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Article
Publication date: 1 November 1998

Barbara Haas

Poses the question: what are the consequences of employing a household help on the domestic division of labour? Researches this question by talking to ten couples who employ…

168

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Poses the question: what are the consequences of employing a household help on the domestic division of labour? Researches this question by talking to ten couples who employ cleaners. Reports that employing some sort of domestic help has enabled middle‐class women to enter employment in greater numbers than ever before and that it is simply too costly to a family’s economy to have an educated female potential wage‐earner concentrating on unpaid domestic tasks. Refers to a “stalled revolution“, whereby men (theoretically) are carrying out a greater share of domestic tasks but (in actuality) women do not report any great difference. Notes also, that it is increasingly difficult to rely on assistance from relatives. Puts forward reasons for and against the employment of domestic help, as well as four perspectives – the individual perspective, the gender perspective, the general structure of society, and the labour market, and social policy – relating to the consequences of employing a cleaner. Explores “partner‐typology”, determined on a continuum stretching from traditional role‐held beliefs to symmetrical roles for men and women. Concludes that employing domestic help leads to a more equal relationship between the employing couple, that housework is perceived as an increasingly unattractive option, and that new inequalities creep into the gender relationship as it is usually women who perform low‐paid domestic work.

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Equal Opportunities International, vol. 17 no. 7
Type: Research Article
ISSN: 0261-0159

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Publication date: 15 July 2020

Prithwiraj (Raj) Choudhury

This chapter argues that intra-firm geographic mobility is an understudied mechanism that can help mitigate coordination failures in a geographically distributed organization. The

Abstract

This chapter argues that intra-firm geographic mobility is an understudied mechanism that can help mitigate coordination failures in a geographically distributed organization. The chapter presents an organizing framework on how intra-firm geographic mobility creates value for firms and discusses how intra-firm geographic mobility can create value for individual workers. The chapter concludes by presenting a future research agenda for intra-firm geographic mobility in light of emerging phenomena such as global collaborative patenting by multinationals, temporary colocation of knowledge workers, and nonstandard work.

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Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

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Publication date: 1 January 2005

Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University. His…

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Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University. His research interests include multilevel methodology, leadership, and occupational stress. He is a consulting editor for the Journal of Applied Psychology, and also serves on the editorial boards of Leadership Quarterly and Organizational Research Methods. His work has appeared in the Human Performance, Journal of Applied Psychology, Journal of Applied Social Psychology, Journal of Occupational Health Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Kristina A. Bourne is a doctoral candidate in Organization Studies at the University of Massachusetts at Amherst, where she also obtained a M.B.A. and a Women’s Studies Graduate Certificate. Her academic interests include gender and organization as well as family-friendly policies and benefits. She is currently working on her dissertation in the area of women business owners, and on a collaborative research project focusing on part-time work arrangements.Gilad Chen is an Assistant Professor of Psychology at the Georgia Institute of Technology. He received his Ph.D. in Industrial-Organizational Psychology from George Mason University. His research focuses on work motivation, teams, and leadership, with particular interests in modeling motivation and performance in work team contexts and the examination of multilevel organizational phenomena. His work has appeared in the Academy of Management Journal, Human Performance, Journal of Applied Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Jae Uk Chun is a doctoral student in Organizational Behavior in the School of Management at the State University of New York at Binghamton, where he is also research assistant of the Center for Leadership Studies. His major research interests include leadership, group dynamics and group decision-making, and multiple levels of analysis issues.Vinit M. Desai is a doctoral student and researcher in Organizational Behavior and Industrial Relations at the Walter A. Haas School of Business, University of California at Berkeley. His research interests include organizational learning, sensemaking, and error cognition in high reliability organizations.Shelley D. Dionne is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University, and a fellow in the Center for Leadership Studies. She received her Ph.D. in Organizational Behavior from Binghamton University. Her research interests include leadership and creativity, levels of analysis issues, and team development and training.Daniel G. Gallagher (Ph.D. – University of Illinois), is the CSX Corporation Professor of Management at James Madison University in Harrisonburg, Virginia. He currently serves on the editorial boards of the Journal of Organizational Behavior, Journal of Management, and Industrial Relations (Berkeley). His current research interests include the multi-disciplinary study of contingent employment and other forms of work outside of the traditional employer – employee relationship.David A. Hofmann (Ph.D., The Pennsylvania State University) is currently Associate Professor of Management at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. His research interests include safety issues in organizations, multi-level analysis, organizational climate/culture and leadership, content specific citizenship behavior, and the proliferation of errors in organizations. In 1992, he was awarded the Yoder-Heneman Personnel Research award by the Society for Human Resource Management. His research appears in a number of journals including the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, Organizational Behavior and Human Decision Process, and Personnel Psychology. He has also co-authored several book chapters, edited a book (Safety and Health in Organizations: A Multi-level Perspective), and presented papers/workshops at a number of professional conferences.James G. (Jerry) Hunt (Ph.D. University of Illinois at Urbana-Champaign) is the Paul Whitfield Horn Professor of Management, Trinity Company Professor in Leadership and Director of the Institute for Leadership Research at Texas Tech University. He is the former editor of the Journal of Management and current Senior Editor of The Leadership Quarterly. He founded and edited the eight volume leadership symposia series, and has authored or edited some 200 book and journal publications. His current research interests include processual approaches to leadership and organizational phenomena and the philosophy of the science of management.Kimberly S. Jaussi is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University and a fellow in the Center for Leadership Studies. She received her doctorate from the Marshall School of Business at the University of Southern California. Her research interests include unconventional leader behavior, creativity and leadership, identity issues in diverse groups, and organizational commitment.Lisa M. Jones is a doctoral candidate in Organizational Behavior at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. She received her B.A. from the University of California at Berkeley and her M.B.A. and M.A. from Brigham Young University. Her research interests include leadership, collective personality, and innovation implementation.Kyoungsu Kim is Associate Professor of Organization in the College of Business Administration, Chonnam National University. His major fields of interest are culture and leadership at multiple levels of analysis. His research focuses on charismatic leadership, organizational structure, roles, culture, and multiple levels of analysis.Barbara S. Lawrence is Professor of Human Resources and Organizational Behavior at the UCLA Anderson Graduate School of Management. She received her Ph.D. from the Sloan School of Management at MIT. Dr. Lawrence’s current research examines organizational reference groups, the evolution of organizational norms, internal labor markets and their effects on employees’ expectations and implicit work contracts, and