156 research outputs found
Stakeholder integration
This study examines the central contention ofinstrumental stakeholder theory—
namely, that firms that breed trust-based, cooperative ties with their stakeholders
will have a competitive advantage over firms that do not.Acase study of the introduction
ofgenetically modified food products in the Netherlands provided the basis
for the empirical analysis. The results support the instrumental stakeholder
management thesis, showing that stakeholder integration, through the development
ofmutually enforcing relationships with external parties, may result in both
organizational learning and societal legitimacy
A Typology of Contigent Work Arrangements with Dimension-Specific Predictions for Individual and Organisational Outcomes (Abstract)
Re-Interpreting Dyadic Leadership from a Trust Perspective: Leader-Member Exchange as a Domain Specific Model of Trusting Behaviour
Monitoring Email to Indicate Project Team Performance and Mutual Attraction
Many managers and mentors for project teams desire more efficient and more effective ways of monitoring and predicting the quality of social relationships and the performance of teams under their purview. A previous study [13] found that one form of linguistic mimicry, linguistic style matching, and some lexical features indicated team performance and mutual attraction in short-term, laboratory tasks. In this paper, we evaluate whether these measures also work as indicators for performance, shared understanding, and team trust in longerduration project teams, using only limited, unobtrusively obtained communication traces. In our four-month evaluation using student project team emails, we found no support for LSM or most of the previously identified measures as practical indicators in our field setting. We did find some support for using future-oriented words to indicate team performance over time
A Structure of Influences of Management and Organizational Factors on Unsafe Acts at the Job Performer Level
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