probabilisitc process

An important observation coincident on the prevalence of process theories in science is that the shape of human understanding of the world may be considerably affected by our particular ability -- perhaps unique in the animal kingdom -- to interpret much of it in terms of probabilistic processes, the interpretation being much more important than the "true" nature of the phenomena.

from Explaining Organizational Behavior

poetry

In A Station Of The Metro
Ezra Pound

The apparition of these faces in the crowd;
Petals on a wet, black bough.

Online text © 1998-2007 Poetry X. All rights reserved.
From Poetry Magazine, 2.1, April 1913 | Poetry Magazine, 1913

Neal Schumitt

Research interests/Areas of expertise

• Personnel selection, performance appraisal, job attitudes and decision making
  

Bio(s)

• Professor Schmitt received his Ph.D. degree from Purdue University in 1972. His research interests include personnel selection and test validation, performance appraisal, job attitudes, and decision making. Schmitt has served as consultant to the National Association of Secondary School Principals, SOHIO, Ford Motor Company, Haworth, Marathon, National Institute of Occupation Safety and Health, and various city and county governments. He is the past editor of the Journal of Applied Psychology and has published numerous articles in journals such as Personnel Psychology, Organizational Behavior and Human Performance, and the Academy of Management Journal. He is a member of the Academy of Management, the American Psychological Association, and the Society of Organizational Behavior.

Lawrence B. Mohr

Professor Emeritus
Ph.D., Michigan


I got to know him by the book "Explaining Organizational Behavior", which is a pretty nice book on social science theories.

orthodoxy and ...

Because this orthodoxy is so dominant and strong, its adherents often take it for granted as right and self-evident. Rival perspectives from the same paradigm or outside its bounds appear as satellites defining alternative points of view. Their impact upon the orthodoxy, however, is rarely very significant. They are seldom strong enough to establish themselves as anything more than a somewhat deviant set of approaches. As a result the possibilities which they offer are rarely explored, let alone understood.

-- Burrell and Morgan

Phil Podsakoff

John F. Mee Chair of Management
Professor of Organizational Behavior & Human Resources


Research Interests:

Leadership Behavior and Effectiveness
Substitutes for Leadership
Antecedents & Consequences of Organizational Citizenship Behavior
Relationships Between Employee Attitudes
Effects of Monetary & Non-Monetary Reward Systems
Social Power & Influence Processes
Issues in Field Research Methodologies

Professor Podsakoff is an expert in the fields of leadership and behavioral processes in organizations. He is internationally known for his research on transactional and transformational leadership processes in organizations, power and social influence processes, the effects of various "substitutes" for leadership, and the antecedents and consequences of employee "citizenship" behaviors.

Jennifer Chatman

Paul J. Cortese Distinguished Professor of Management
Haas Organizational Behavior and Industrial Relations Group

BA, psychology, University of California, Berkeley
Ph.D., business administration, University of California, Berkeley

• 2005 “Most Influential Paper Award,” 1997-2000, Academy of Management , Conflict Management Division f or “Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes” published in Admin. Science Quarterly, 1998,43 (4): 749-780 (with J. Polzer, S. Barsade , & M. Neale).
• 2004 Accenture Award, for the article that “made the most important contribution to improving the practice of management” in California Management Review for “Leading by Leveraging Culture” (with S. Cha).
• 1998 L.L. Cummings Scholar Award, Academy of Management Organizational Behavior Division, awarded for “outstanding achievement to one researcher in early mid-career.”
• 1997 Administrative Science Quarterly Award for Scholarly Contribution, for “the article that had the most impact on the field of organizational behavior over the past five years,” for Mixing and matching people and organizations: Selection and socialization in public accounting firms, published in ASQ in 1991.
• 1996 Schwabacher Research Award, Haas School of Business.
• 1994 Ascendant Scholar Award, Western Academy of Management.
• 1991 Best Paper Award, Academy of Management Organization and Management Theory Division for “Assessing the relationship between industry characteristics and organizational culture: How different can you be?” (with K. Jehn).
• 1989 Outstanding Paper Based on a Dissertation Award, Academy of Management Organizational Behavior Division for “Mixing and Matching People and Organizations: Selection and Socialization in Public Accounting Firms.”

alternative...

alternative way of living, alternative way of thinking, alternative way of loving, alternative way of dying...

what 'alternative' truely means is that you have to make a difference of your own to make the world with you a little better than the one without you.

People tend to attach to what has already been said or done, coz they don't have to spend much time figuring out how to do it on their own, and this creates the 'trap' of knowledge, that is, the more you know sth, the more unlikely you will try to overcome it. Yet, if we look at the things that got all the applause, it would not be surprising that what we discover are things never known, words never spoken, and theories never conjured up, et al..

Well then, after all these thoughts, time to do sth different.

Katherine J. Klein

Edward H. Bowman Professor; Professor of Management

PhD, University of Texas, 1984; BA, Yale University

Research Areas
Multilevel organizational theory and research; organizational psychology; team composition, leadership, and effectiveness; organizational innovation processes

Current Projects
Shock trauma research project: Team leadership, team performance, and individual learning in a dynamic setting; Team composition, team leadership, and team social networks over time; Stock options and employee attitudes.