the impact of population age change on occupations.Craig C. Lundberg is the Blanchard Professor of Human Resource Management at Cornell University’s School of Hotel Administration. He works with organizations facilitating organizational and personal development and publishes extensively (over 200 articles and chapters, five co-authored books). His current scholarship focuses on organizational change and culture, consultancy, alternative inquiry strategies, and sensemaking and emotions in work settings.Kenneth D. Mackenzie is the Edmund P. Learned Distinguished Professor in the School of Business at the University of Kansas. He is also the President of a pair of consulting companies which support and enrich his research. He is a Fellow of the American Association for the Advancement of Science. He serves on various editorial boards and has published numerous books and articles. He received a B.A. in Mathematics and a Ph.D. in Business Administration from the University of California at Berkeley. He has spent his career trying to overcome the handicap of “excessive theoretical education.”Peter Madsen is a doctoral student at the Walter A. Haas School of Business, University of California at Berkeley. His thesis work examines the processes by which organizations attempt to learn from past failures and the organizational actions and characteristics that facilitate such learning. His other interests include organizational reliability, strategic management, the work-life interface, and ethics.John E. Mathieu is the Northeast Utilities and Ackerman Scholar Professor of Management at the University of Connecticut. He received a Ph.D. in Industrial/Organizational Psychology from Old Dominion University in 1985. He has published over 50 articles and chapters on a variety of topics, mostly in the areas of micro- and meso-organizational behavior. He is a member of the Academy of Management, a Fellow of the Society of Industrial Organizational Psychology, and the American Psychological Association. His current research interests include models of training effectiveness, team and multi-team processes, and cross-level models of organizational behavior.Sara Ann McComb is an Assistant Professor of Operations Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial Engineering at Purdue University. Her research interests include alternative work arrangements and project teams. Currently, she is examining mutually beneficial links between organizations and part-time workers, particularly in the service sector. She is also studying the way in which project teams share information, a project for which she was award the National Science Foundation’s CAREER Award.Jone L. Pearce is Professor of Organization and Strategy in the Graduate School of Management, University of California, Irvine. She conducts research on workplace interpersonal processes, such as trust, and how these processes may be affected by political structures, economic conditions and organizational policies and practices. Her work has appeared in over seventy scholarly articles and her most recent book is Organization and Management in the Embrace of Government (Erlbaum, 2001). She is a Fellow of the Academy of Management and served as the Academy’s President in 2002–2003.Amy E. Randel is an Assistant Professor and the Coca-Cola Fellow in the Calloway School of Business & Accountancy at Wake Forest University. She received her Ph.D. in Organizational Behavior from the Graduate School of Management at the University of California, Irvine. Her research interests include identity in organizations, diverse group dynamics, group efficacy, cross-cultural management, and social capital.Richard Reeves-Ellington is currently Professor Emeritus in the School of Management at Binghamton University and an Associate Dean at Excelsior College. He taught at the American University in Bulgaria and Sofia University in Bulgaria as a Fulbright Senior Scholar. His fields of interest revolve around cross-cultural aspects of global organization, marketing, and business strategy. He also served on the Fulbright Selection Committee for SE Europe, the Muskie Foundation for students from the CIS, and the Fulbright Senior Scholars Program. His initial 33-year career in the pharmaceutical industry included 19 years of living in Asia, Europe, and Latin America.Christine M. Riordan is a faculty member in the Department of Management and also the Director of the Institute for Leadership Advancement in the Terry College of Business at the University of Georgia. Chris’ current research, which includes the study of labor force and cross-cultural diversity, has been published in journals such as the Journal of Applied Psychology, Journal of Management, Organizational Research Methods, and Research in Personnel and Human Resource Management.Karlene H. Roberts is a Professor of Business Administration at the Walter A. Haas School of Business, University of California, Berkeley. She has been on the review boards of many major journals in her field. She is a fellow of the American Psychological Association, the American Psychological Society and the Academy of Management. Her current research interests are in the design and management of organizations in which errors can have catastrophic outcomes. In this area she explores cross-level issues.Denise M. Rousseau is the H. J. Heinz II Professor of Organizational Behavior and Public Policy at Carnegie Mellon University. An organizational psychologist, her research focuses on worker-employer relationships and multi-level processes in organizational change. She is editor-in-chief of the Journal of Organizational Behavior, and in 2003–2004, President of the Academy of Management.Melissa Woodard Barringer is an Associate Professor of Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial and Labor Relations at Cornell University. Her research interests are in the areas of total compensation and alternative work arrangements. She is currently studying part-time work in the service industry, and contingent work in the accounting and academic professions.

