Individualism and collectivism

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)

After virtue, a study in moral theory

“WHAT can men do, what do they do, and what do they want to do ?”—these are the uestions that Prof. Thorndike seeks to answer in a very comprehensive and elaborate treatise. His undertaking is inspired by the belief that man has the possibility of almost complete control of his fate if only he will be guided by science, and that his failures are attributable to ignorance or folly. The main approach is through biological psychology, but all the social sciences are appealed to and utilized in an effort to deal with the human problem as a whole. The relative immaturity of the sciences dealing with man is continually stressed, but it is claimed that they provide a body of facts and principles which are “far above zero knowledge”, and that even now they are capable of affording valuable guidance in the shaping of public policy. Human Nature and the Social Order By E. L. Thorndike. Pp. xx + 1020. (New York: The Macmillan Company, 1940.) 18s. net.

Human Nature and the Social Order

After Virtue: A Study in Moral Theory

This article responds to criticisms that affective job satisfaction research suffers serious measurement problems: Noncomparable measures; studies conceptualizing job satisfaction affectively but measuring it cognitively; and ad hoc measures lacking systematic development and validation, especially across populations by nationality, job level, and job type. We address these problems through a series of qualitative (total N = 28) and quantitative (total N = 901) studies to systematically develop and validate a short affective job satisfaction measure ultimately deriving from Brayfield and Rothe’s (1951) job satisfaction index. Unlike any previous job satisfaction measure, the resulting four-item Brief Index of Affective Job Satisfaction is overtly affective, minimally cognitive, and optimally brief. The new measure also differs from any previous job satisfaction measure in being comprehensively validated not just for internal consistency reliability, temporal stability, convergent and criterion-related validities, but also for cross-population invariance by nationality, job level, and job type.

A Brief Index of Affective Job Satisfaction

The majority of scholarly management studies are based on self-report surveys Consequently, the need to control for social desirability response is important, although few management studies in fact include the use of relevant scales commonly incorporated in psychology research The full Marlowe–Crowne scale is disaffectingly long for senior-manager sample usage, so one of its short forms is more practical However, the reliability of the most popular of these, the Strahan–Gerbasi scale, has not been tested with senior-manager samples This study tests the scale amongst several senior-manager samples and finds it consistently lacks adequate reliability and unidimensionality

Reliability among Senior Managers of the Marlowe–Crowne Short-Form Social Desirability Scale

Cooperation is generally purported to be vital to construction project success. However, there has been, as yet, no empirical work done to quantify explicitly the extent to which cooperation, in relation to other factors, determines construction project success. This study attempts to fill this research gap. This paper details a grounded empirical approach to identify important construction success factors using data from 29 interviews, 398 quantitative response and six follow‐up interviews from construction firms in Hong  Kong. Results show how using the grounded approach enables the tapping of unique determinants of project success previously not identified in the literature and point to a potentially fruitful approach for future research in construction management.

How important is cooperation to construction project success? A grounded empirical quantification

Subcontractors and suppliers are playing an increasingly important role in project construction – it is not uncommon for as much as 90 per cent of a project to be undertaken by subcontractors. The result of this increased involvement is that main contractors are now concentrating their efforts on managing subcontractors rather than employing direct labour. Outlines an approach to partnering developed by a European conglomerate which is being employed throughout the UK. Commences with an overview of recent studies into the UK construction industry concentrating on partnering, quality and lean production. The second part discusses the context of these points from a quality, general and construction project management perspective. A form of benchmarking is described and the actual partnering approach is detailed. Finally, the paper identifies the main points relating to quality as perceived by the project participants, as well as some of the overall advantages of adopting this approach to partnering.

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Quality relationships: partnering in the construction supply chain

Identity issues are under‐explored in construction management. We provide a brief introduction to the organization studies literature on subjectively construed identities, focusing on discourse, agency, relations of power and identity work. The construction management literature is investigated in order to examine identity concerns as they relate to construction managers centred on (1) professionalism; (2) ethics; (3) relational aspects of self‐identity; (4) competence, knowledge and tools; and (5) national culture. Identity, we argue, is a key performance issue, and needs to be accounted for in explanations of the success and failure of projects. Our overriding concern is to raise identity issues in order to demonstrate their importance to researchers in construction management and to spark debate. The purpose of this work is not to provide answers or to propose prescriptive models, but to explore ideas, raise awareness and to generate questions for further programmatic research. To this end, we promote ...

Florence T. T. Phua

Papers

A Brief Index of Affective Job Satisfaction

Reliability among Senior Managers of the Marlowe–Crowne Short-Form Social Desirability Scale

How important is cooperation to construction project success? A grounded empirical quantification

Quality relationships: partnering in the construction supply chain

Subjectively construed identities and discourse: towards a research agenda for construction management