Knowledge that Transforms

Questionnaires are the most commonly used method of data collection infield research (Stone, 1978). Problems with the reliability and validity of measures used on questionnaires has often led to difficulties in interpreting the results of field research (Cook, Hepworth, Wall & Wart-, 1981; Schriesheim, Powers, Scandura, Gardiner & Lankau, 1993). This article reviews scale development procedures for 277 measures used in 75 articles published in leading academic journals from 1989 to 1994. It points out some of the problems encountered and provides examples of what could be considered “best practices “in scale development and reporting. Based on the review, recommendations are made to improve the scale development process.

The present study was conducted to determine whether trainees’ general beliefs about training affect pretraining motivation and transfer of training in a large-scale training curriculum. In addition, the influence of social support for training from four organizational constituents (top management, supervisors, peers, and subordinates) and task constraints in the work environment on pretraining motivation and training transfer were evaluated. Nine hundred sixty-seven managers and supervisors completed a questionnaire that assessed 14 constructs. Structural equations analysis with LISREL VII indicated that the overall reputation of training, intrinsic and compliance incentives, organizational commitment, and three social support variables (subordinate, supervisor, and top management support) were predictive of pretraining motivation. In addition, pretraining motivation and subordinate, peer, and supervisor support were predictive of managers’ perceived training transfer. These findings suggests that previous theory and research (e.g., Noe, 1986; Noe & Schmitt, 1986) serve as a useful heuristic for predicting the effects of general beliefs about training on training effectiveness. Implications of the-findings for future research and practice are discussed.

A conceptual framework examining the relationship between corporate restructuring and outsourcing of key value-adding activities to external suppliers and partners is presented. The model proposes that the restructuring process serves as a catalyst to a series of complex changes within the firm that make outsourcing an attractive alternative to internal investments in the development of new skills and capabilities. High levels of merger and acquisition activity, as well as leveraged buy-outs (LBOs), are expected to produce a diminished resource base for organizational learning and technology development. Continued reliance on outsourcing, in turn, can potentially “lock out” the firm from participating in future technologies and new industries.

Historically, the relationship between business firms and government has usually been approached in terms of its effects on the process of representative democracy (i.e., the implications of business political activity for the functioning of government). More recently, perspectives on business-government relations have developed within a managerial framework [i.e., from the viewpoint of the corporation and the manager]. This article discusses the consequences of public policies for the competitive environment of the firm, which provides one explanation for political behavior. Firm-level responses include both strategic adaptation and attempts to influence public policy. It discusses a variety of research approaches to understanding the firm S strategic use of public policy processes, as well as suggestions for further research.

This study examined the role of subordinate voice in creating positive attitudes in the performance appraisal context. Two aspects of voice, instrumental and non-instrumental, were assessed. Both aspects of voice were related to satisfaction with the appraisal, while only non-instrumental voice had an impact on attitudes toward the manager. Implications for procedural justice and performance appraisal are discussed.