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Multi-level Issues in Organizational Behavior and Processes
Type: Book
ISBN: 978-1-84950-269-6

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Article
Publication date: 31 August 2021

Tessa Withorn, Jillian Eslami, Hannah Lee, Maggie Clarke, Carolyn Caffrey, Cristina Springfield, Dana Ospina, Anthony Andora, Amalia Castañeda, Alexandra Mitchell, Joanna Messer Kimmitt, Wendolyn Vermeer and Aric Haas

This paper presents recently published resources on library instruction and information literacy, providing an introductory overview and a selected annotated bibliography of…

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Purpose

This paper presents recently published resources on library instruction and information literacy, providing an introductory overview and a selected annotated bibliography of publications covering various library types, study populations and research contexts.

Design/methodology/approach

This paper introduces and annotates English-language periodical articles, monographs, dissertations, reports and other materials on library instruction and information literacy published in 2020.

Findings

The paper provides a brief description of all 440 sources and highlights sources that contain unique or significant scholarly contributions.

Originality/value

The information may be used by librarians, researchers and anyone interested in a quick and comprehensive reference to literature on library instruction and information literacy.

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Reference Services Review, vol. 49 no. 3/4
Type: Research Article
ISSN: 0090-7324

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Available. Content available
Article
Publication date: 1 August 2000

Barbara J. Arnold

95

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Library Hi Tech News, vol. 17 no. 8
Type: Research Article
ISSN: 0741-9058

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Article
Publication date: 1 June 2004

Don de Camara and Punit Renjen

Merger activity will continue to gain momentum in 2004 and integration will remain a “hot topic” with senior executives. The authors have distilled the critical success factors…

5525

Abstract

Merger activity will continue to gain momentum in 2004 and integration will remain a “hot topic” with senior executives. The authors have distilled the critical success factors underlying integrations that drive shareholder value. These success factors are brought to life through best practice examples, including: (1) synergies that make the merged company better able to increase revenues and gain market share than either company could on its own; (2) the importance of early, detailed planning in conjunction with clean teams, active senior management commitment and an “adopt‐and‐go” attitude; (3) a focus on growing the existing business, companies that apply the 80/20 rule – spend only 20 percent of the time on the merger – don’t lose sight of their business and customers; (4) communicating early and often to customers, employees, partners, investors and the media with a realistic assessment of the facts rather than being overly optimistic; and (5) envisioning the desired culture they are looking to create for the new entity and building the sense of community among employees of both organizations.

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Journal of Business Strategy, vol. 25 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1986

Kenneth W. Jones

As the field of history expands with each passing decade, so does the number of reference works on historical events. Many fine reference works have been released in recent years…

35

Abstract

As the field of history expands with each passing decade, so does the number of reference works on historical events. Many fine reference works have been released in recent years, and the following is an annotated list of some of those that librarians ought to consider purchasing. The materials included were published in the decade beginning with the American Bicentennial. The scope of the bibliography is also limited to certain subjects deemed appropriate by the author, and excludes a number of excellent works that were considered too limited (bibliographies of individuals, for example), even though they might well be proper purchases for a library's reference collection. Also excluded, generally, are those works that are revisions of earlier works. The range of subjects included within the larger context of “American history” is somewhat dependent on the materials actually published, and the author has attempted to select only those materials that have received favorable reviews.

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Reference Services Review, vol. 14 no. 3
Type: Research Article
ISSN: 0090-7324

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Article
Publication date: 1 March 2014

Laura A. May, Vera Stenhouse and Teri Holbrook

This manuscript describes the findings of an examination of 21 pre-service teachers and one literacy course instructor within the context of a program focused on urban teacher…

34

Abstract

This manuscript describes the findings of an examination of 21 pre-service teachers and one literacy course instructor within the context of a program focused on urban teacher preparation. Using inductive thematic analysis of multiple data sources, the research team identified three themes. First, general agreement existed amongst the pre-service teachers that Barack Obama’s 2008 election was a critical, important moment in U.S. history with consistent rationales for why they should include information about President Obama’s life and work as part of the curriculum, especially for African American students. This theme comprised three trends: the importance of teaching civics, the historical importance of the first African American president, and the importance of President Obama as a role model. Second, pre-service teachers enacted and responded to barriers to teaching critical literacy about the Obama presidency. This second theme also comprised three trends: a reluctance to detract from President Obama’s positive image, an unease in teaching politics, and the references to developmental issues related to the ages of the kindergarten children they taught. Third, inconsistencies occurred amongst pre-service teachers’ understandings of critical literacy.

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Social Studies Research and Practice, vol. 9 no. 1
Type: Research Article
ISSN: 1933-5415

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Article
Publication date: 1 February 2005

Holly A. Schroth, Jon Bain‐Chekal and David F. Caldwell

The International Journal of Conflict Management 2005, Vol. 16, No. 2, pp. 102–127Although there is clear evidence that particular words and phrases evoke emotional reactions…

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Abstract

The International Journal of Conflict Management 2005, Vol. 16, No. 2, pp. 102–127

Although there is clear evidence that particular words and phrases evoke emotional reactions, little research has explored these in the context of negotiations. In two studies, we identify words that trigger emotional responses in the other party in conflict‐laden negotiations and demonstrate how the perception of negotiators is affected by the use of those words. Words that elicit emotional responses are likely to increase the perception that the party using them is unfair but paradoxically increase the optimism of observers that the conflict will be successfully resolved. This effect is influenced by the gender of the observer.

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International Journal of Conflict Management, vol. 16 no. 2
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 1 May 1987

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined…

96

Abstract

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

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M300 and PC Report, vol. 4 no. 5
Type: Research Article
ISSN: 0743-7633

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