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The purpose of this paper is to examine and develop a cross‐level model of the phenomenon of bullying at three levels (e.g. individual, group, and organizational).

This is a theory‐based paper operationalizing transactional coping theory across three levels of an organization relative to bullying activities.

There can be spillover from bullying from the dyadic level to other levels in the organization. While bullying is frequently discussed as an individual‐to‐individual phenomenon, the conflict can reverberate up to the group and organizational level. The interaction between the three levels needs to be taken into consideration when developing effective managerial plans to address the negative consequences of bullying.

Additional research is needed to address the interaction effect between all three levels that can be impacted by bullying acts. Without addressing the spillover from one level to another, remediation programs will be less than effective.

Bullying appears to be increasing in organizations today and affecting financial as well as human resources. Owing to the increased complexity of conducting business in a hyper‐competitive global marketplace, bullying behavior needs to be addressed by management to prevent the proliferation of bullying acts in organizations.

The unique contribution of this paper is twofold: the first to identify the externality effect of bullying behavior, and the application of a single coping theory across multiple levels of an organization.

The philosophical blend of rigor and relevance characteristic of the Michigan State program was instrumental in the development of many who graduated from this institution. The result has been an increase in faculty who understand the multiple constituencies that depend on our work, and look beyond the simple publication records of fellow academics. These constituencies, or stakeholders, include students of all levels, firms, employees/managers/executives, economies, our academies, and our institutions. In other words, it was instilled upon us that our responsibilities went further than incremental contributions to the literature, and in fact we should look at our profession as one that should take ideas from theories and concepts all the way to dissemination in the classroom and application in the field. As a result, we were encouraged to become full portfolio professors: those who can forecast real business problems, develop theories to address those problems, test those theories in a rigorous fashion, and publish the results in the best of the academic journals. Where many other programs would consider this the endpoint of our responsibilities, we were encouraged to extend our efforts to address the needs of all our stakeholders. This could be accomplished in a number of ways, but particularly we were taught to reformulate our writings to address a managerial audience, and to refine our research to provide undergraduate, MBA, and executive audiences with the tools necessary to address the problems they deal with, or would deal with, in their work routines. This perspective not only influenced others outside of the academic world, but also forced us to constantly consider the relevance of our research and avoid an incremental or esoteric research agenda which might fail to provide meaningful solution sets to those managers at the sharp end of the business stick.

IIA tells LOC to stay out of the market The US Information Industry Association (IIA) has come out strongly against the Library of Congress' plan to generate fee‐producing products and services. It argues that the proposal is not only unfair to the private sector but bad information policy in general.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of stakeholders. In a rare chain of events, non-unionized workers and managers engineered a change in senior management of the company. Their willingness to sacrifice their livelihoods in support of one person exemplifies the impact that can be made by a single, authentic, leader. This case draws upon secondary sources which provide insight into broad panoply of business and organizational behavior issues. The primary focus of the case, however, is leadership.

This case was developed using secondary sources and court documents that reported on the events that precipitated the problems at Market Basket as well as the strike and aftermath.

Management principles, organizational behavior. All undergraduate class levels would be appropriate.

This case exemplifies these three major theories in a real-life situation: stakeholder theory, corporate culture theory, organizational commitment.

Harvey Nichols, one of London's major department stores, has embarked on a programme that will eliminate paper from their information system, and make data available to all levels of management through the use of Viewdata television.

Drawing from the work of sociologist Niklas Luhmann, this paper analyzes and critiques the ways sociology presents itself as a vehicle for sociological “enlightenment.” It begins with a brief historical account of how sociology has come to describe itself as a science in the name of promoting social justice rooted back to the European Enlightenment of the eighteenth century. Next, the relevant elements of Luhmann's theory of society are explained ground the analysis. Luhmann's critiques of sociology and science are then presented to explain how a Luhmannian understanding of social systems exposes what is missing in sociology's current self-description of itself and its “enlightenment” mission. Building upon Luhmann's observations, a preliminary observational analysis of the communication techniques and technologies of sociology, such as classes, conferences, and publications, is assessed to evaluate the tools sociology uses to engage in communication and “irritate” other social systems. The central question here is, are these tools effective in communicating sociological knowledge in a way that aligns with the aspirational humanistic goals sociology seeks to achieve? The argument then concludes with some remarks about how sociology might potentially overcome its communicative efficacy problem if it takes seriously the insights from a Luhmannian approach to communication and considers alternative forms of communication to reach new audiences. In this way, sociology could perhaps overcome the gap between the facts of its communicational efficacy and its enlightenment norms.