Arbitral Decisions: A Social Science Analog

This paper develops the idea that arbitral decision making has an analog in social science research.1 It asserts that the hypothesis testing procedure in social sciences is directly analogous to the arbitral process. The research format of an economist, sociologist, or psychologist might be as follows: 1. Generate the null (H.) and alternate (H) hypotheses to be tested. 2. Collect reliable and valid data relative to the hypothesis. 3. Evaluate and analyze this data by subjecting it to statistical tests. 4. Arrive at conclusions by accepting or rejecting the null hypothesis after statistical testing. 5. Explain and discuss finding

The four faces of organizational culture

Purpose – The purpose of this paper is to compare and contrast four different views of organizational culture. Specifically, it will compare the human relations view of culture with three more “modern” perspectives to determine whether the meaning and the research methods associated with this phenomenon has shifted over time. Design/methodology/approach – Each face of organizational culture research (human relations; software of the mind; process consultation; and appreciative inquiry) are described and critiqued. Methods utilized by researchers in their respective eras are compared and contrasted. Findings – In comparing the human relations approach to defining and researching organizational culture with the three more modern faces, one thing has become apparent: the meaning of culture, over time, has changed. It has become less a permanent, manifested phenomena, and more of a manipulable asset. It is assumed that cultures can be molded quickly and easily into whatever the organizations need. Additionally, the methods for researching organizational culture today are much shallower, as surveys continue to replace in-depth interviews and long-term observations. The multidimensional levels of culture require researchers to explore this phenomenon’s varying depths, not just at the shallowest plane. Research limitations/implications – The main research contribution of this article is that it is a true historical account of organizational culture thought going all the way back to the Hawthorne studies. It also highlights the research methods in this important area and calls for attention to historical rigor. Originality/value – This paper fulfills the need to compare and contrast organizational culture paradigms and formally critique the current research methodology in the organizational culture field

Outcomes of supply chain dependence asymmetry: a systematic review of the statistical evidence

This literature review scrutinises 41 quantitative studies dealing with dependence asymmetry in supply chains. Strategically, behaviours ranging from exploitation to win-win problem solving can arise. Five research questions are explored. The systematic literature review method and a content analysis was applied to articles from premier journals in operations management and supply chain management. We found the number of studies markedly rose over the past 15 years. Five outcome categories (i.e. performance, relationship characteristics, practice and process, information sharing, and innovation) and three subcategories (i.e. supplier, customer and partner dependence) were identified that encompass each of the sample studies. The most commonly used theories proved to be resource dependence theory and transaction cost theory. We examined whether dependence asymmetry resulted in overall benefits or detriments. There were largely positive significant results in performance, practice and process, and information sharing. The results in relationship characteristics and innovation were mixed. The overall picture was more complex than the stronger firm simply taking advantage of the weaker firm

Supplier centrality, innovation value and supplier acquisition: evidence from US high-tech manufacturing firms

Purpose: The importance of supply chain network centrality has been widely recognized in the manufacturing literature. This study extends this literature by investigating the relationship between network centrality and innovation value. “Innovation value” refers to an innovation\u27s impact, quality and potential future contribution to technological development in a business community. This study also aims to examine whether the relationship between supplier centrality and innovation value is contingent upon supplier acquisition. Design/methodology/approach: The study hypotheses are tested with archival data collected from US high-tech manufacturing industries over the 17-year period. Negative binomial regression analysis was used to test the hypotheses. Findings: The authors found that supplier centrality has a significant positive relationship with innovation value. Moreover, an increase in supplier acquisition activities makes the relationship between supplier centrality and innovation value more positive. Originality/value: This study contributes to the manufacturing and technology management research by exploring the impact of supplier centrality on innovation value. The results of this study shed light on the importance of a firm\u27s central network position in enhancing the impact and quality of innovation. This study uncovers contingencies that help realize the potential benefits of holding a central network position

