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The purpose of this paper is to examine the relation between employee engagement, decisions to be in a relationship with a co-worker, and commitment uncertainty in a sample of adults who identified they were currently working with their romantic partner.

Because workplace romance can be a taboo topic among working adults, we recruited participants anonymously from online social media websites (n=68). The use of non-experimental design limits the ability to draw causal references in relation to the variables of interest.

Participants who reported they were motivated to be in a romantic relationship with a co-worker to increase status also reported lower levels of engagement, even after controlling for other relationship (e.g. relationship adjustment) and workplace variables (e.g. intent to turnover).

Romantic relationships within the workplace will most certainly transpire yet the topic remains underexplored in the management literature. This work provides scholars and practitioners insight into the psychological mechanisms that influence workplace relationships and more, explores how relationships between co-workers impact performance variables such as employee engagement.

This is the first study to examine the influence of workplace romantic relationships in the context of employee engagement. Moreover, this is one of only a handful of studies that has documented the empirical linkage between workplace relationships and performance variables.

The purpose of this study was to empirically examine the utility of self-determination theory (SDT) within the engagement–performance linkage.

Bayesian multi-measurement mediation modeling was used to estimate the relation between SDT, engagement and a proxy measure of performance (e.g. work intentions) (N = 1,586). To best capture the phenomenon of engagement, two measures of engagement (i.e. the Utrecht Work Engagement Scale-9 [UWES-9] and the Job Engagement Scale [JES]) and one measure of harmonious and obsessive passion (HOPS) were utilized. The HOPS was split into separate scales (harmonious and obsessive passion). SDT was operationalized through the Basic Psychological Needs at Work Scale (BPNS). Performance was operationalized through a latent proxy of work intentions.

Results demonstrated that the association between SDT and engagement were positive. Indirect effects between SDT and work intentions were significant for only two of the four measures of engagement (i.e. the UWES and Harmonious Passion). Hypotheses were partially supported.

SDT operated as an appropriate framework for capturing the underlying psychological structures of engagement for each of the four measures. In some cases, engagement did not mediate the relation between SDT and performance as expected, highlighting the contextual nature of engagement in both application and measurement.

This is one of the first studies to explicitly link a broad well-established psychological theory to engagement. This connection allows researchers to explain the latent processes of engagement that underpin the observed relationships of engagement in practice. Moreover, this is one of only a handful of studies that has used a multi-measurement approach in exploring the engagement–performance linkage and one of the only studies to use Bayesian methodology.

Business process reengineering (BPR) is touted in the literature as the dramatic improvements necessary for competitiveness, but in practice there are many unsuccessful cases. A more systematic and rigorous factor-assessment deemed important to each BPR phase and overall project success is needed. This paper aims to assess the extent to which proposed success factors in a hospital contribute to each BPR phase's success.

Based on the relevant literature, desirable results from each project phase were defined. Overall project success was defined as the benefits hospital managers derive from BPR according to manager opinions. A total of 192 hospital administrators shared their last BPR experience, where changes were operational for at least one year.

Recommendations are made for hospital managers to focus attention and resources on factors important to BPR success. Hospital managers are not emphasizing the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, every business activity's value-added element and applying the right innovative technology. Based on the whole findings, top managers should not engage BPR before ensuring that important success factors are present.

While many researchers identified and/or tested factors important to BPR success, this is the first study to explore BPR success factors' importance to each project phase, from inception to overall project success assessment phase.

The literature is abundant with articles extolling the importance of change as a necessity for business survival and growth. Specifically, business change means the redesigning of business processes, the improvement of the company’s products and/or services, and organizational changes to organizational structure and/or culture deemed necessary for better performance. Despite the importance of the topic, the existing literature contains little empirical evidence. Mostly superficial analyses and personal opinions have been published in this basic area. A field test of how effectively business organizations are implementing business changes, and use IS technology to do so, was undertaken to understand the important characteristics of the business change processes involved and to empirically test the relationships among these constructs. Despite the relatively small sample size, the results provide clear evidence about the importance of effectively managing business change for business success. The items used for measuring the main constructs provide further insights into how managers should go about managing necessary business changes, including IS department support for the change process to improve business performance.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

This paper evaluates the modern baseline presumption of nonconsent in sexual assault (rape) cases in light of different theories of sexuality (feminism on the one hand and sex positivism/queer theory on the other) and in light of how sexuality manifests itself in the lives of contemporary young women. The authors analyze social science literature on contemporary heterosexual practices such as sexting and hook-ups, as well as contemporary media imagery, to inform a contemporary understanding of the ways in which young people perceive and experience sex. Using this evidence as a foundation, the authors reconsider the ongoing utility of a baseline presumption of nonconsent in sexual assault cases. This paper demonstrates the complex relationship between women’s sexual autonomy, the contemporary culture’s encouragement of women’s celebration of their own sexual objectification and the persistence of high rates of unwanted sex. In the end, it demonstrates why a legal presumption against consent may neither reduce the rate of nonconsensual sex, nor raise the rate of reported rapes. At the same time, it shows how the presumption itself is unlikely to generate harmful consequences: if it deters anything, it likely deters unwanted sex, whether consented to or not.

