Knowledge that Transforms

The effects of different operationalizations of the path-goal theory's leader behavior constructs are examined. The results indicate that some of the inconsistent and non-supportive research findings pertaining to the theory are due to inadequacies and differences in operationalizations of the theory's leader behavior variables. Suggestions for future tests are discussed.

This study examines the relative importance of job scope and individual differences in explaining job involvement. It further examines whether these variables have independent or interactive effects. Results indicate that job scope and three individual difference measures all have about equal importance in explaining the variance in job involvement.

The article discusses the results of a study pertaining to the dominance of financial interest representation on the boards of directors of nonfinancial corporations. The inside-outside composition aspect of board composition was statistically insignificant as an explanatory variable in relation to corporate economic performance and financial policy. The study concluded that the significance of the affiliations of outside directors should be questioned in relation to the behavior of the industrial corporation.

The article discusses a 1977 study on the staffing policy of U.S. multinational corporations. Results indicated that there are several sources of morale problems existing in multinational corporations of the dominant type. These included blocked promotions, transfer anxieties, income gaps, and unfamiliarity and adaptability difficulties. The research also indicates that the accumulation of variegated international experience is not essentially translated into managerial behavior compatible with environmental needs and headquarter's expectations.

The article discusses the results of a 1977 study pertaining to subordinate characteristics, supervisory ratings, and decisions to discuss appraisal results. The research indicated that voluntary d...

This study examines the relative roles of culture and industrialization as explanations for the similarities in the value systems of managers in five countries. Results indicate that both explanations play a role in the similarities and differences found in value systems. Focusing on either explanation ignores their mutual importance.

The article discusses a survey pertaining to the use of personalized systems of instruction (PSI) in management education. The PSI method has been used with some success in the psychology, physics, and engineering fields. In this study two PSI sections were compared with two traditional management lecture/discussion sessions. The research found there was no significant differences in academic performance between those using PSI and those using traditional methods. The PSI group performed slightly better on the common final examination.

Six behaviorally based bipolar scales were developed to assess management potential. Managers used these scales before and after training to rate male and female versions of cases describing two hypothetical job incumbents. Both means and variances of ratings were smaller after training. Rater/ratee sex effects were also studied.