The yin and yang of introducing a sales culture: The amalgam bank case

Purpose – The purpose of this study was to explore the introduction of a “sales culture” at one of the ten largest US banks. Identifying and analyzing the existing human relations problems should enable constructive competitive improvements to be made in the future. Design/methodology/approach – The major findings of our interviews with tellers and customer service representatives are compared to how the managers presented the sales culture, as well as the relevant cultural literature. The metaphor of the yin and the yang will be used to shed light on the tense and fluctuating interconnection of certain phenomenon. Findings – Amalgam Bank’s sales did increase, but unanticipated problems also surfaced. The new sales duties slowed service and irritated customers. The teller referral quota proved unrealistic. The sales incentive point system provided little motivation. The negative tended to be stressed in sales meetings. When employees raised concerns, their managers replied with silencing behaviors. Further, there were double standards, lessened career opportunities and some inconsistent managerial practices. Increased turnover and resistance ensued. Addressing these problems should bring the parties’ interests into better balance and produce a more stable and competitive culture. Research limitations/implications – Doing a comparative analysis can confirm what aspects of the sales culture literature are relevant and where inductive modifications might be called for. Consideration needs to be given to what results might be due to a poor managerial implementation, and what results can be attributed to the conflicting aspects of the original service-oriented culture and the new sales culture. More fieldwork needs to be done to provide confirmation for these findings and expand upon them. Practical implications – Both theory and practice could be improved by integrating material from anthropology, sociology, human relations, organization culture and marketing. Social implications – This paper focused on the social issue of culture change. Utilizing competitiveness as an outcome variable, the social implications of this study are tremendous. Originality/value – This study goes back to the roots of the Human Relations movement: fieldwork. In an era where most scholars hand out surveys and analyze corresponding numbers, the current authors actually went out in the field and meticulously interviewed the subjects. This increased the quality and depth of the survey, while providing a true barometer of the reaction to the proposed culture change. Although this method of study is not original, it is hardly ever done anymore in a “survey-driven” research environment. This fieldwork methodology is one of the most important contributions of this paper

The four faces of organizational culture

Purpose – The purpose of this paper is to compare and contrast four different views of organizational culture. Specifically, it will compare the human relations view of culture with three more “modern” perspectives to determine whether the meaning and the research methods associated with this phenomenon has shifted over time. Design/methodology/approach – Each face of organizational culture research (human relations; software of the mind; process consultation; and appreciative inquiry) are described and critiqued. Methods utilized by researchers in their respective eras are compared and contrasted. Findings – In comparing the human relations approach to defining and researching organizational culture with the three more modern faces, one thing has become apparent: the meaning of culture, over time, has changed. It has become less a permanent, manifested phenomena, and more of a manipulable asset. It is assumed that cultures can be molded quickly and easily into whatever the organizations need. Additionally, the methods for researching organizational culture today are much shallower, as surveys continue to replace in-depth interviews and long-term observations. The multidimensional levels of culture require researchers to explore this phenomenon’s varying depths, not just at the shallowest plane. Research limitations/implications – The main research contribution of this article is that it is a true historical account of organizational culture thought going all the way back to the Hawthorne studies. It also highlights the research methods in this important area and calls for attention to historical rigor. Originality/value – This paper fulfills the need to compare and contrast organizational culture paradigms and formally critique the current research methodology in the organizational culture field

The yin and yang of introducing a sales culture: the Amalgam Bank Case

Purpose – The purpose of this study was to explore the introduction of a “sales culture” at one of the ten largest US banks. Identifying and analyzing the existing human relations problems should enable constructive competitive improvements to be made in the future. Design/methodology/approach – The major findings of our interviews with tellers and customer service representatives are compared to how the managers presented the sales culture, as well as the relevant cultural literature. The metaphor of the yin and the yang will be used to shed light on the tense and fluctuating interconnection of certain phenomenon. Findings – Amalgam Bank’s sales did increase, but unanticipated problems also surfaced. The new sales duties slowed service and irritated customers. The teller referral quota proved unrealistic. The sales incentive point system provided little motivation. The negative tended to be stressed in sales meetings. When employees raised concerns, their managers replied with silencing behaviors. Further, there were double standards, lessened career opportunities and some inconsistent managerial practices. Increased turnover and resistance ensued. Addressing these problems should bring the parties’ interests into better balance and produce a more stable and competitive culture. Research limitations/implications – Doing a comparative analysis can confirm what aspects of the sales culture literature are relevant and where inductive modifications might be called for. Consideration needs to be given to what results might be due to a poor managerial implementation, and what results can be attributed to the conflicting aspects of the original service-oriented culture and the new sales culture. More fieldwork needs to be done to provide confirmation for these findings and expand upon them. Practical implications – Both theory and practice could be improved by integrating material from anthropology, sociology, human relations, organization culture and marketing. Social implications – This paper focused on the social issue of culture change. Utilizing competitiveness as an outcome variable, the social implications of this study are tremendous. Originality/value – This study goes back to the roots of the Human Relations movement: fieldwork. In an era where most scholars hand out surveys and analyze corresponding numbers, the current authors actually went out in the field and meticulously interviewed the subjects. This increased the quality and depth of the survey, while providing a true barometer of the reaction to the proposed culture change. Although this method of study is not original, it is hardly ever done anymore in a “survey-driven” research environment. This fieldwork methodology is one of the most important contributions of this paper