Developing Leadership for Creative Efforts: A Preface

Michael D. Mumford is the George Lynn Cross distinguished research professor of psychology at the University of Oklahoma where he directs the Center for Applied Social Research. He received his doctoral degree from the University of Georgia in 1983 in the fields of industrial and organizational psychology and psychometrics. He is a fellow of the American Psychological Association (Divisions 3, 5, 10, 14), the Society for Industrial and Organizational Psychology, and the American Psychological Society. He has written more than 270 articles on leadership, creativity, innovation, planning, and ethics. He has served as senior editor of The Leadership Quarterly, and he sits on the editorial boards of the Creativity Research Journal, The Journal of Creative Behavior, IEEE Transactions on Engineering Management, and Ethics and Behavior, among other journals. He has served as principal investor on grants totaling more than US$30 million from the National Science Foundation, The National Institute of Health, the Department of Defense, the Department of Labor, and the Department of State. He is a recipient of the Society for Industrial and Organizational Psychology’s M. Scott Myers Award for Applied Research in the Workplace.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Propensity score-matched analysis comparing dose-escalated intensity-modulated radiation therapy versus external beam radiation therapy plus high-dose-rate brachytherapy for localized prostate cancer

Purpose: Dose-escalated external beam radiation therapy (EBRT) and EBRT + high-dose-rate brachytherapy (HDR-BT) boost are guideline-recommended treatment options for localized prostate cancer. The purpose of this study was to compare long-term outcome and toxicity of dose-escalated EBRT versus EBRT + HDR-BT boost. Methods: From 2002 to 2019, 744 consecutive patients received either EBRT or EBRT + HDR-BT boost, of whom 516 patients were propensity score matched. Median follow-up was 95.3 months. Cone beam CT image-guided EBRT consisted of 33 fractions of intensity-modulated radiation therapy with simultaneous integrated boost up to 76.23 Gy (DMean). Combined treatment was delivered as 46 Gy (DMean) EBRT, followed by two fractions HDR-BT boost with 9 Gy (D90%). Propensity score matching was applied before analysis of the primary endpoint, estimated 10-year biochemical relapse-free survival (bRFS), and the secondary endpoints metastasis-free survival (MFS) and overall survival (OS). Prognostic parameters were analyzed by Cox proportional hazard modelling. Genitourinary (GU)/gastrointestinal (GI) toxicity evaluation used the Common Toxicity Criteria for Adverse Events (v5.0). Results: The estimated 10-year bRFS was 82.0% vs. 76.4% (p = 0.075) for EBRT alone versus combined treatment, respectively. The estimated 10-year MFS was 82.9% vs. 87.0% (p = 0.195) and the 10-year OS was 65.7% vs. 68.9% (p = 0.303), respectively. Cumulative 5‑year late GU ≥ grade 2 toxicities were seen in 23.6% vs. 19.2% (p = 0.086) and 5‑year late GI ≥ grade 2 toxicities in 11.1% vs. 5.0% of the patients (p = 0.002); cumulative 5‑year late grade 3 GU toxicity occurred in 4.2% vs. 3.6% (p = 0.401) and GI toxicity in 1.0% vs. 0.3% (p = 0.249), respectively. Conclusion: Both treatment groups showed excellent long-term outcomes with low rates of severe toxicity. Keywords: Dose escalation; High-dose-rate brachytherapy boost; Long-term outcome; Propensity score matching; Toxicity

First Measurement of the 96^{96}Ru(p,γ\gamma)97^{97}Rh Cross Section for the p-Process with a Storage Ring

This work presents a direct measurement of the $^{96}$Ru($p, \gamma$)$^{97}$Rh cross section via a novel technique using a storage ring, which opens opportunities for reaction measurements on unstable nuclei. A proof-of-principle experiment was performed at the storage ring ESR at GSI in Darmstadt, where circulating $^{96}$Ru ions interacted repeatedly with a hydrogen target. The $^{96}$Ru($p, \gamma$)$^{97}$Rh cross section between 9 and 11 MeV has been determined using two independent normalization methods. As key ingredients in Hauser-Feshbach calculations, the $\gamma$-ray strength function as well as the level density model can be pinned down with the measured ($p, \gamma$) cross section. Furthermore, the proton optical potential can be optimized after the uncertainties from the $\gamma$-ray strength function and the level density have been removed. As a result, a constrained $^{96}$Ru($p, \gamma$)$^{97}$Rh reaction rate over a wide temperature range is recommended for $p$-process network calculations.Comment: 10 pages, 7 figs, Accepted for publication at PR

