7 research outputs found
Will a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Support
The present study investigated motivational factors of employees
active change support (ACS). It also investigated good citizens response
to the change by highlighting convergence and divergence of
motivational factors between ACS and traditional extra-role behavior.
The findings based on 166 staff responses and 346 supervisor
assessments in a hospital that recently implemented a sharedgovernance
structure suggest that active change support is a result of
an active thinking process that involves perception of potential benefit
from change but not necessarily the consequence of conventional
predictors of extra-role behaviors (i.e., positive attitudes). The findings
also suggest that good citizens are not necessarily the supporters of
organizational change and that in actuality they confront motivational
dilemma especially when they hold high quality relationship with their
employer because they are reluctant to challenge the status quo
Qualifications of Corporate Board Committee Members
Board committees, the most critical subgroups of corporate governance, are examined in terms of the director qualifications of type, tenure, age, internal activity, and external activity. Comparisons of subgroup members' qualifications with those of nonsubgroup members suggest that committees are generally composed of the most qualified directors. Comparisons of new members of committees with continuing and nonmembers suggest that cohesiveness and diversity pressures are balanced in the appointment of new members. The results yield insights about subgroup membership dynamics at the board level, particularly that the mandate and functions of a committee call for specific member qualifications.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/66810/2/10.1177_1059601194193007.pd
Will a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Support
From âivory tower traditionalistsâ to âentrepreneurial scientistsâ? Academic scientists in fuzzy university-industry boundaries
Growing intensity of university-industry ties has generated an intense debate about the changing norms and practices of academic scientific work. This study challenges the protagonistsâ views on the emergence of a dominant market ethos in academic science and growing influence of the ânew schoolâ entrepreneurial scientists. It argues that academic scientists are active agents shaping the relationships between science and business, and shows continued diversity in their work orientations. Drawing on neo-institutional theory and the notion of âboundary workâ, the study examines how scientists seek to protect and negotiate their positions, and also make sense of their professional role identities. It identifies four different orientations, the âtraditionalâ and âentrepreneurialâ, with two hybrid types in between. The hybrids are the dominant category and are particularly adept at exploiting the ambiguities of âboundary workâ between academia and industry. The study is based on 36 interviews and a survey sample of 734 academic scientists from five UK research universities