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The purpose of this paper is to report on the development and analysis of an internal bibliometric services workshop for subject librarians. Primary goals of the workshop were to create an opportunity for collegial knowledge and skill sharing, and to identify discipline specific gaps and future support requirements.

Two campus librarians who typically offer bibliometric support services used pre- and post-surveys to plan and assess the workshop for subject liaison librarians.

Subject librarians from across the university expressed interest in developing bibliometric support services. The 12 workshop participants (30 percent of subject librarians) support diverse areas including the humanities, social sciences, life sciences, education and outreach, and the school of business. Post-workshop survey respondents highlighted the contextualization of available measures and the appropriate application of metrics in different disciplines to be the most helpful topics covered. Finally, while the institution subscribes to several citation analysis databases, more familiarity with Google Scholar citations was requested to address user needs and preferences across the various disciplines. Most participants expressed interest in attending additional workshops.

This study showcases the experience of campus librarians working together across academic schools and disciplines to respond to the increasing demand for bibliometric and scholarly impact support services. While services such as citation analysis have typically been siloed in specific job descriptions or subject areas within the library, these are service areas that can benefit from internal library-collaboration opportunities and knowledge sharing.

This study examines the relationship between the motives for balanced scorecard (BSC) adoption and the development and use of the BSC. We expect that a stronger focus on economic adoption motives is associated with full development of the BSC and its integration into the performance measurement and control systems of the firm. In contrast, we expect that a higher focus on legitimacy as a motive for adoption leads to loose coupling of the BSC with the control systems of the firm. We expect legitimacy as a catalyst to BSC adoption leads to a lower level of BSC development and use, which enables the organization to keep the environment satisfied, but does not influence processes within the organization.

The data are obtained from a web-based survey with 88 useful responses of firms indicating that they use the BSC. The study investigates the relationship between the motives for BSC adoption (economic and legitimacy) and the development and use of the BSC. The results provide evidence for the hypothesis that economic motives for adoption positively affect the development of the BSC. In addition, the results partially support the hypothesis that legitimacy motives negatively affect the use of the BSC. When legitimacy comes via the mechanism of mimetic isomorphism, it has a negative effect on use of the BSC. Surprisingly, however, legitimacy has a positive effect on use when it comes via the mechanism of normative isomorphism.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

This study aims to investigate the nature of management accounting (MA) change and the institutional pressures driving the change using the context of an emerging economy – Bangladesh.

The study collected data from 20 listed companies in Bangladesh through in-depth interviews. It uses the typology of MA change proposed by Sulaiman and Mitchell (2005) in identifying the nature and extent of MA change executed during the preceding three years. A modified version of Granlund and Lukka’s (1998) model is used to identify and explain the impact of institutional and economic pressures on MA change.

This study finds that MA changes have taken place in the Bangladeshi listed companies in the forms of modification, addition and replacement during the preceding three years. The findings also showed that mimetic and coercive pressures influence the adoption of new MA techniques or changes in the existing MAP. The impact of economic forces (specifically the advancement of operating technology and competition intensity) on MA change is also well evident.

This study focuses on the typology of MA change and the institutional forces affecting the MA change, which have rarely been addressed in the context of an emerging and developing economy.

This chapter investigates how regional start-up rates in the knowledge-intensive services and high-tech industries are influenced by knowledge spillovers from both universities and firm-based R&D activities. Integrating insights from economic geography and organizational ecology into the literature on entrepreneurship, we develop a theoretical framework which captures how both supply- and demand-side factors mold the regional bedrock for start-ups in knowledge-intensive industries. Using multilevel data of all knowledge-intensive start-ups across 286 Swedish municipalities between 1994 and 2002 we demonstrate how characteristics of the economic and political milieu within each region influence the ratio of firm births. We find that knowledge spillovers from universities and firm-based R&D strongly affect the start-up rates for both high-tech firms and knowledge-intensive services firms. Further, the start-up rate of knowledge-intensive service firms is tied more strongly to the supply of university educated individuals and the political regulatory regime within the municipality than start-ups in high-tech industries. This suggests that knowledge-intensive service-start-ups are more susceptible to both demand-side and supply-side context than is the case for high-tech start-ups in general. Our study contributes to the growing stream of research that explains entrepreneurial activity as shaped by contextual factors, most notably academic institutions, such as universities that contribute to knowledge-intensive start-ups.