Measurements of proton-induced reactions on ruthenium-96 in the ESR at GSI

8th International Conference on Nuclear Physics at Storage Rings Stori11, October 9-14, 2011 Laboratori Nazionale di Frascati, Italy. Storage rings offer the possibility of measuring proton- and alpha-induced reactions in inverse kinematics. The combination of this approachwith a radioactive beamfacility allows, in principle, the determination of the respective cross sections for radioactive isotopes. Such data are highly desired for a better understanding of astrophysical nucleosynthesis processes like the p-process. A pioneering experiment has been performed at the Experimental Storage Ring (ESR) at GSI using a stable 96Ru beam at 9-11 AMeV and a hydrogen target. Monte-Carlo simulations of the experiment were made using the Geant4 code. In these simulations, the experimental setup is described in detail and all reaction channels can be investigated. Based on the Geant4 simulations, a prediction of the shape of different spectral components can be performed. A comparison of simulated predictions with the experimental results shows a good agreement and allows the extraction of the cross section

The blameworthiness of health and safety rule violations

Man-made disasters usually lead to the tightening of safety regulations, because rule breaking is seen as a major cause of them. This reaction is based on the presumptions that the safety rules are good and that the rule-breakers are wrong. The reasons the personnel of a coke factory gave for breaking rules raise doubt about the tenability of these presumptions. It is unlikely that this result would have been achieved on the basis of a disaster evaluation or High-Reliability Theory. In both approaches, knowledge of the consequences of human conduct hinders an unprejudiced judgement about the blameworthiness of rule breaking

