Knowledge that Transforms

Corporate illegality researchers often maintain that wrongdoing occurs when factors pressure a firm to behave illegally, leading managers to make a rational decision to commit wrongdoing. Yet, corporate illegality results also from conditions of opportunity and predisposition, and it may be an unintended outcome of corporate actions. A multivariate model of corporate illegality is proposed, in which situational factors-conditions of pressure, opportunity, or predisposition-lead to unintentional and intentional illegality. The model distinguishes between intentional and unintentional illegal activities, and it recognizes that intentional illegality results from a decision to engage in wrongdoing, so characteristics of the individual decision maker affect the likelihood of wrongdoing. Implications of this model for researchers and managers are discussed.

This study reviews the literature on groups to determine the knowledge, skill, and ability (KSA) requirements for teamwork. The focus is on: (1) KSAs rather than personality traits; (2) team rather than technical KSAs; and (3) the individual rather than team level of analysis. Fourteen specific KSAs are derived. Then, the implications of these teamwork KSAs for the modification or development of human resource (HR) management systems are determined, and research issues are discussed.

In this study we review over thirty years of succession research in an effort to discern what we know conclusively about the subject, what we do not know because of mixed results, and what has not yet been studied. We begin by answering two key questions: (1) Why is succession such an important topic? and (2) What makes CEO succession different from other types of turnover? Next, we explore the three key stages of succession research. The first phase covers the period from the 1950s to the 1960s. This period is best described as the emergence of the field. The second phase, covering the 1970s reflects a period of theory building and empirical investigation. The final phase from the 1980s to the present is characterized by review and explosive growth. Following our review, we use these combined studies to create an overall model of succession-a model designed to offer prescriptions as to where researchers have been and where they should be going in the future.