Academic Positions Held
Wharton: 2004–present(named Edward H. Bowman Professor, 2005). Previous appointments: Department of Psychology, University of Maryland. Visiting appointments: Graduate School of Business, Stanford University

Career and Recent Professional Awards; Teaching Awards
Army Research Institute Research Grant, 2

Anne Tsui

Anne S. Tsui is Motorola Professor of International Management at the W.P. Carey School of Business, Arizona State University.

She was the 14th Editor of the Academy of Management Journal (1997-1999) and is a Fellow of the Academy of Management since 1997. She serves or has served on the editorial review boards of most premier management journals. She is the founding President of the International Association for Chinese Management Research (www.iacmr.org), and is the Editor in Chief of the journal Management and Organization Review (www.blackwell-synergy.com/loi/more), which is dedicated to publishing China related management and organization research.

Dr. Tsui has conducted research on a variety of topics, including managerial and leadership effectiveness, performance assessment, human resource department effectiveness, self-regulation, employee-organization relationship, and demographic diversity. Her current research programs include employment relationships and corporate culture and leadership in firms operating in the Chinese setting. Results of her research findings have appeared in journals such as the Academy of Management Journal, Administrative Science Quarterly, Organization Science, Personnel Psychology, Industrial Relations, Organizational Behavior and Human Performance, Journal of Management, Human Relations and Work and Occupations. The article, "Being different: Relational demography and organizational attachment" published in Administrative Science Quarterly, 1992, won the Outstanding Publication in Organizational Behavior Award in 1993 and five years later, the ASQ Scholarly Contribution Award in 1998. The article "Alternative approaches to employee-organization relationships: Does investment in employees pay off?" published in Academy of Management Journal, 1997, won the Best AMJ paper in 1998 and also the Scholarly Achievement Award, from the Human Resource Division, Academy of Management, 1998.

Dr. Tsui is 87th (among 778) most cited scientists in business and economics (Jan 1993 to Jan 2003) and 21st of the top 100 most cited scholars in management (1981-2001).

Dr. Tsui has taught executive courses on leadership, organizational culture, and human resource management topics for many organizations, including various Education, Social Welfare, and Housing departments of the Hong Kong Government; Allergan Asia, Ltd.; Fluor Daniel Corporation; TRW, Inc.; Hughes Aircraft; Leadership Education for Asian Pacific Professionals; Sharp Healthcare; Silicon Systems, Inc.; and United States Postal Service.

Donald C. Hambrick

Don Hambrick is the Smeal Chaired Professor of Management, Smeal College of Business at The Pennsylvania State University. He is also Samuel Bronfman Professor Emeritus of Columbia University's Graduate School of Business, where he served for 23 years. He holds degrees from the University of Colorado (B.S.), Harvard University (M.B.A.), and The Pennsylvania State University (Ph.D.).

An internationally recognized scholar in the field of top management, he is the author of numerous articles, chapters, and books on the topics of strategy formulation, strategy implementation, executive staffing and incentives, and the composition and processes of top management teams.

the growth of management philosophies and China's case

In the early 20th century, Frederick Winslow Taylor preached that there was one way to manage, and he called it Scientific Management. By teh mid-20th century, another one best way had emerged, with proponents espousing various philosophies we lump into the "behavioral approach to management." In the last third of the 20th century, many management theorists said there was no one best way, but that the appropriate style was contingent upon the situation.

Now in the 21st century, we see similar issues raised and discussed in China. Is there one best way? Until the economic reform, there was one way, even if not the best way. Now, many flowers bloom. The results of this study are clear that all the styles have a place in China's transitional period -- this point in time. What does the future hold? The answer is yet to be found.

---- Anne S. Tsui, Hui Wang, & Katherine Xin et al.

W. Richard Scott

W. Richard (Dick) Scott is Professor Emeritus in the Department of Sociology. He has spent his entire career at Stanford.

He is the author or co-author of many scholarly books and articles including, most recently, Institutions and Organizations, 2001, 2nd ed., Sage, and Organizations and Organizing: Rational, Natural and Open System Perspectives (with Gerald F. Davis), Prentice-Hall, 2007.

He is currently involved in theoretical work bringing together institutional theory in organizations with social movement theory; and in conducting empirical research on institutional change at the community level with collaborators from School of Education and institutional conflicts at the global level with collaborators from the School of Engineering.

John P. Campbell

Campbell is the psychology department chair at the University of Minnesota. He has published several books, chapters and journal articles relating to industrial/organizational psychology. He has also served as editor of the Journal of Applied Psychology and served on the editorial board of six other journals, of the book series Frontiers in Industrial/Organization Psychology and was associate editor of Handbook of Industrial and Organizational Psychology. Campbell has also been recognized publicly on numerous occasions for his accomplishments including a 1991 Distinguished Scientific Award, presented by the Society of Industrial and Organizational Psychology.

