Knowledge that Transforms

In I/O psychology and organizational behavior (I/OB) the realistic job preview (RJP) is a current example of an attitude change technique designed to reduce turnover among newly hired employees. Social psychology has long been concerned with theories and techniques for attitude change, and these are examined as potential aids to understanding the RJP process. The “Yale Persuasive Communication” (YPC) approach is reviewed, and findings from YPC research are presented as illustrations of how the future RJPs might be redesigned.

The article reviews the book ?Information, Organization, and Power,? by Dale E. Zand.

The history of the recent decline of production and operations management (POM) in academic importance is traced. POM's fundamental importance as a functional area is argued on the basis of four criteria: (I) centrality in organizations; (2) share of organizational resources; (3) pervasiveness in industrial society; and (4) significance in social change.

Examination of liaison emergence provides an initial example of a middle range synthesis of the two perspectives that dominate organizational communication research: communication climate and network analysis. Three climate factors—relational, cognitive, and motivational—are posited to determine liaison emergence. In turn, liaison emergence is crucial to the systemic processes of coordination and control.

The evaluation of change in OD panel designs is complicated by the possibility that the respondent might have recalibrated the rating scale (beta change) or reconceptualized the construct (gamma change). Two different techniques now exist that claim to identify and control for these problems when the individual is the unit of analysis: that of Terborg, Howard, and Maxwell and that of Bedeian, Armenakis, and Gibson. Advantages and disadvantages of both techniques are reviewed. It is concluded that serious problems of interpretation can result with the Bedeian, Armenakis, and Gibson technique.

Repeated calls have been made for a general theory of strategic management that will enhance research, teaching, and application of subject matter in the area. This paper presents a social learning theory of strategic management (SLTSM) that encompasses earlier attempts to explain strategic management and offers a distinctive conceptual framework. SLTSM links the interdependent elements of executive cognition, stimulus and consequence environments, and strategic behaviors, through reciprocal determinism, providing a unique perspective on strategic management.

Little systematic research has concentrated on the effects of organization development (OD) in terms of hard-criteria measures of performance and behavior. This paper assesses the impact of three classes of OD interventions based on 65 empirical studies. A typology of outcome variables is used to show how OD has affected organizational behavior. Certain classes of interventions appear to be more effective than others.

Processes and outcomes in manufacturing goods are different from those involved in producing services. These differences necessitate modifications in the theory of sealing off the technical core when applied to the services. Although it is difficult to buffer service operations from customer-induced uncertain ties, it is possible to insulate them from administrative sectors of the organization.

Humor has been suggested as an effecive management tool. Reviewed in this paper is the existing research on humor appreciation or what is funny to whom; the influence of humor on group characteristics such as cohesiveness, communications, power, and status; and the linkage, if any, between group dynamic variables and human performance. A list of guidelines for management in matching humor with the situation is given, and some priorities are suggested for research.

Studies of organizations and management have not produced as much solid knowledge as should have been forthcoming. This is attributed to problems with theorizing; limited focus on data sources and methods of analysis; and lack of courage to utilize imagination in scholarly work. Examples are provided to support these allegations. A generally optimistic conclusion suggests that the study of organizations is a great growth area for the investment of human intelligence.