Management Decision: Volume 42 Issue 1

Organizational citizenship behavior: a case study of culture, leadership and trust

Steven Appelbaum, Nicolas Bartolomucci, Erika Beaumier, Jonathan Boulanger, Rodney Corrigan, Isabelle Doré, Chrystine Girard, Carlo Serroni

The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two…

Eliciting implicit paradigms in allocating resources: “Satisficing” performance and “illusion of control”

Thomas C. Neil, Ben Martz, Alessandro Biscaccanti

The negative framing and context of performance has received significant attention in decision research. At the same time, historical success appears to reduce openness to radical…

The Cuban missile crisis: strategy formulation in action

Robert F. Grattan

The Kennedy tapes of the meetings on the Cuban missile crisis are evidence of the strategy formulation process. Analysis of the interventions in these meetings reveals that…

The “MATE” model: a strategic knowledge management technique on the chessboard of public‐sector modernization

Tatiana Sotirakou, Mary Zeppou

During the past two decades a variety of reforms and projects under the mantle of public‐sector modernization were developed in order to achieve efficiency, effectiveness, economy…

Strategies for surviving the Internet meltdown: The case of two Internet incumbents

Efthymios Constantinides

This paper reviews a number of theoretical issues dealing with the strategic management process in fast‐evolving, uncertain environments and examines the fit between theory and…

Perceptions of senior managers toward knowledge‐sharing behaviour

Hsiu‐Fen Lin, Gwo‐Guang Lee

Senior managers have shown an increasing interest in understanding and encouraging knowledge‐sharing behaviour in their organizations. However, very few empirical studies have…

Pluralistic ignorance: historical development and organizational applications

Jonathon R.B. Halbesleben, M. Ronald Buckley

This paper examines the historical development of pluralistic ignorance as a construct and its application to organizational studies. Pluralistic ignorance is a social comparison…

Whistleblowing: the UK experience. Part 2

Gerald Vinten

We begin with health and safety, notably in the risky working environment of the oil rigs, before moving on to the health service. Social services have become a huge area of…

Prediction and pragmatism in Shewhart’s theory of statistical control

Mark Wilcox

Dr W.A. Shewhart, “founder” of the modern quality movement and inventor of the control chart, was greatly influenced by the pragmatist philosopher, C.I. Lewis. However, Lewis's…

Preventing Strategic Gridlock: Leading Over, Under and Around Organizational Jams to Achieve High Performance Results

Kazem Chaharbaghi