Knowledge that Transforms

Acrylonitrile-styrene-acrylate terpolymer and poly(α-methylstyrene-acrylonitrile) (ASA/α-MSAN, 25/75) with different loadings of chlorosulfonated polyethylene (CSM) were prepared via melt blending, with goals of toughening modification of ASA/α-MSAN blends and maintaining the heat resistance simultaneously. The results revealed CSM had excellent toughening effect at room temperature. At 0 °C, impact strength increased linearly with CSM content. However, toughening effect of CSM was undesirable at −30 °C. The temperature-dependent toughening efficiency of CSM was significantly related to its glass transition behavior. Scanning electron microscope analysis on cryo-fractured surfaces revealed the toughening mechanism was the formation of CSM toughening network in matrix, which was further confirmed by selective extraction tests. The formation of CSM network could lead to increased glass transition temperature of the blends at the low temperature region according to dynamic mechanical thermal analysis. Different from other toughening agents, CSM network uncompromised the heat resistance of ASA/α-MSAN blends.

To compete effectively in the information age, managers must take actions in ambiguous, complex, and rapidly changing environments. A thoracic surgeon facilitates actions that are consequential and difficult to reverse, that require individual and group expertise, and that are based on changing, complex inputs and environments that are often ambiguous and interact in unpredictable ways. We suggest that managers can benefit from learning we have gained from studying the thoracic surgery certification process.

Just over 100 years ago, Frederick Taylor conducted the pig-iron handling experiments. After reviewing discrepancies in Taylor’s accounts of these experiments, some have concluded that the episode was no more than a “pig-tale.” Through the use of historiographic approaches, including evaluation of Frank Gilbreth’s 1912 filmed recreation, this research supports Taylor’s use of the “pig-tale.” Taylor told the story to persuade listeners that even the most basic processes could be improved for the joint prosperity of employer and employee. When evaluating historical records, we must not allow relatively minor discrepancies to overshadow the object lesson of the story.

The information age presents complex opportunities and challenges for organizations, leading to the emergence of new managerial roles and practices. This research examined the influence of management diversity and creativity on the assessment of opportunities for e-commerce organizations, and on innovative internal and external managerial relationships and practices. Results from a sample of 120 CEOs of e-commerce firms revealed that opportunity assessment mediates the interactive effects of managerial diversity and creativity, influencing the adoption of innovative practices that focus on employee relationships, external networks, and new products and services. This research is one of the first empirical studies of managerial behavior in Internet organizations, and a suggested research agenda for this area of inquiry is presented.

This study investigates dimensions of supervisor power and recipient self-esteem as predictors of performance improvement efforts following negative performance feedback. The study employs two stimuli (recall and scenario) administered at two different points in time with full-time employees. Results point to the importance of differentiating the types of supervisor power and assessing the extent to which different types of power moderate the self-esteem - performance improvement relationship.

We investigated whether rater affect has a similar effect on the leniency of ratings from three of the sources of 360-degree feedback (downward, upward, and peer) and whether there is an interaction between a rater’s affect and the time he or she has spent observing the ratee. The findings indicate that the influence of rater affect on the leniency of ratings was significantly greater in upward and peer feedback than in downward feedback and that the influence increased as raters’ observation time increased.

This study extends research into the determinants of executive commitment to the strategic status quo (CSQ) by examining the effects of functional and educational experience. Regression analyses conducted on the survey responses of 1385 executives representing 20 different nationalities reveal that experience in the traditionally dominant career tracks of finance, marketing, law, and general management is positively related to CSQ. Results further suggest that while functional diversity is negatively related to commitment to extant policies, graduate (MBA) education is unrelated to CSQ and does not significantly attenuate the narrowing effects of functional specialization. Implications for executive leadership, management development, and strategic adaptation are discussed.

This study considers the influence of retained acquired company top executives on the eventual outcome of corporate acquisitions. We test opposing views on how the organizational tenure of those executives could lead to the retention and divestiture of acquired companies. The Resource-based View (RBV) suggests that keeping acquired company top executives with longer organizational tenure will lead to more successful acquisition outcomes, as those executives have organization-specific knowledge that would facilitate effective implementation of the acquisition. By contrast, the Upper Echelons Perspective (UEP) suggests that retained top executives having short organizational tenure will lead to more successful outcomes, as they would have the adaptability to manage most effectively during the uncertainty and difficulty of the acquisition. Results of logistic regression analyses of 104 acquisitions followed over 5 years supported the RBV. Apparently, the benefits of long organizational tenure, such as more intimate understanding of the acquired company, lead to more successful outcomes than the benefits of short organizational tenure. The findings do not support the argument that drawbacks of long organizational tenure, such as commitment to the strategic status quo and rigidity, are detrimental after uncertainty and disruption. The results further suggest that one reason for the high frequency of acquisition failure might be because of the retention—and departures—of the wrong acquired company top executives.

Just over 100 years ago, Frederick Taylor conducted the pig-iron handling experiments. After reviewing discrepancies in Taylor’s accounts of these experiments, some have concluded that the episode was no more than a “pig-tale.” Through the use of historiographic approaches, including evaluation of Frank Gilbreth’s 1912 filmed recreation, this research supports Taylor’s use of the “pig-tale.” Taylor told the story to persuade listeners that even the most basic processes could be improved for the joint prosperity of employer and employee. When evaluating historical records, we must not allow relatively minor discrepancies to overshadow the object lesson of the story.