Daniel Katz's scientific contributions

... Particularly, this research focused on determining job resources and demand that need to be correctly managed in order to keep psychological risk at work under control. In this way, we also contribute to the literature on organizational psychology (Bennis et al., 1966;Beehr, 1998), particularly on the study of psychosocial risk, by testing the prediction ability of the JD-R model in the particular context of family firms and the pandemic. Finally, we contribute to the very scant research in family firms in Latin America, a region where these organizations are particularly prevalent (Gomez-Mejia et al., 2020;Vazquez et al., 2020). ...

... These works highlight the existence and operation of administrative burdens, which refers to 'an individual's experience of a policy's implementation as onerous' (Burden et al. 2012: 741). Whereas earlier studies of bureaucratic 'red tape' and street-level bureaucrats focused on bureaucratic inefficiencies from the perspective of organizational insiders (Kahn et al. 1976;Lipsky 2010), the administrative burden approach explicitly aims to document and understand the experiences of people attempting to access governmental services (Moynihan et al. 2015). ...

... Accordingly, blitzscaling a company actively sacrifices its resource efficiency in favor of high-speed growth. However, the goal of a viable business is to be simultaneously effective and efficient (Katz, 1978), without letting the one compromise the other (Mahoney, 1988). Without creating and capturing value, no startup will sustain itself in the long run. ...

... Communication is the very essence of a social system or an organization (Katz and Kahn, 1973 (Sanoff, 2000). The communication issue becomes more important for the urban-design process because many different professional groups with different backgrounds participate in the process, and a variety of media types are used for sharing information in this process. ...

... Organizations, as a social system, are built upon interdependent individuals (Katz & Kahn, 1966;Thibaut, 2017) whose social interactions are not void of relational energy. The literature on relational energy classifies the interacting partners as the givers of energy or the receivers of energy (McDaniel, 2011). ...

... By communicating ethical guidelines, managers can focus employees' attention on and create awareness about ethical issues that tend to get lost amid frequent messages from various stakeholders about improving performance or the bottom line (Brown et al. 2005;Treviño et al. 2003). In line with role theory (Graen 1976;Katz and Kahn 1978), we contend that, by communicating ethical guidelines, managers can shape organizational norms and standards regarding ethical conduct (Feldman 1984) and, thereby, improve employee work decisions. ...

... R. Zammuto noticed the divergence between the goal oriented 22 and system [Katz, Kahn, 1966;Yuchtman, Seashore, 1967: pp. 891-903] models. ...

... The organizational prerequisites for the RNsÕ leadership can be seen from a systems theory perspective (Katz & Kahn 1989), where the managementÕs primary task is to facilitate communication between different hierarchical levels within the organization. Thus organizational prerequisites deal, in addition to management by objectives, with facilitation of communication, coordination , role clarity, competence development, as well as decision-making and support (Aronsson et al. 1992). ...

... According to these, clients relate to each component of satisfaction on a different level. The model developed by Katz et al. (1975) points to several factors influencing client satisfaction: correlation between service characteristics and client satisfaction with them; correlation between client characteristics and their satisfaction with services; subjective/objective factors related to service provided. ...

... Referente a los dos conceptos anteriores existen diversas opiniones respecto a su utilidad real en el comportamiento del empleado; mientras que algunos autores mencionan la escasa efectividad de éstas, otros indican que administradas de manera adecuada es posible lograr los efectos deseados, en resumen, puede comentarse lo siguiente: la mayoría de las empresas no ha logrado usar los incentivos monetarios como método confiable para elevar la calidad y la cantidad en la producción (Katz, D., 1989).De acuerdo a Siponen et al. (2010) el uso de recompensas tanto tangibles como intangibles tiene un efecto insignificante en la conformidad del empleado con las políticas de seguridad. Además, resulta difícil generalizar la aplicación de recompensas a un grupo de empleados, puesto que lo que puede funcionar como refuerzo para una persona puede no hacerlo para otra (Siponen,et al. 2010).Por otro lado, los castigos; que pueden ir desde una advertencia hasta la suspensión temporal o incluso definitiva si la falta es demasiado grave; han demostrado ser mucho más efectivos para lograr el cumplimiento de las políticas por parte de los empleados (Siponen,et al. 2010). ...