Showing papers in "Journal of Management in 1977"

TL;DR: Two independent sections completed the business policy course utilizing two different modes of learning; one participated in a business game, studied business cases, and read assigned readings, and the other did not utilize readings.

TL;DR: This paper explored the empirical relationships among three types of job attitudes and the relationship of job performance and job design characteristics to these attitudes and found that higher order need satisfaction, job involvement, and intrinsic motivation attitudes are distinct and independent of each other.

TL;DR: In this paper, an instrument was designed to measure the ethical aspect of social responsibility, which was administered to 359 respondents, factor analyzed to ascertain major dimensions and then subjected to discriminant analysis.

TL;DR: The objectives of the course have been universally defined and confirmed by the Gordon and Howell and the Pierson reports, and by the AACSB as mentioned in this paper, and no less than twenty doctoral programs in Business Strategy-Policy are needed immediately to meet the academic market needs of the coming decade, created by the recent AACSB requirement of the "core" course at both the undergraduate and MBA levels.

TL;DR: The applicability of the Contingency Theory of Organization to an industry other than one characterized by process manufacturing was investigated in this paper, with the methodology being replicated in a study based on the banking industry and measuring performance, differentiation, integration, and conflict resolution modes were obtained in a field study of three major banks competing in the same geographical region.

TL;DR: In this article, the level of administrative intensity in manufacturing firms was investigated and two organizational variables, perceived environmental uncertainty and mass-output orientation of production technology, were found to account for significant variation in administrative intensity levels.

TL;DR: The ability of Fishbein's expectancy-value model to predict behaviors performed by 363 salesmen and 88 college teachers was tested by as discussed by the authors, who found that attitude and perceived norms predict job behavior better than either variable alone.

TL;DR: In this paper, the authors examined changes in perceptions of union leaders by using a semantic differential scale and found that significant changes occurred with the experimental group on six of the descriptive adjectives, two favorable, three unfavorable, and one neither favorable nor unfavorable.

TL;DR: In this article, a practical technique for the measurement of the various dimensions of job satisfaction and the transformation of that data into a cost-effective behavioral modification program is described, based on a technique developed by the authors and successfully applied to four separate studies.

TL;DR: The idea that employees should, by statute, sit on the Board of Directors, i.e., engage in management policy making, is a concept alien to the American culture.

TL;DR: In this paper, a more comprehensive analysis of the relationship between situational variables and managerial behavior by expanding the scope of study for both elements is presented, showing that a substantial proportion of the variance of each managerial behavior dimension is accounted for by the situational variables.

TL;DR: In this article, the authors draw together some research evidence concerning the occurrence of sponsorship in transfer and promotion decisions as experienced by middle level managers in large manufacturing firms, and they redefine the concept of sponsorship, develop some appropriate research questions, and report some new findings concerning these questions.

TL;DR: In this article, 135 managers' attitudes and perceptions were collected via questionnaire, including job attitudes, perceptions of the superior, attitudes toward the objective system, and perceived organizational support were analyzed with respect to perceived influence in goal-setting and relationships to perceived importance in routine decision-making.

TL;DR: In this article, a longitudinal evaluation of an MBO program was conducted in a complex organization and the organization units were categorized into MBO-supportive, achievement-oriented and nonsupportive, power-oriented sub-climates.