Performance in franchising: the effects of different management styles

Various theoretical approaches uphold the relevance of the relationship between the form of management and performance. Different management styles influence the relationships of agencies [Jensen, M.C. (1998). Foundations of organizational strategy. Cambridge, MA: Harvard University Press], the cost of governing transactions [Williamson, O.E. (1985). The economics institutions of capitalism: Firms, markets, relational contracting. New York, NY: Free Press], and the allocation of resources between the exploitation and exploration of activities [March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87], and this is manifested in firm performance. In light of these assumptions, this article presents an empirical verification of the relationship between the management of franchises and their performance, examining how different styles of management on the part of franchisers over their franchisees have significant effects on the growth and profits of franchiser firms.Peris-Ortiz, M.; Willoughby, MC.; Rueda Armengot, C. (2012). Performance in franchising: the effects of different management styles. Service Industries Journal. 32(16):2507-2525. doi:10.1080/02642069.2011.594876S250725253216Altinay, L., & Okumus, F. (2010). Franchise partner selection decision making. The Service Industries Journal, 30(6), 929-946. doi:10.1080/02642060802322275Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1-22. doi:10.1177/003803857200600101Combs, J. G., & Ketchen, D. J. (1999). CAN CAPITAL SCARCITY HELP AGENCY THEORY EXPLAIN FRANCHISING? REVISITING THE CAPITAL SCARCITY HYPOTHESIS. Academy of Management Journal, 42(2), 196-207. doi:10.2307/257092Combs, J. (2003). Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis. Journal of Management, 29(3), 443-465. doi:10.1016/s0149-2063(03)00019-9COMBS, J. G., KETCHEN, D. J., & IRELAND, R. D. (2006). Effectively managing service chain organizations. Organizational Dynamics, 35(4), 357-371. doi:10.1016/j.orgdyn.2006.08.006Combs, J. G., Michael, S. C., & Castrogiovanni, G. J. (2009). Institutional Influences on the Choice of Organizational Form: The Case of Franchising. Journal of Management, 35(5), 1268-1290. doi:10.1177/0149206309336883Crook, T. R., Shook, C. L., Madden, T. M., & Morris, M. L. (2009). A review of current construct measurement in entrepreneurship. International Entrepreneurship and Management Journal, 6(4), 387-398. doi:10.1007/s11365-009-0114-7Fama, E. F., & Jensen, M. C. (1983). Agency Problems and Residual Claims. The Journal of Law and Economics, 26(2), 327-349. doi:10.1086/467038Fama, E. F., & Jensen, M. C. (1983). Separation of Ownership and Control. The Journal of Law and Economics, 26(2), 301-325. doi:10.1086/467037Gillis, W. E., & Combs, J. G. (2009). Franchisor strategy and firm performance: Making the most of strategic resource investments. Business Horizons, 52(6), 553-561. doi:10.1016/j.bushor.2009.07.001Gouldner, A. W. (1960). The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2), 161. doi:10.2307/2092623Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The Interplay Between Exploration and Exploitation. Academy of Management Journal, 49(4), 693-706. doi:10.5465/amj.2006.22083026Hambrick, D. C. (2007). Upper Echelons Theory: An Update. Academy of Management Review, 32(2), 334-343. doi:10.5465/amr.2007.24345254Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193. doi:10.2307/258434Hindle, K., & Moroz, P. (2009). Indigenous entrepreneurship as a research field: developing a definitional framework from the emerging canon. International Entrepreneurship and Management Journal, 6(4), 357-385. doi:10.1007/s11365-009-0111-xJensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360. doi:10.1016/0304-405x(76)90026-xJensen, M. C., & Heckling, W. H. (1995). SPECIFIC AND GENERAL KNOWLEDGE, AND ORGANIZATIONAL STRUCTURE. Journal of Applied Corporate Finance, 8(2), 4-18. doi:10.1111/j.1745-6622.1995.tb00283.xKlein, B., Crawford, R. G., & Alchian, A. A. (1978). Vertical Integration, Appropriable Rents, and the Competitive Contracting Process. The Journal of Law and Economics, 21(2), 297-326. doi:10.1086/466922Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human Resource Management Review, 13(1), 127-152. doi:10.1016/s1053-4822(02)00102-xMarch, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71Mitsuhashi, H., Shane, S., & Sine, W. D. (2008). Organization governance form in franchising: efficient contracting or organizational momentum? Strategic Management Journal, 29(10), 1127-1136. doi:10.1002/smj.702Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations. Organization Science, 3(3), 398-427. doi:10.1287/orsc.3.3.398Ouchi, W. G. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25(1), 129. doi:10.2307/2392231Gómez, R. S., González, I. S., & Vázquez, L. (2009). Multi-unit versus single-unit franchising: assessing why franchisors use different ownership strategies. The Service Industries Journal, 30(3), 463-476. doi:10.1080/02642060802252027Gómez, R. S., González, I. S., & Suárez, L. V. (2011). Service quality control mechanisms in franchise networks. The Service Industries Journal, 31(5), 713-723. doi:10.1080/02642060902833338Sarkees, M., & Hulland, J. (2009). Innovation and efficiency: It is possible to have it all. Business Horizons, 52(1), 45-55. doi:10.1016/j.bushor.2008.08.002Sebora, T. C., & Theerapatvong, T. (2009). Corporate entrepreneurship: a test of external and internal influences on managers’ idea generation, risk taking, and proactiveness. International Entrepreneurship and Management Journal, 6(3), 331-350. doi:10.1007/s11365-009-0108-5Shane, S., & Foo, M.-D. (1999). New Firm Survival: Institutional Explanations for New Franchisor Mortality. Management Science, 45(2), 142-159. doi:10.1287/mnsc.45.2.142Shane, S., Shankar, V., & Aravindakshan, A. (2006). The Effects of New Franchisor Partnering Strategies on Franchise System Size. Management Science, 52(5), 773-787. doi:10.1287/mnsc.1050.0449Shane, S. A. (1996). HYBRID ORGANIZATIONAL ARRANGEMENTS AND THEIR IMPLICATIONS FOR FIRM GROWTH AND SURVIVAL: A STUDY OF NEW FRANCHISORS. Academy of Management Journal, 39(1), 216-234. doi:10.2307/256637Shane, S. (2001). Organizational Incentives and Organizational Mortality. Organization Science, 12(2), 136-160. doi:10.1287/orsc.12.2.136.10108Tihula, S., & Huovinen, J. (2009). Incidence of teams in the firms owned by serial, portfolio and first-time entrepreneurs. International Entrepreneurship and Management Journal, 6(3), 249-260. doi:10.1007/s11365-008-0101-4TSUI, A. S., PEARCE, J. L., PORTER, L. W., & TRIPOLI, A. M. (1997). ALTERNATIVE APPROACHES TO THE EMPLOYEE-ORGANIZATION RELATIONSHIP: DOES INVESTMENT IN EMPLOYEES PAY OFF? Academy of Management Journal, 40(5), 1089-1121. doi:10.2307/256928Valliere, D. (2008). Reconceptualizing entrepreneurial framework conditions. International Entrepreneurship and Management Journal, 6(1), 97-112. doi:10.1007/s11365-008-0077-0Vázquez, L. (2009). How passive ownership restrictions affect the rate of franchisee failure. The Service Industries Journal, 29(6), 847-859. doi:10.1080/02642060902749419Wakkee, I., Elfring, T., & Monaghan, S. (2008). Creating entrepreneurial employees in traditional service sectors. International Entrepreneurship and Management Journal, 6(1), 1-21. doi:10.1007/s11365-008-0078-zWeick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357. doi:10.2307/2393372Williamson, O. E. (1993). Calculativeness, Trust, and Economic Organization. The Journal of Law and Economics, 36(1, Part 2), 453-486. doi:10.1086/467284Winter, S. G. (2000). The Satisficing Principle in Capability Learning. Strategic Management Journal, 21(10-11), 981-996. doi:10.1002/1097-0266(200010/11)21:10/113.0.co;2-4Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.318Yin, X., & Zajac, E. J. (2004). The strategy/governance structure fit relationship: theory and evidence in franchising arrangements. Strategic Management Journal, 25(4), 365-383. doi:10.1002/smj.38

