This 1966 paperback edition of a publication which first appeared in 1963 has by now been widely reviewed as a worthy contribution to the sociological study of deviant behavior. Its current appearance as a paperback is a testimonial both to the quality of the work and to the prominence of deviant behavior in this generation. In general the author places deviance in perspective, identifies types of deviant behavior, considers the role of rule makers and enforcers, and some of the problems in studying deviance. In addition, he develops a sequential model of deviance relying on the concept of career, a concept originally developed in studies of occupations. In his study of a particular kind of deviance, the use of marihuana, the author posits and tests systematically an hypothesis about the genesis of marihuana use for pleasure. The hypothesis traces the sequence of changes in individual attitude

Outsiders Studies in the Sociology of Deviance.

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

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Tesis de investigacion presentada como requisito para optar al titulo de: Magister en Administracion MSc. -- Linea de Investigacion: Gestion del Conocimiento y Capacidades Dinamicas.

La gestión del conocimiento y su influencia en las capacidades dinámicas: Contrastación empírica en Empresas Colombianas Intensivas en uso de conocimiento

Crowdfunding (CF) in a social entrepreneurship context is praised in narrations for its multifaceted potential - to access much needed financial resources, to gain legitimacy through crowd participation, and to further tap the crowd as a resource for numerous activities of the venture. From an academic point of view however, little has been written about CF as a whole, and inquiries from the social entrepreneurship sphere are so far mostly concerned with CF donations. In order to overcome the scarcity of the resource ‘crowd’ being asked for gifts, new approaches, including tailored reward systems, more structured bond-like investments and equity based CF are experimented with. Finance literature scarcely addresses these new forms, and no article so far shows concern for the idiosyncrasies of social ventures and the differing rationale of the social entrepreneurs and investors in CF activities.This paper thus sets out to first review existing literature on financing social ventures as well as on crowdfunding. Based upon the findings, the author subsequently draws up an early scheme of CF in order to structure future inquiries and to provide a common ground for discussion. Based upon the two streams, and in reflection to perspectives from traditional finance, a research agenda of eight themes for CF of social ventures is set up. The themes proposed are: investor types and utility-functions; corporate governance and structure in CF ventures; investor relations, risk and disclosure; applications and comparative approaches; network tie formation; legitimacy, institutions and democracy; challenging finance metrics; and legal and regulative hurdles for equity and debt CF.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2166602_code1455200.pdf?abstractid=2102525&mirid=3

Crowdfunding Social Ventures: A Model and Research Agenda

Effectuation represents a paradigmatic shift in the way that we understand entrepreneurship. Since its introduction, however, few researchers have attempted to empirically test effectuation. Our purpose is to encourage effectuation research. To do so, we review the effectuation literature and make suggestions for how to design and conduct empirically rigorous effectuation studies consistent with the developmental state of the research stream.

Entrepreneurial Effectuation: A Review and Suggestions for Future Research

Purpose – In this empirical study, the aim is to examine the relative effect of various rewards on performance of knowledge workers. It is predicted that non‐monetary rewards are associated with enhanced intrinsic motivation, which in turn is related to better performance and innovation.Design/methodology/approach – Data were collected from 288 research and development employees and their supervisors from 30 Fortune 500 companies. The authors tested the hypothesized relationships with mediated multiple regression.Findings – The results revealed that receiving non‐monetary rewards is a stronger predictor of intrinsic motivation manifested by longer work time in comparison to either group or individual monetary rewards. Furthermore, intrinsic motivation was found to fully mediate the relationships between received non‐monetary rewards and performance and innovation.Research limitations/implications – The paper offers a field test of the cognitive evaluation theory and the crowding theory that have been main...

Is money the panacea? Rewards for knowledge workers

In this study we examine reasons that professionals become and remain members of professional associations. We looked at tangible and symbolic benefits that an association can provide to attract members. Satisfaction with these benefits was linked to overall membership satisfaction and intent to renew the membership. We also considered the role of customer service in shaping members' attitudes. Based on the responses of 1,980 members of a large international accounting association, we found that members who were satisfied with their benefits and with the quality of customer service reported higher membership satisfaction and intent to renew. We also found that professionals who were more involved in the association were more satisfied with it. Contrary to predictions, younger professionals were less concerned with the value of the benefits of membership. As expected, longer-tenured members were more likely to consider maintaining their memberships. We conclude with a discussion of practical and research implications for the management of professional associations.

