Do Managers Walk The Talk? Using Behavioral Observations Scales (BOS) and 360-Degree Ratings To Assess Organizational Values

A study was performed on the managerial staff and supervisors of a large manufacturing plant (n = 129) to measure individuals’ commitment to the organization’s values. A Behavioral Observation Scale (BOS) measurement instrument was developed by the members of the organization and was administered using a 360 degree valuation process. Results indicated good scale reliability and consistency. A factor analysis of the data yielded 4 distinct factors, which corresponded reasonably well to the underlying organizational values. Implications for future research and for the evaluation of organizational values for practicing managers are discussed

Moral Reasoning and Moral Behavior Among Incoming First-Year Business Students: An Exploratory Study

This study examined the moral reasoning and behavior of 177 incoming first-year business students. The students were presented with a realistic situation – an attempted hostile takeover of a corporation. Students were placed into one of three alternative scenarios as shareholders of the corporation – small investor, large investor, or a mutual fund manager – and viewed a portion of the film, “Other People’s Money, ” as two actors argued for differing perspectives regarding the corporation. Students were then asked to vote their “shares, ” and to provide an explanation for their behavior. The results indicated that incoming first-year students with higher levels of moral reasoning were more likely to cast their vote based upon a view of the corporation as a social institution, while those with lower levels of moral reasoning tended to vote their shares based upon perceived self-interest and personal gain

Values-Based Management or The Performance-Values Matrix: Was Jack Welch Right?

Two alternative models were identified in the existing literature on organization values and managerial performance. The Values-Based Management model suggests that organizational values influence managerial job performance through a process of enactment, am/ thus managerial performance is contingent upon the strength of the firm\u27s values. The Performance-Values Matrix model suggests that organizational values and managerial job performance are independent constructs. We conducted an empirical study of these two models at a manufacturing facility. We measured organizational values enactment through a 360 degree feedback process using Behavioral Observation Scales, and obtained data on manager\u27s annual job performance appraisal ratings. The results showed virtually no relationship between organization values and manager\u27s job performance. We conclude from this study that the Performance-Values Matrix is a more accurate model. Implications for research and practitioners are discussed

Structure of organizational Values: An Action Science Perspective

This research examines the values statements of 327 organizations to identify the core values concepts or words that are used by firms to define the fundamental belief systems of the enterprise. One hundred and ten unique words or concepts were identified. Using au action science methodology, 78 practicing managers sorted these words into a classification scheme that resulted in 13 distinct categories of organization values that can be viewed as meta-values or core concepts of organizations

The OMMABA Project

The Open Multimodal Music and Auditory Brain Archive (OMMABA) is the first multimodal (behavioural, EEG, and neuroimaging) database characterizing normal human auditory processing. My project aims to shed light on the importance of this collaborative project that is transforming the field of auditory cognitive neuroscience

Fourier descriptors for shape characterization

This paper reports shape characterization methods based on Fourier descriptors. Fourier descriptors were implemented based on angular and complex shape representation and their ability to characterize the shapes of different objects were evaluated. A new shape descriptor using Fourier descriptors was proposed.У статті розглянуто методи опису форми на основі дескрипторів Фур’є. Побудовано дескриптори Фур’є на основі кутової і комплексної репрезентації форми, запропоновано новий дескриптор. Проаналізовано здібності дескрипторів характеризувати форми різних об’єктів

Social Entrepreneurship and Its Implications for Hungary

The idea of social business is very attractive for scientists, because it enables solving both economic and social problems, it improves human life and society. Nevertheless, there is no universal definition of social entrepreneurship, social enterprise or social business, in general and in Hungary in particular. The idea is new in Hungary, but it is developing very rapidly. This paper clarifies the concept of social entrepreneurship, its legal aspects and the role it plays in society in general. Based on this theoretical foundation, it analyses the issue of social entrepreneurship in Hungary

Institutionalization, Coercive Isomorphism, and the Homogeneity of Strategy

Traditional research on strategy has emphasized heterogeneity in strategy through such concepts as competitive advantage and distinctive competence. Yet firms often demonstrate homogeneity in strategy. This paper suggests that institutional forces inherent in interorganizational networks generate isomorphic process that can cause firms to pursue similar strategies. A study of firms that supply component parts and systems to auto manufacturers was performed to determine if dependence and coercive isomorphism can lead to homogeneity of strategy. Results indicated that greater firm dependence did seem to cause firms to exhibit greater homogeneity in strategy. Implications for research and practice are discussed

Small Businesses as Captive Companies: Business Strategy and Firm Performance Among U.S. Auto Suppliers

Small business firms frequently are in the position of a "captive" company--a firm  whose operations are undertaken for the benefit of some more powerful organization. This places unique demands on the planning and strategy activity. An empirical study of business strategy and firm performance in a sample of small auto supplier firms (N = 67) found  significant differences in the business strategies  of  high-performing firms   when  compared  to the  business strategies  of low-performing  firms.   The  nature  of  these  differences  is presented ,  and  implications for  the formulation  of effective business strategies in captive small businesses are discussed