James G. March

James G. March is Professor Emeritus at Stanford University. He is best known for his research on organizations and organizational decision making. March is highly respected for his broad theoretical perspective which combined theories from Psychology and other behavioural sciences. He collaborated with the Cognitive psychologist Herbert Simon on several works on organization theory. March is also known for his seminal work on the behavioural perspective on Theory of the firm along with Richard Cyert (1963). In 1972 March worked together with Olsen and Cohen on the systemic-anarchic perspective of organizational decision making known as the Garbage Can Model.

James G March is the father of four children and the grandfather of seven. Since 1953, he has served on the faculties of the Carnegie Institute of Technology, the University of California, Irvine, and (since 1970) Stanford University. He has been elected to the National Academy of Science, the American Academy of Arts and Sciences, and the National Academy of Education, and has been a member of the National Science Board.

Bibliography

• (1972) Michael D. Cohen, James G. March, Johan P. Olsen A Garbage Can Model of Organizational Choice Administrative Science Quarterly, Vol. 17, No. 1. (Mar., 1972), pp. 1-25.[JSTOR] [particularly pp.1-3 & 9-13]

March's Books

• An introduction to the theory and measurement of influence (1955)
• Autonomy As a Factor in Group Organization (1980) ISBN 0-405-12980-7
• Ambiguity and Choice in Organizations (1980) ISBN 82-00-01960-8
• Decisions and Organizations (1988) ISBN 0-631-16856-7
• Rediscovering Institutions (1989) ISBN 0-02-920115-2
• A Primer on Decision Making (1994) ISBN 0-02-920035-0
• Democratic Governance (1995) ISBN 0-02-874054-8
• The Pursuit of Organizational Intelligence (1998) ISBN 0-631-21102-0
• On Leadership (2005) ISBN 1-4051-3247-7

Prize-winning Articles for 2005 and the First Two Decades of AMR

1. Economics Language and Assumptions: How Theories Can Become Self-Fulfilling byFerraro, Pfeffer, and Sutton, 2005

2. Upper Echelons: The Organization As a Reflection of Its Top Managers by Donald C. Hambrick and Phyllis A. Mason, 1984

3. An Integrative Model of Organizational Trust by Roger C. Mayer, James H. Davis, and David F. Schoorman, 1995

Thomas Luckmann

Thomas Luckmann

Thomas Luckmann (b. 1927) was Professor for Sociology at the University of Constance in Germany. Since 1994 he is professor emeritus. He is well known for the book The Social Construction of Reality (1966, together with Peter L. Berger) and for Structures of the Life-World (1982, together with Alfred Schütz).

Research areas of Luckmann include the Sociology of knowledge, the sociology of religion, the sociology of communication and the philosophy of science.

His works include:

• The Social Construction of Reality. A Treatise in the Sociology of Knowledge (1966, with Peter L. Berger)
• The Invisible Religion. The Problem of Religion in Modern Society (1967)
• The Sociology of Language (1975)
• Structures of the Life-World (1982, with Alfred Schütz)
• Life-World and Social Realities (1983)

Peter Michael Blau

PETER BLAU WAS A LEADING figure in sociology throughout the second half of the twentieth century, and by its end among the most cited of all active sociologists. His major contributions were to the study of macrosocial structure— analyzing the large-scale systems of organizations, social classes, and the dimensions around which societies are structured. At the same time he was the author of an enduringly influential microsociological study of exchange relations. He was one of the founders of the field of organizational sociology and the coauthor of a highly influential study of the American occupational structure that transformed the study of social inequality and mobility. His contributions to conceptualizing and measuring the parameters of societal systems continue to inspire and guide current theory and research.

A THEORY OF SOCIAL EXCHANGE

Goffman's observation about expectations

Expectations become visible when they are violated and sanctioned.

理论的局限

如同舞台上的探照灯，理论能够照亮舞台的一角，但舞台的其他部分却仍旧维持在相对黑暗的条件之下。诸多的社会科学研究结果也是如此，它们让我们注意到了事物的某一个方面，但是同时将更多的方面放在一边。那么为什么有些研究结果会如此让人兴奋，让人关注呢？一个解释就是它找到了舞台中一个让人意想不到，并在以前无人关注到的角落。对于这样的角落，人类好奇的天性得到激发，并吸引越来越多的人前来观看。

相对同一个角落，用不同角度的探照灯也会产生截然不同的效果，社会科学的研究，在很大程度上就是要找到一个很好的角度，能够探照到尽可能多的内容，看到从别的角度不能看到的东西，只有到这样的程度，才可以称得上有所建树。

最近看到Donald T. Campbell为Case Study Research一书写的foreword，里面提到“plausible rival hypotheses”，很受启发，因为研究工作正是在不断地进行不同理论的比较中获得进步，如果你发现的理论可以用另一个理论解释，那么至少说明你的理论只是提供了一个视角，并没有提出更加新的东西，所作的贡献相比那些寻找出新内容的理论来说是略逊一筹的。对于后一种理论，在实际操作中很重要的一点就是研究的控制，只有你实施了良好的控制，才能排除其他可能的解释，做出自身独特的理论贡献。

Murry Davis

Murray Davis argues that great theories in social science attain their status not because they are true but because they are interesting and engage the attention of their audience of experts and practitioners (Davis, 1971).

找到新的阵地

开始加油啦 哈哈哈哈哈