Research In Multi-Level Issues. Vol 5

23.pdf......Page 0
About the editors......Page 2
List of contributors......Page 3
Introduction......Page 5
Human resources management......Page 6
Continuous learning......Page 7
Divorce and family......Page 8
Industry-university dynamics......Page 9
Organizational leadership......Page 10
Acknowledgments......Page 12
References......Page 13
Multi-level fit: an integrative framework for understanding hrm practices in cross-cultural contexts......Page 14
Introduction......Page 15
The role of hrm in organizations......Page 17
Definitions of Culture......Page 19
Defining Values at Different Levels of Analysis......Page 21
Variability within Cultures and Culture Strength......Page 23
Societal Values as an Overarching Context......Page 25
A general framework......Page 26
Organizational-level relationships......Page 29
Emergence from the Individual Level......Page 31
The Moderating Role of Fit between Societal Values and HRM Practices......Page 32
Signaling Values through HRM Practices......Page 36
Individualism-Collectivism......Page 37
Power Distance......Page 41
Masculinity-Femininity......Page 42
Uncertainty Avoidance......Page 43
Long-Term Versus Short-Term Orientation......Page 44
Summary......Page 45
Individual-level relationships......Page 46
Value Fit as a Moderator......Page 48
Collective Fit......Page 51
Culture Strength as a Moderator......Page 52
Within-Society Variability in HRM Practices......Page 56
Facilitating Fit through Organizational Processes and Practices......Page 57
Is Fit Always Desirable?......Page 58
Is Fit Always Relevant?......Page 60
Methodological and Measurement Issues......Page 61
Relationships over Time......Page 64
Culture as a Multidimensional Construct......Page 65
Conclusions......Page 66
References......Page 71
An organizational perspective on multi-level cultural integration: human resource management practices in cross-cultural contexts......Page 81
Introduction......Page 82
Organizational culture in aumann and ostroff’s chapter......Page 83
The organizational perspective on multi-level cultural integration......Page 85
Integration of Organizational Culture and Societal Culture......Page 86
Integrating Organizational Culture and Societal Culture at Starbucks......Page 87
Factors Influencing Integration of Organizational and Societal Cultures......Page 89
A Typology of Culture Strength......Page 90
Integrating Organizational Culture and Employee Values at IKEA and Starbucks......Page 92
Factors Influencing Integration of Organizational Culture and Employee Values......Page 93
Returning to aumann and ostroff’s framework......Page 94
References......Page 95
Integrating HRM practices into a multi-level model of culture: culture’s values, depth, and strength......Page 97
Taking a Multi-Level Approach - Bottom-Up - Top-Down Processes......Page 98
Fit between Societal Values and HRM Practices......Page 99
Integrative Model......Page 100
Model Parsimony......Page 101
Model Representation of the Theoretical Causal Relationships......Page 102
Propositions Derived from the Proposed Model......Page 103
Other Approaches for Understanding the Interplay between Cultural Values and HRM Practices in a Multi-Level Work Context......Page 104
References......Page 107
Introduction......Page 108
Complexity versus parsimony in theoretical models......Page 109
The role of societal and organizational values......Page 111
The role of culture and climate......Page 114
Conclusions......Page 117
References......Page 118
Continuous learning in organizations: a living systems analysis of individual, group, and organization learning......Page 120
Introduction......Page 121
The Need for Continuous Learning......Page 122
Systems Theory......Page 123
Systems as Continuous Learners......Page 125
Interrelationships among Systems......Page 126
Toward a Multi-Level, Systems Model of Continuous Learning......Page 128
Learning Mechanisms: Adaptive, Generative, and Transformative Learning......Page 129
Group Adaptive Learning......Page 130
Organization Adaptive Learning......Page 132
Group Generative Learning......Page 133
Transformative Learning......Page 134
Group Transformative Learning......Page 135
Organizational Transformative Learning......Page 136
Readiness to Learn......Page 137
Boundary Permeability......Page 138
Openness to Disturbances......Page 139
Openness to Novelty......Page 140
System Development......Page 141
Self-Construal......Page 142
Sensitivity to the Environment......Page 143
Unified Mental Model......Page 144
Learning Flow between Levels......Page 147
Sources of Triggers for Learning: Host or Embedded System......Page 150
Match between External Trigger and System Readiness to Learn......Page 151
Diagnosis......Page 153
Case 1......Page 154
Case 2......Page 160
Case 3......Page 162
Learning Transfer: Feed Forward And Feedback......Page 164
Conclusion......Page 165
References......Page 166
Introduction......Page 170
Obstacles to learning organizations......Page 171
Obstacles to experiential learning......Page 175
Personal Obstacles......Page 178
Relational Obstacles......Page 179
Structural Obstacles......Page 180
Summary and conclusions......Page 182
References......Page 183
A multi-level inquiry and elaboration: continuous learning within and across organizations, groups, and individuals......Page 186
Systems as metaphors: systems as scientific inquiry......Page 187
Defining Learning......Page 188
Defining Entities......Page 189
Defining the Process......Page 191
Application perspectives......Page 194
References......Page 196
Introduction......Page 197
