December 1982
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2 Reads
The Journal of Applied Behavioral Science
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Publications (52)
July 1981
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1 Read
The Journal of Applied Behavioral Science
March 1981
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35 Reads
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18 Citations
Group & Organization Studies
Team-building interventions seek to build competent, collaborative, and creative work teams by removing the barriers to effective group functioning and by helping participants better understand and utilize the group processes associated with effective group behavior. This article examines a confron tation-team-building intervention that was highly successful in building the supervisors into a cohesive, trusting, and unified group. However, the team became the most important variable, with little consideration given to the rest of the organization. As a result, the whole organization was severely crippled and had to be completely rebuilt. Lessons are drawn from this excellent example of a lopsided intervention.
February 1981
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2,466 Reads
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21 Citations
Health Services Research
Continued research on the technical aspects of quality assurance should flow from a demonstrated need for such research, based upon evidence that without it, improvements in quality cannot otherwise be achieved. Such evidence, though rarely documented, unfortunately is generally assumed to exist. In sum, if the important barriers to quality assurance are to be overcome, research attention should shift away from the technical considerations of data acquisition and analysis and toward the organizational and behavioral aspects of bringing about needed change.
December 1979
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105 Reads
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4 Citations
Group & Organization Studies
This study indicates that the purpose of organization development (OD) is to improve an organization's effectiveness in making decisions and changes and in reaching the full potential of the personnel. It lists objec tives of OD and ten essentials for successful OD programs. It also defines the essentials and explains the ways they add to the effectiveness of OD.
June 1979
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12 Reads
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7 Citations
Group & Organization Studies
A series of consultant omissions and errors is traced over the course of a five-month organization development (OD) project that was terminated by top management. Although some positive results were obtained, only the major problems and flaws are examined in detail here. Most of the defects in the OD process could have been avoided had the consultants had a better understanding of the fifteen pitfalls discussed. The primary problems center on diagnosis of the system, the development of client expectations, and effective communication between the consultant group and top managers.
April 1979
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9 Reads
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10 Citations
The Journal of Applied Behavioral Science
This study reports the results of a 4-year organization development project in the Metro County Sheriff's Department. Interventions included confiontation team-building sessions, management training, process consultation, survey feedback, thirdparty consultation, technological interventions, methods of increasing accountability, and changes in the organization structure, the physical setting, and the policy formulation procedures. Results include considerable improvement in organization climate and leader effectiveness, a marked decrease in employee turnover and jail breaks, a significant improvement in the managerial ability of the Department administrators, and a substantial increase in resources allocated to the organization.
October 1978
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66 Reads
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21 Citations
The Journal of Applied Behavioral Science
Leader absence in a confrontation team-building session illustrates the critical role the Chief Executive Officer plays in a successful OD effort. In this study, six natural teams (family groups) and one cousin group participated in a 6-day confrontation team-building session. Five of the six natural teams, however, met without the Chief Executive Officer of their respective organizations. Although each team experienced the same design and environmental constraints, only the team with the leader present evidenced growth during the 6-day session, as measured by the Likert Profile of Organization and Performance Characteristics and the Group Behavior Inventory. The remaining six teams either retrogressed or remained unchanged.
September 1978
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108 Reads
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180 Citations
Group & Organization Studies
The centrality of interpersonal trust for effective managerial problem solving was illustrated by inducing either a high-trust or a low-trust mental set in experimental groups. The results indicated that subjects operating in a high-trust environment were significantly more effective in problem solving than those working in a low-trust environment.
April 1976
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7 Reads
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1 Citation
Academy of Management Review
Citations (40)
... However, these effects also vary by context, motives, and whether peers perceive potential benefits versus threats from high performers (Campbell et al. 2017). Star performers influence their non-star peers in various ways, with effects depending upon factors such as non-star competence and status (Kehoe and Bentley 2021) and the proportion of stars within and across workgroups (Call et al. 2021). ...
- Citing Article
- Publisher preview available
September 2020
Personnel Psychology
... Additionally, Gramberg, Teicher, Bamber, and Cooper (2017) find that conflict resolution facilitates employee participation in decision-making, commitment, and employee retention. Dunford, Mumford, and Boss (2020) also retorted those employees whose managers engage in conflict resolution have the perception of involvement culture, organizational citizenship behaviour, and lower turnover rates. The study of Alam, Arora, and Gupta (2020) also confirms that conflict resolution dimensions such as problem-solving discussions, communication skills, team mediation, teamwork, departure, reaction, and effective listening have a significant influence on employee participation in decision-making, organizational citizenship behaviour, and intention to leave. ...
