The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Task type moderated the relationship between leader role expectations and innovative behavior.

https://www.jstor.org/stable/pdfplus/256701.pdf

Determinants of innovative behavior: a path model of individual innovation in the workplace

Theory suggests and results show that firm performance is initially positive but eventually levels off and becomes negative as international diversification increases. Product diversification moder...

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International Diversification: Effects on Innovation and Firm Performance in Product-Diversified Firms

This study of the international partner selection of firms from emerging (Mexico, Poland, and Romania) and developed (Canada, France, and the United States) markets supports resource-based and organizational learning explanations of such partner selection, a critical factor for success with international strategic alliances. Emerging market firms emphasized financial assets, technical capabilities, intangible assets, and willingness to share expertise in selection of partners more than developed market firms. In contrast, developed market firms tried to leverage their resources through partner selection. In particular, they emphasized unique competencies and local market knowledge and access in their partner selection more than emerging market firms.

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Partner Selection in Emerging and Developed Market Contexts: Resource-Based and Organizational Learning Perspectives

Different perspectives of strategic decision-making and outcomes have been advanced in the literature. Among those are the rational normative, external control, and strategic choice models. The current research examined hypothesized effects of factors associated with these three perspectives on strategic acquisition decisions. Strong support was found for the rational/analytical normative choice perspective with objective criteria explaining the greatest amount of total explained variance in evaluation of target firms. However, industry and executive characteristics also produced main effects on target firm evaluations. Furthermore, the strategic decision models were found to vary by industry and executive characteristics of age, educational degree type, amount and type of work experience, and level (CEO and below). The results suggest that strategic decision models are quite complex with significant implications for future research and for strategic decision-making.

Strategic decision models: Integrating different perspectives

Summary In this study, meta-analytic procedures were used to examine the relationships between individual-level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well-being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta-analytic findings indicate that psychological climate, operationalized as individuals’ perceptions of their work environment, does have significant relationships with individuals’ work attitudes, motivation, and performance. Structural equation modeling analyses of the meta-analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees’ work attitudes. We also found that the James and James (1989) PCg model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual-level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright # 2003 John Wiley & Sons, Ltd.

https://download.clib.psu.ac.th/datawebclib/e_resource/trial_database/WileyInterScienceCD/pdf/JOB/JOB_4.pdf

Relationships between psychological climate perceptions and work outcomes: a meta-analytic review

The hypothesis that personal space invasions produce arousal was investigated in a field experiment. A men's lavatory provided a setting where norms for privacy were salient, where personal space invasions could occur in the case of men urinating, where the opportunity for compensatory responses to invasion were minimal, and where proximity-induced arousal could be measured. Research on micturation indicates that social stressors inhibit relaxation of the external urethral sphincter, which would delay the onset of micturation, and that they increase intravesical pressure, which would shorten the duration of micturation once begun, Sixty lavatory users were randomly assigned to one of three levels of interpersonal distance and their micturation times were recorded. In a three-urinal lavatory, a confederate stood immediately adjacent to a subject, one urinal removed, or was absent. Paralleling the results of a correlational pilot study, close interpersonal distances increased the delay of onset and decreased the persistence of micturation. These findings provide objective evidence that personal space invasions produce physiological changes associated with arousal.

/pdf/personal-space-invasions-in-the-lavatory-suggestive-evidence-56t73ig6s8.pdf

Personal space invasions in the lavatory: suggestive evidence for arousal

This study offers and tests an improved procedure for measuring organizational subunit effectiveness by isolating relevant criteria and determining criteria weights within a large complex organizat...

A Methodology to Develop the Criteria and Criteria Weightings for Assessing Subunit Effectiveness in Organizations

Management: Concepts and Effective Practice

The present study examined the role of technological complexity as a moderator in the relationship between perceived work environment and subunit effectiveness. Empirically derived subunit effectiveness scores, subunit technology scores, and aggregated subunit employee perceptions of their work environment were used to test the research hypothesis. Moderated regression analysis suggested that technology does operate as a moderating variable. The addition of technology increases the explanation in the variance of subunit effectiveness over the use of work environment factors alone as predictors. Furthermore, the analysis showed that perceived work environments associated with effectiveness vary between technological groupings of subunits. Since such variation in effective work environments was found, it suggests that organization development programs should be multifaceted and based on substantial research in the organization to determine appropriate work environments in the various subunits.

R. Dennis Middlemist

Papers

Personal space invasions in the lavatory: suggestive evidence for arousal

A Methodology to Develop the Criteria and Criteria Weightings for Assessing Subunit Effectiveness in Organizations

Management: Concepts and Effective Practice

Technology as a Moderator of the Relationship Between Perceived Work Environment and Subunit Effectiveness

Organizational Behavior: Managerial Strategies for Performance