A rhetoric-in-context approach to building commitment to multiple strategic goals

There are still few explanations of the micro-level practices by which top managers influence employee commitment to multiple strategic goals. This paper argues that, through their language, top managers can construct a context for commitment to multiple strategic goals. We therefore propose a rhetoric-in-context approach to illuminate some of the micro practices through which top managers influence employee commitment. Based upon an empirical study of the rhetorical practices through which top managers influence academic commitment to multiple strategic goals in university contexts, we demonstrate relationships between rhetoric and context. Specifically, we show that rhetorical influences over commitment to multiple goals are associated with the historical context for multiple goals, the degree to which top managers' rhetoric instantiates a change in that context, and the internal consistency of the rhetorical practices used by top managers. Copyright © 2007 SAGE Publications

Information seeking, use, and decision making

YesIn this paper we explored three areas: decision making and information seeking, the relationship between information seeking and uncertainty, and the role of expertise in influencing information use. This was undertaken in the context of a qualitative study into decision making in the initial stages of emergency response to major incidents. The research took an interpretive approach in which activity theory is used as an analytical framework. The research provides further evidence that the context of the activity and individual differences influence the choice of decision mode and associated information behavior. We also established that information is often not used to resolve uncertainty in decision making and indeed information is often sought and used after the decision is made to justify the decision. Finally, we point to the significance of both expertise and confidence in understanding information behavior. The contribution of the research to existing theoretical frameworks is discussed and a modified version of Wilson's problem-solving model is proposed

The dominant logic: A new linkage between diversity and performance

Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, predictive theory of successful diversification. They are, at best, partial explanations. The purpose of this paper is to propose an additional ‘linkage’, conceptual at this stage, that might help our understanding of the crucial connection between diversity and performance. The conceptual argument is intended as a ‘supplement’ to the current lines of research, rather than as an alternative explanation.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/106722/1/4250070602_ftp.pd

Institutional assessment as an instrument of rationalization back to the school as a formal organisation

O papel central da avaliação, da avaliação institucional e dos processos de garantia da qualidade de escolas e universidades nas políticas educacionais é objeto de discussão, também considerando a reforma do Estado. As teorias da nova gestão pública e as perspectivas gestionárias são consideradas como algumas das principais fontes de inspiração e de legitimação no contexto dominante de uma educação contábil. Dados empíricos preliminares resultantes do processo de avaliação externa de escolas básicas e secundárias portuguesas são apresentados e interpretados de acordo com os principais conceitos e representações organizacionais de escola presentes nos relatórios externos. Examinando algumas das imagens e dos significados de escola, cultura de escola, autonomia, objetivos, liderança e eficácia presentes nos relatórios de avaliação, o autor releva a importância das imagens formais, racionais e burocráticas de escolas. Várias questões de investigação são apresentadas tendo por base aquilo a que o autor chama o processo da hiperburocratização das organizações educativas. Algumas dimensões do conceito de burocracia de Max Weber são revisitadas, em articulação com perspectivas neocientíficas de garantia da qualidade e com as tecnologias da informação e comunicação. O autor sugere que maior relevância deve ser atribuída aos modelos formais e racionais de interpretação das organizações educativas, pois os processos de avaliação e de garantia da qualidade estão a contribuir para a formalização de escolas e universidades e para a intensificação do seu processo de racionalização, isto é, para a emergência de uma imagem analítica das escolas como hiperburocracias.The central role of evaluation, institutional assessment and quality assurance processes of schools and universities in education policy is object of discussion also considering the reform of the state. New Public Management theories and managerialist perspectives are considered some of the main sources of inspiration and legitimation in the dominant context of an audit education. Preliminary empirical data from external assessment of Portuguese primary and secondary schools are introduced and interpreted according to the main concepts and organizational representations of school found in external reports. Examining some of the central organizational images and meanings of school, school culture, autonomy, goals, leadership and effectiveness included in the external reviews, the author stresses the importance of formal, rational and bureaucratic images of schools. Several new research questions are presented for further inquiry based on the hypothesis of what it is called by the author the process of hyperbureaucratization of educational organizations. Some of the main dimensions of the concept of bureaucracy as presented by Max Weber are revisited in close relation with neo-scientific approaches of quality assurance and taking in consideration the use of information and communication technologies. Accordingly the author suggests that much more importance must be given to formal and rational models of interpreting educational organizations because assessment and quality assurance procedures are contributing to the formalization of schools and universities and to the intensification of their process of rationalization, i. e., to the emergence of an analytic image of schools as hyperbureaucracies.(undefined