The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

The Wretched of the Earth

Social Psychology of Organizations

Thank you for reading experimental and quasi experimental designs for research. Maybe you have knowledge that, people have search numerous times for their favorite readings like this experimental and quasi experimental designs for research, but end up in malicious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they cope with some infectious virus inside their laptop.

Experimental And Quasi Experimental Designs For Research

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)

While management research has made significant progress in globalizing its reach, African organizations have remained a missing link. We argue that Africa-focused management research may address the major problem of organizational effectiveness through work on the two major theoretical building blocks: institutions and resources. Building a model of organizational effectiveness in Africa, this article discusses the interactive processes within each of the two building blocks and the transformational mechanisms that link each theory and organizational effectiveness in the African context.

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Institutions, Resources, and Organizational Effectiveness in Africa

This paper applies cognitive-social theory to Green HRM, articulating a meta-theory based on cognitive-social HRM information processing (C-SHRIP) which centers on initiation and maintenance of green HRM behaviors. It focuses on managers' encodings, expectancies, affects, goals and values, self-regulation, and their interactions with each other, and the green HRM-relevant information in the course of cognitive-affective processing. In processing green HRM information, managers are presumed to differ in accessibility of mental representations and the organization of relationships among them. Implications for research and practice of Green HRM in organizations are discussed.

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The Dynamics of Green HRM Behaviors: A Cognitive Social Information Processing Approach *

Research on participation in development activities (PDA) has traditionally been examined from an advantage perspective: Employees engage in development activities out of a desire to enhance current and future advantages. In this study, the author examined PDA from a disadvantage perspective, which suggests that employees participate in development activities out of a desire to redress perceived disadvantages. Perceived individual relative deprivation was hypothesized to relate to PDA through intention to participate and counterfactual beliefs, and perceived behavioral control was proposed to interact with intention to participate in relating to development behaviors. In a sample of 144 employees from 27 companies in Ghana, an emerging economy, moderated structural equation modeling results confirm some of the hypotheses. Implications for PDA research and human resource management are discussed.

Why should I be left behind? Employees' perceived relative deprivation and participation in development activities.

The development of Africa depends on productivity and effectiveness of businesses. One objective of the Journal of African Business (JAB) is to facilitate business effectiveness through dissemination of research and practitioner knowledge. Reviewing 96 articles published over a seven year period (2000–2006) published in JAB, the study looked for patterns in the research described (i.e., disciplinary focus, geographic coverage, characteristics of authors, etc). The study also focused on the degree of correspondence (or fit) between Western theory and data provided. Four important findings are: (1) JAB published research from diverse disciplines; (2) there seems to be a bias toward Business rather than Management disciplines, (3) a majority of the research is empirical; and (4) there seems to be a lack of context-specific theories. A proposed framework and implications for future research are discussed.

African Business Research : A Review of Studies Published in the Journal of African Business and a Framework for Enhancing Future Studies

Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.

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David B. Zoogah

Papers

Institutions, Resources, and Organizational Effectiveness in Africa

The Dynamics of Green HRM Behaviors: A Cognitive Social Information Processing Approach *

Why should I be left behind? Employees' perceived relative deprivation and participation in development activities.

African Business Research : A Review of Studies Published in the Journal of African Business and a Framework for Enhancing Future Studies

Strategic alliance team diversity, coordination, and effectiveness