- Citing Article
- Full-text available
October 2019
ILR Review
... In contrast to the Israeli-Palestinian intractable conflict, take recently published case study of effectiveness of third-party mediation in resolving intractable conflicts (Boss et al. 2018). Here, the issue at question was a workplace disagreement in a hospital between a physician Mary and a surgeon Don, the result of which was "difficult working environment" (Boss et al. 2018, 243). ...
- Citing Article
April 2018
The Journal of Applied Behavioral Science
... Although not yet fully explored in a nursing context, it is evident within other industries that females face high levels of work-family conflict when returning to work following a period of maternity leave [7]. Furthermore, this is compounded by the fact that work-family balance has recently been identified as a key factor driving the recruitment, retention, and satisfaction of healthcare workers [10]. ...
- Citing Article
December 2017
Health Care Management Review
... Individuals' moral judgement depends on their regulatory focus; for example, promotion-focused individuals are likely to accept unethical behaviour (De Bock & Van Kenhove, 2010). If an individual perceives that their group members do not advocate for ethical practices, then their sense of group identity may prohibit their ethical behaviour (Sguera et al., 2018). Similarly, we presume that the effect of group norms on ethical fashion consumption is contingent on face regulatory foci and lǐ. ...
- Citing Article
- Publisher preview available
December 2018
Journal of Business Ethics
... At the personal level, trust can be understood as a factor for effectiveness in the managerial organizational setting. Trust is a key predictor of group accomplishment and behavior as it is essential for motivation, information sharing; managers' commitment and efficient problem-solving by reducing uncertainty, i.e., [47]. More positively, trust is linked to the social relations within which business transactions are embedded. ...
- Citing Article
August 2006
Academy of Management Proceedings
... Thus, initially this concept was resisted but currently receives increased conceptual attention (Joardar & Wu, 2011;Kolman, Christofor, & Kuckertz, 2007;Kuratko et al., 2005;Lau, Schaffer, & Au, 2007, Lumpkin & Erdogan, 2004Poon, Ainuddin, & Junit, 2006;Shane & Venkataraman, 2000). Although IEO is considered an under researched area, empirical attention is rising (Bolton & Lane, 2012;Huang & Wang, 2011;Joardar & Wu, 2011;Krueger, 2005;Lumpkin & Erdogan, 2004;Monsen & Boss, 2004;Shane & Venkataraman, 2000;Quince & Whittaker, 2003). ...
- Citing Article
- Full-text available
... Four important lines of logic are relevant: (a) employees' vicarious experiences of others' leadership or injustice experiences directly affect themselves (Dhanani & LaPalme, 2019;J. L. Huang et al., 2015), (b) injustice can increase uncertainty , (c) injustice conveys negative relational cues (Dunford et al., 2015;Walker et al., 2013), and (d) relational cues from the manager-supervisor dyad can shape employees' perceptions of supervisors' linking-pin role effectiveness (Venkataramani et al., 2010). This logic coalesces to support how the negative relational cues conveyed by managers' abusive supervision toward the supervisor would heighten employees' uncertainty about their supervisors' relationship with and level of influence with the manager and thus their linking-pin role effectiveness. ...
- Citing Article
August 2014
Personnel Psychology
... Au niveau de l'équipe, il s'agit d'encourager le développement du travail d'équipe dans les associations (teambuilding, travail à distance) et l'empouvoirement des étudiants dans des projets qui font sens (Sanders, Boss, Boss et McConkie, 2011). Ceci suppose la promotion de la formation en mode projet, un encadrement et des retours d'expérience pour sécuriser les étudiants et améliorer les méthodes de travail collectif. ...
- Citing Article
January 2011
Public Administration Quarterly
... The literature supports our results that culture can change but such change requires time and deliberate investment. Boss et al. [20] reported long-term culture change occurring over thirty years that included improved organization climate and leader effectiveness spurred by an organization development program to address change in the public sector. ...
- Citing Article
December 2010
The Journal of Applied Behavioral Science