to new organizational research which has shed new light on business practice.

Abstract: In a dynamic global economy, creativity and innovation are essential requirements for organizational success. Creativity, unfortunately, has not always been seen as playing an important role in the design and structure of organizations. In this article, we argue that creativity and innovation are key requirements for the growth and adaptation of organizations. Subsequently, we review a series of articles, appearing in this issue, about how we might encourage creativity and innovation in the workplace. Some potentially useful directions for future research are discussed along with the methodological issues likely to arise as we seek to understand creativity in the workplace.

Abstract: The proposed model helps explain dysfunctional dynamics within international humanitarian organizations (HOs) as a product of aid workers' efforts to cope with the psychological distress arising from their work. Through four stages of individual psychological coping strategies, aid workers collectively contribute to the development and perpetuation of institutions, which shape and reinforce the beliefs and behaviour of HO personnel. The discussion demonstrates how the resulting characteristics of HO culture—defensiveness and delusion—impede learning and innovation in the policy process. By exploring the manifestations and implications of this culture type, we can better interpret the behaviour of a unique, yet increasingly significant group of political actors often neglected by current organization theory. Once better understood, HOs can improve personnel support, thereby positively modifying organizational culture to better fulfil their objectives.

Abstract: Based on substantial preliminary evidence, a four-year Gang Violence Reduction Project has demonstrated its effectiveness in terms of process and outcome. An innovative approach in the prevention and control of a serious gang violence problem was based on key interrelated strategies of community mobilization, social intervention, suppression, opportunities provision, organizational development, and targeting. A team of community youth workers, tactical police officers, adult probation officers, and representatives of a neighborhood organization operated under the aegis of the Chicago Police Department. Of special interest was the interrelated practice roles of police tactical officers and community youth workers, many of whom were former gang members.

Abstract: Contents: Preface. Assumptions. Organizational Arrogance and the Public Relations Function. Establishing the Organizational Setting: Systems Theory and Beyond. Organizational Complexities. Organizations as Political Systems. Organizational Politics: Political Behavior and Public Relations Practitioners. Organizational Environments: Uncertainty Abounds. Communication from an Advocacy Frame. Communication from a Collaborative Frame. Managing Ambiguity: Implications for External Communication Choices. Toward a Collaborative Advocacy Frame. Ethical Appraisals of Insiders and Outsiders.

Abstract: The authors examine the contributions of ethnography to organizational sociology in five substantive areas: (1) the elaboration of informal relations, (2) organizations as systems of meaning, (3) organizations and their environments, (4) organizational change, and (5) ethics and normative behavior. They then discuss three claims that ethnographers typically make: that ethnography provides for depth, multiple perspectives, and process. These claims permit its unique contributions but also create trade-offs in terms of control, bias, and generalizability. The authors conclude by considering the implications that the resurgent interest in organizational ethnography holds for its systematic practice and the development of standards to evaluate its cross-disciplinary usage.

Abstract: Focusing on nontraditional workforce, economic, and community development programs being developed within community colleges, this monograph defines these efforts as "entrepreneurial colleges" within community colleges and reviews characteristics and trends related to these efforts. Following an executive summary and introduction, the first section provides definitions and examples of entrepreneurial community colleges, contrasting them with rcgrlar community colleges, describing difficulties in determining the success of entrepreneurial colleges, and providing data on enrollments in entrepreneurial colleges at seven community colleges. The second section discusses internal and external factors influencing entrepreneurial colleges, including college missions, faculty attitudes and activities, and local pressures, while the third section address the role of state policy in promoting workforce and economic development, focusing on issues related to funding, regulations, and balancing state and local initiatives. This section also highlights emerging concerns of state officials related to entrepreneurial college effectiveness, their coherence in state educational systems, and the effects of welfare reform initiatives. The fourth section examines potential tensions within comprehensive community colleges with the rise of these new programs. The fifth and final section presents conclusions and recommendations for promoting and integrating entrepreneurial colleges, developing new state and federal policies, and conducting further research. Contains 35 references. (BCY) ******************************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. ******************************************************************************** WORKFORCE, ECONOMIC, AND COMMUNITY DEVELOPMENT THE CHANGING LANDSCAPE OF THE ENTREPRENEURIAL COMMUNITY COLLEGE U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION This (ERIC) is document has been reproduced as ceived from the person or organization originating it. Minor changes have been made to improve reproduction quality. Points of view or opinions stated in this document do not necessarily represent official OERI position or policy. ,i411* '---__ "PERMISSION TO REPRODUCE THIS li' N N `-9 MATERIAL HAS BEEN GRANTED BY D. Doucette W. Norton Grubb Norena Badway Denise Bell The University of California at Berkeley

Abstract: Organization Development: Strategies for Changing Environments, Second Edition, aims to help managers of the future successfully plan for and manage changes in the workplace. The book teaches students how to conceptualize and implement planned interventions to increase organizational effectiveness. Building on the success of the previous edition, Smither, Houston, and McIntire maintain the foundational and historical organization development content while incorporating a number of key changes: new material on change management, globalization, diversity, sustainability, ethics, talent management, and emotional intelligence; a greater emphasis on the practical application of the theory; new case studies focusing on current business dilemmas that align with the chapter objectives. This edition brings this classic book into the 21st century, making it a valuable resource for students of organizational development, organizational behavior, change management, and leadership.

Abstract: Reports that the increased calls for transparency and accountability in government organizations underscores the need for a market orientation even among government departments. Considers the degree of market orientation and its effect on the organizational commitment in government departments in the Australian public sector. Results provide empirical support for a relationship between market orientation in the public sector and organizational commitment. Draws implications from and discusses directions for future research.

Abstract: As the Total Quality Management (TQM) movement sweeps through American businesses, much of the practitioner-oriented TQM literature discusses ways to improve intraorganizational communication while...