Toward conceptual clarity......Page 198
Triggers for Learning......Page 202
Readiness to Learn......Page 204
Feedback......Page 205
Final Comments......Page 207
References......Page 208
The importance of the common family background for the similarity of divorce risks of siblings: a multi-level event history analysis......Page 210
Introduction......Page 211
Literature review......Page 213
Research questions......Page 215
Hypotheses on the effect of measured characteristics......Page 217
Method: data......Page 219
Family Level......Page 220
Analysis model......Page 222
Results......Page 224
Conclusion......Page 228
Acknowledgment......Page 229
References......Page 230
Contributions of dronkers and hox’s chapter......Page 232
Questions for future research......Page 234
References......Page 235
Introduction......Page 236
Effects of unmeasured or unreliably measured characteristics......Page 237
Time variables......Page 238
How large is the between-family variation?......Page 239
Omitted level-two variables in multi-level logistic regression......Page 240
What about the correlation between predictor and random intercept?......Page 242
References......Page 243
Introduction......Page 245
Statistically oriented issues......Page 246
References......Page 247
Industry-university intellectual property dynamics as a multi-level phenomenon......Page 248
U.S. industry-university IP: is there a problem?......Page 249
Evolution of the U.S. institutional context: economics, history, and innovation......Page 254
The U.S. Contemporary institutional level: bayh-dole and university patenting......Page 257
The Nature of University Discovery......Page 262
Where the Money Is......Page 264
Academic Freedom......Page 265
Industry Norms and University Reference Points......Page 267
Risk and Worst Cases......Page 268
Firm Size......Page 270
Outsourcing Options......Page 272
Culture and Criteria......Page 273
The level of the deal......Page 275
A multi-level model of IP dynamics: structuration perspectives......Page 278
Implications for further research......Page 284
References......Page 286
Industry-university relationships and the context of intellectual property dynamics: the case of ibm......Page 289
Introduction......Page 290
IBM’s early relationships with universities......Page 292
IBM research and university relations......Page 296
IBM’s turn to services and the emergence of ‘‘services science’’......Page 299
Discussion......Page 304
Acknowledgments......Page 306
References......Page 307
Introduction......Page 308
Conceptual model......Page 310
Faculty members......Page 311
Firm-level considerations......Page 312
Academic culture......Page 313
Repeat transactions and relationships......Page 314
Reflections on policy......Page 316
References......Page 317
Industry-university intellectual property in context: framing the deal, and dealing with the frame(s)......Page 319
Introduction......Page 320
The view from the firm......Page 321
Intellectual property from inside the university......Page 323
Reframing industry-university relations......Page 325
References......Page 326
The LAMPE Theory of Organizational Leadership......Page 329
Leadership Issues......Page 330
Organization of this Chapter......Page 333
General Observations on the Nature of Leadership......Page 334
The Research Literature......Page 335
Distributed Leadership......Page 338
Leadership as a Distributed Process......Page 339
Issues in Defining Leadership......Page 341
Structure......Page 344
Process......Page 345
Interdependence......Page 347
Task-Role Matrix......Page 351
Virtual-Like Organizational Arrangements......Page 352
Leadership......Page 353
Authority......Page 355
Management......Page 357
Environments......Page 359
The Coherence of LAMPE......Page 361
Leadership Practices......Page 362
Description of the 29 Leadership Practices......Page 363
Leadership and Power......Page 368
Power and Authority......Page 371
Management and Leadership......Page 373
Integrating LAMPE......Page 375
When Leadership Is Appropriate......Page 376
Change Events and Windows......Page 378
Leadership Requirements Matching......Page 382
Leadership Effectiveness......Page 385
Leadership Capacity......Page 390
Distributed Leadership......Page 393
Distributed Leadership and Substitutes for Leadership......Page 395
Introduction to the Organizational Hologram......Page 396
Propositions Linking LAMPE to the Organizational Hologram......Page 398
Lighting the LAMPE......Page 402
Summary and Conclusions......Page 403
References......Page 407
Introduction......Page 413
Complexity science and leadership......Page 415
Implications of complexity science for lampe......Page 417
Conclusion......Page 423
References......Page 425
Introduction......Page 427
Critique of complexity theory as an organization theory......Page 429
Reversing the advice......Page 433
Testing processual models and theories......Page 435
References......Page 436
Process......Page 438
Process Skeletons......Page 439
Enhancing process skeletons to process functions......Page 442
Cardinal Numbers......Page 443
Cardinal Scales......Page 444
Process Framework Functions......Page 445
Example 2......Page 447
Example 3......Page 448
Process Addition......Page 449
Aggregation of Process Framework Data......Page 450
An Example of Multiple Processes Occurring within a Small Group......Page 451
Testing process frameworks......Page 452
The enhancement/reduction model for testing a process framework......Page 454
Multi-level processual testing......Page 457
Bi-Level Rigorous Research Theorem......Page 458
About the Authors......Page 460