The present paper is intended to form an introduction to the ideas of machine translation; it is in no sense a complete account of the work which has been carried out at Birkbeck College and elsewhere and which interested readers can study in more detail in a book which is in course of publication.

The literature prescribing important determinants of innovation success is grouped into four main areas encompassing strategic leadership, competitive intelligence, management of technology, and specific characteristics of the company's innovation process. Further, industry clockspeed has been considered to be a possible moderator for these determinants of innovation success. While these major areas of study may indeed be important to enhance company innovation and competitiveness, the existing literature on each area is not being shared by researchers in the other areas. That has led until now to the study of models relatively narrow in scope and primarily focused on the particular research area. This study aims to test these constructs as a set of determinants of innovation success and the possible moderating effect of industry clockspeed.

A field test using a mailed questionnaire to collect a relatively large sample has been used to test the proposed model. To eliminate possible multicollinearity among the independent variables, a multivariate regression analysis was used.

The results provide clear evidence about the importance of industry clockspeed as a moderator of the relationships between strategic leadership, competitive intelligence, management of technology, and specific characteristics of the company's innovation process with company success in business innovation. Also, the company's change process as defined here is equally important to low and high clockspeed industries for successfully implementing business innovations.

Despite the relatively broad scope of the proposed model, other factors may also be important and should be included in future studies.

The items used for measuring the main constructs provide further and more specific insights into how managers should go about developing these areas within their organizations.

While the study is grounded in the literature of what until now have been four separate areas of knowledge, it proposed an integrated model for these areas important to business innovation, and empirically tested the model.

Hospitals have adopted new policies, methods and technologies to change their processes, improve services, and support other organizational changes necessary for better performance. The literature regarding the four major areas of strategic leadership, competitive intelligence, management of technology, and specific characteristics of the organization's change process propose their importance in successfully implementing organization innovation. While these factors may indeed be important to enhance hospital performance, the existing literature contains limited empirical evidence supporting their relationship to successfully implementing innovation in hospitals. This study aims to empirically test these relationships proposed in the literature by researchers in separate knowledge areas.

A survey of 223 hospitals has been used to test an integrated model of these relationships. The response rate and the representativeness of the sample in terms of hospital size and geographical location were found satisfactory. The quality assurance/compliance managers for each hospital were the target respondents to questions, which require a corporate perspective while reducing the chance of bias for questions regarding top management leadership abilities.

The results provide clear evidence about the importance of strategic leadership, competitive intelligence, management of technology, and specific characteristics of the hospital's change process to the hospitals success in implementing innovation.

Given the importance of hospitals to change their processes, improve services, and support other organizational changes necessary for better performance, a great benefit is that the main factors for successful innovation have been brought together from scattered literature and tested among hospitals. Further, the items used for measuring the main constructs provide further insights into how hospital administrators should go about developing these areas within their organizations.

This study is a first attempt at empirically testing the importance of strategic leadership, competitive intelligence, management of technology, and specific characteristics of the hospital's change process for the success of innovation efforts.

Without use the expected benefits from healthcare management systems (HMS) cannot be derived. Thus, while use alone may not guarantee success, one can safely assume that the more use the better. HMS has been instrumental in facilitating care providers’ work. However, many hospitals have encountered usage problems and some user-related factors have been recognized in the literature as potentially important to make HMS more successful. The purpose of this paper is to test the importance of the factors proposed in the literature as important determinants of HMS usage measured by the number of hours used and the frequency of use.

Several user-related variables such as user participation, user expertise, and user training previously studied separately by different authors are brought together into an integrated model to be tested empirically. Data from 213 nurses using their hospital HMS have been used to test proposed relationships between the independent variables and HMS usage results.

The results confirm the importance of these factors and provide the basis for managerial recommendations. Hospital managers can use the resources validated by this study to improve their own operations and improve the likelihood of success implementing HMS. Future research projects may identify other possible factors important for HMS implementation success to improve the model proposed here.

HMS is a very widely used and an important system for hospitals, but has been neglected in research. This is one of the first rigorous studies of HMS, and the results provide new practical insights for hospital administrators.