In this chapter, we explore the relationship between organizational complexity and firm-level innovation. We define and operationalize a new construct, experienced complexity, which is the extent to which the organizational environment makes it challenging for decision makers to do their jobs effectively. We distinguish experienced complexity from structural complexity, which is the elements of the organization, such as the number of reporting lines or integrating mechanisms, that are deliberately put in place to help the organization deliver on its objectives, and we argue that structural complexity correlates positively with firm-level innovation, while experienced complexity correlates negatively with innovation. Using a novel dataset combining survey and objective data on 209 large firms, we find support for our arguments.

This empirical study aims to examine an organizational response to the needs of e‐business, virtual organization, and associated determinants of its successful adoption in the Taiwanese electronics industry.

The research examined a large sample of Taiwanese electronics companies. A research population of Taiwanese electronics companies was drawn from firms listed on both the TAIEX and the OTC markets and included 305 firms. Questionnaires were sent to firm administrators who were asked the degree to which the company had undertaken virtual organizational structuring that was enabled by information technologies.

The findings of this research reveal significant impacts of individual and organizational factors, but no effect for environmental variables on virtual organization adoption.

While the results might provide clues for understanding the adoption of virtual organization structure in the manufacturing sector, there still remains uncertainty in generalizing to service industries. The variety of types of service firms and their outputs makes any generalization to services from this study difficult.

First, information technologies may provide the potential means to implement innovative organization structures, such as virtual organization, to respond to the pressures of change. Second, the adoption and diffusion of virtual organization might transform firms to meet the demands of e‐commerce.

The study identifies factors which may impact on the successful use of information technologies to implement innovative organization structures, such as virtual organizations, to respond to the pressures of change.

This study sought to identify the organizational factors associated with team and network effectiveness of the Athena Breast Health Network, a multi-site collaboration between five University of California health systems.

Providers, managers, and support staff completed self-administered surveys over three years. Statistical analyses at the network and medical center levels tested hypotheses regarding the correlates of effective teams and perceived network effectiveness over time.

Perceived team effectiveness was positively correlated with group culture and environments which support collaboration, negatively correlated with hierarchical culture, and negatively associated with professional tenure at year two. As measured by increasing team effectiveness scores over time and Athena’s potential impact on patient care, perceived network effectiveness was positively associated with team effectiveness.

Results do not allow us to conclude that a certain type of culture “causes” team effectiveness or that team effectiveness “causes” greater perceptions of progress over time. Subsequent studies should examine these variables simultaneously. Further research is needed to examine the role of payment incentives, internal reward systems, the use of electronic health records, public disclosure of performance data, and depth of leadership within each organization and within the network overall.

Focusing on group affiliation and participation may improve team member perceptions regarding effectiveness and impact on patient care.

Relatively little is known about the adaptive processes that occur within inter-organizational networks to achieve desired goals, and particularly the roles played by multi-disciplinary inter-professional teams. We studied a network comprising multiple campuses actively involved in better understanding, preventing, and treating a complex disease.

I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.

In this chapter, we make the argument that science-based firms in the life sciences are expected to actively expand the volume and scope of collaborations, and broaden the kinds of partners with whom they collaborate, as they grow larger, older, and become successful. We base our arguments on a general process of organizational learning in which organizations with diverse ties are exposed to a broader stock of knowledge, heterogeneity in the portfolio of collaborators facilitates innovation, and repeat contracting enables organizations to deepen their protocols for the exchange of information and resources. We draw from these ideas the conclusion that interfirm collaboration is not a transitional stage, or stepping stone, to success or maturity, but a significant organizational practice in technologically advanced fields. Extending this argument, we suggest this strategy of interfirm collaboration represents neither dependency nor specialization but an alternative way of accessing knowledge and resources.