Professional Associations and Members' Benefits: What's in It for Me?

Broadly speaking, a mentoring relationship occurs when a more experienced, senior employee (mentor) takes an active interest in and encourages a less experienced, junior employee (protege) by providing support, direction, and feedback regarding career plans and personal development (e.g., Eby et al., 2008; Ragins and Kram, 2007). Mentoring is thought to be beneficial for all involved. For proteges, mentoring has been positively related to increased job satisfaction, greater promotion possibilities, opportunities for increased pay, higher self-esteem, and a heightened sense of professional competence (cf., Allen et al., 2004). For mentors, the positive feelings generated by playing a key role in a protege's development can lead to more productive work and greater commitment (Chun et al., 2012). In addition, mentors may feel that their identification of and support for up-and-coming stars will increase their own chances for further advancement (Kram, 1988). Several have suggested that the organization benefits as well, as mentoring increases the speed with which proteges learn and reduces the likelihood that proteges will leave the organization voluntarily (e.g., Dulebohn et al, 2012; Scandura and Viator, 1994). Because of the positive effects of mentoring, many organizations, including 71% of the Fortune 500 (Bridgeford, 2007), have adopted formal mentoring programs in the hopes of cultivating meaningful developmental relationships. These formal programs develop mentoring relationships through the assistance of the organization, establishing guidelines that outline how the relationships are formed and the roles and responsibilities for those involved (Burke and McKeen, 1989). While well intended, as mentoring becomes more formal, research suggests that the level of interaction as well as the quality of information shared decreases (Johnson and Anderson, 2009), resulting in fewer long-term advantages for proteges, mentors, and organizations when compared to mentoring relationships that develop naturally and voluntarily, based on perceived competence and interpersonal comfort (e.g., Chao et al, 1992; Eby et al., 2007; Ragins and Cotton, 1999; Underhill, 2006). In cases where formal mentoring is less than fully effective, proteges often seek an additional informal mentor to realize those benefits that are not being gained as part of the formal program. Despite this understanding, little is known about the specific conditions that lead a protege with a formal mentor to supplement that relationship by finding his or her own informal mentor (cf., Allen et al., 2006). This study sheds light on this by empirically examining factors that lead a protege to look for an informal mentor. Specifically, using multi-source data, the dynamics of the mentor-protege relationship are captured by examining the quality of leader-member exchange, the amount of work-related contact time, and the similarity between the formal mentor and the protege. Additionally, protege performance is investigated as a predictor of the identification of an informal mentor. In doing so, this study responds to recent calls for work that extends researchers' understanding of what actually occurs in mentoring relationships that affects the cultivation of a positive relationship whether it be formal or informal (Eby et al, 2013; Weinberg and Lankau, 2011). A better understanding of the reasons proteges seek informal mentors, especially when they already have an assigned mentor available, extends knowledge with regard to what makes a mentoring relationship positive so that more effective, high-quality mentoring programs can be facilitated. This phenomenon is examined in a unique context, the U.S. Air Force. As part of the organization's formal mentoring program, a mentor is described as "a trusted counselor or guide" with directives placing the primary responsibility for this activity on supervisors (U. S. Air Force Policy Directive 36-34, 2000: 1). …

Formal or Informal Mentoring: What Drives Employees to Seek Informal Mentors?

Purpose – The purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.Design/methodology/approach – Drawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.Findings – It is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.Research limitations/implications – By considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption m...

Gergana Markova

Papers

Entrepreneurial Effectuation: A Review and Suggestions for Future Research

Is money the panacea? Rewards for knowledge workers

Professional Associations and Members' Benefits: What's in It for Me?

Formal or Informal Mentoring: What Drives Employees to Seek Informal Mentors?

Building dynamic capabilities: the case of HRIS