자연주의적 탐구조사(Naturalistic Inquiry)

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

Emotion and Adaptation

Principles and Practice of Structural Equation Modeling (2nd ed.)

Workplace bullying is a significant issue confronting the nursing profession. Bullying in nursing is frequently described in terms of 'oppressed group' behaviour or 'horizontal violence'. It is proposed that the use of 'oppressed group' behaviour theory has fostered only a partial understanding of the phenomenon in nursing. It is suggested that the continued use of 'oppressed group' behaviour as the major means for understanding bullying in nursing places a flawed emphasis on bullying as a phenomenon that exists only among nurses, rather than considering it within the broader organisational context. The work of Foucault and the 'circuits of power' model proposed by Clegg are used to provide an alternative understanding of the operation of power within organisations and therefore another way to conceive bullying in the nursing workforce. Language: en

/pdf/workplace-bullying-in-nursing-towards-a-more-critical-4l1uoljctl.pdf

Workplace bullying in nursing: towards a more critical organisational perspective.

hutchinson m., wilkes l., jackson d.&vickers m.h. (2010) Journal of Nursing Management18, 173–181
Integrating individual, work group and organizational factors: testing a multidimensional model of bullying in the nursing workplace

Aim  The aim of the present study was to test a multidimensional model of bullying in the nursing workplace.

Background  This paper is part of a larger study of bullying in the Australian nursing workforce. While a number of studies have documented the frequency and consequences of bullying among nurses, there have been few attempts to develop integrated theoretical models that identify individual, work group and organizational factors.

Method  In the third stage of this sequential mixed methods study, data were collected from a randomized survey of Australian nurses. Structural equation modelling and confirmatory factor analysis on 370 completed surveys was used to test a multidimensional model of bullying.

Results  Organizational characteristics were confirmed to be critical antecedents of bullying, influencing both the occurrence of bullying and the resultant consequences.

Conclusions  The findings have important implications for the management and prevention of bullying, suggesting that, if they are to be effective, strategies to address the problem need to focus upon work group and organizational factors.

Implications for nursing management  The findings draw in question the usefulness of current approaches to managing bullying and will be of use to nurse managers, particularly those tasked with providing safer and more productive workplaces.

http://www.uws.edu.au/__data/assets/pdf_file/0005/138614/Integrating_individual_work_group.pdf

Integrating individual, work group and organizational factors: Testing a multidimensional model of bullying in the nursing workplace

Staying on at school: Improving student retention in Australia

A work-based educational intervention to support the development of personal resilience in nurses and midwives

Few studies have addressed the experiences of a graduate’s transition from university to the world of work. Understanding how graduates react and respond to this journey will provide universities with the ability to prepare and equip students for the road ahead. The purpose of this particular Australian case study was to extend understanding of the experience of making the transition from university to work, and to identify questions for further study. Data were collected using semi‐structured interviews, which were transcribed and analysed for clusters of common themes. Four themes emerged from the case study: “an uncertain feeling”, “inflated expectations”, “the work experience paradox” and “a low time”. It is hoped that understanding this graduate’s experiences will assist higher education institutions, recruiting companies and students to better understand and prepare for this significant life passage.

Margaret H. Vickers

Papers

Workplace bullying in nursing: towards a more critical organisational perspective.

Integrating individual, work group and organizational factors: Testing a multidimensional model of bullying in the nursing workplace

Staying on at school: Improving student retention in Australia

A work-based educational intervention to support the development of personal resilience in nurses and midwives

Life after graduation as a "very uncomfortable world" : an Australian case study