Data Mining Practical Machine Learning Tools and Techniques

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

Models that depict innovation as a smooth, well-behaved linear process badly misspecify the nature and direction of the causal factors at work. Innovation is complex, uncertain, somewhat disorderly, and subject to changes of many sorts. Innovation is also difficult to measure and demands close coordination of adequate technical knowledge and excellent market judgment in order to satisfy economic, technological, and other types of constraints—all simultaneously. The process of innovation must be viewed as a series of changes in a complete system not only of hardware, but also of market environment, production facilities and knowledge, and the social contexts of the innovation organization.

An Overview of Innovation

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Social identity theory and the organization

http://www.isihome.ir/freearticle/ISIHome.ir-21044.pdf

Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

War outside, ceasefire inside: An analysis of the performance appraisal system of a public hospital in a zone of conflict.

Although widely regarded as central to the successful implementation of change in organisations, middle managers have been relatively neglected in the literature on resistance to change (RTC). Focusing on middle management, we investigated the relative impact on RTC of two key factors commonly identified in the literature as key potential antecedents of resistance, namely individuals' perceptions of the cost/benefits of change and their extent of participation in the change process, respectively. To this end, we first identified a number of alternative hypotheses about the impact of the two antecedents of interest on RTC. We then tested these hypotheses using structured survey data from a sample of over 300 middle managers in the Italian national electricity company (ENEL) which, in the second half of the 1990s, underwent a major programme of change in preparation for its eventual privatization. In line with dominant arguments in the literature, the results of the analysis provided clear support to the idea that both antecedents of interest have a significant impact on middle managers' propensity to engage in various forms of RTC. For the most part, though, resistance amongst middle managers was found to take the form of a failure to engage in various types of pro-change behaviour, rather than of a propensity to engage in more open and active forms of dissent.

The nature and antecedents of middle manager resistance to change

The present paper is meant to provide a systematic conceptualisation and operationalisation of the notion of resistance to change (RTC) that might serve as basis for an empirical investigation and analysis. Specifically, the main aim is to conceptualise the notion of RTC, linking it to a broader conceptual theoretical framework of reference. The objective is then to develop a working definition of RTC for use in the research. Once RTC is defined, the concept is operationalised through the identification of a set of ‘items’ that are supposed to measure the individual level of resistance to change. Building on the significant RTC literature devoted to the analysis of the manifestations of RTC, those ‘items’ exemplify a scheme of behaviourally distinct patterns through which individuals usually express their resistance to change. A long period of observation and two pilot studies in the investigated organisation (ENEL Ente Nazionale per l’Energia Elettrica) had the purpose of contextualising the construction of the specific questionnaire ‘items’, used to operationalise and measure the phenomenon amongst the sample of middle managers covered in the research. These issues are considered in the second half of the present paper along with a detailed analysis of the psychometric properties of the proposed scales of RTC and a discussion regarding the capability of the various scales to measure the level of resistance to change of individuals.

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Conceptualisation and operationalisation of resistance to change

How Breathing Can Help You Make Better Decisions: Two Studies on the Effects of Breathing Patterns on Heart Rate Variability and Decision-Making in Business Cases

Antonio Giangreco

Papers

Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

War outside, ceasefire inside: An analysis of the performance appraisal system of a public hospital in a zone of conflict.

The nature and antecedents of middle manager resistance to change

Conceptualisation and operationalisation of resistance to change

How Breathing Can Help You Make Better Decisions: Two Studies on the Effects of Breathing Patterns on Heart Rate Variability and Decision-Making in Business Cases