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In order to implement business process reengineering successfully, organizations find that they need to combine a variety of change initiatives. Yet, most of the empirical literature dwells on a single change initiative. Integrating multiple change initiatives requires a structural learning mechanism. The learning mechanism is created to lead, design, and implement the overall change effort. This paper reports on BPR at Blue Shield of California. The theoretical implications of system‐wide transformation and learning mechanisms ‐ based on the integration of BPR with other change initiatives ‐ within the rapidly changing health care competitive context are discussed.

Performance measurement is common in state and local governments. However, having a performance measurement system does not guarantee that results are shared with the citizenry. This study evaluates the relative accessibility of performance information on state government websites. Drawing upon the e-government and bureaucratic paradigms developed by Ho (2002), we find that state governments are more likely to approach reporting of performance information from a bureaucratic perspective than an e-government perspective. Regardless of the paradigm used, however, locating and accessing performance information often is a difficult and frustrating process. We argue that states are missing an opportunity to better manage the government-citizen relationship when they fail to share the results of their performance measurement efforts.

The purpose of this paper is to analyze the bidirectional relationship between corporate social responsibility (CSR) practices and innovation according to the resource‐based theory.

Based on a sample formed by companies with investments in R&D for the 2003‐2007 period worldwide, a bidirectional model is defined, one model in which the innovation realized by companies is a function of CSR practices, activity sector, firm size and risk, and another model in which CSR practices are a function of innovation, activity sector, firm size and risk.

The results of both models show that the bidirectional relationship between the two strategic decisions is negative. However, the effect of the sustainable practices undertaken by those companies listed on the Dow Jones Sustainability Index on innovative efforts is statistically less significant. It was also found that this type of investment takes three years to show its value added in CSR practices and that the relationship between innovation and corporate social responsibility practices is not the same in different sectors.

The empirical evidence suggests that, in general, companies do not implement innovations linked to topics of sustainability; at the same time, an incompatibility exists between investment in R&D and the encouragement of corporate sustainable behavior.

Previous studies have focused more on analyzing the influence of CSR practices on innovation and in this paper the influence of innovation on CSR practices is also analyzed.

The paper aims at summarizing the state of knowledge on the relationship between a company’s corporate social responsibility (CSR) and its innovation performance.

The research relied on a systematic literature review with the use of SALSA (Search, AppraisaL, Synthesis, Analysis) and backwards-snowballing methods. The search encompassed one electronic database – Scopus. Finally, the set of papers analyzed amounted to 24 publications. The relationship between innovation and CSR reported in these papers were synthesized in the form of a mapping review.

The results indicated the lack of scientific consensus on many aspects of the relationship studied. CSR was assumed to influence innovation performance, and inversely, innovations were presumed to have an impact on the company’s CSR. However, the relation’s determinants were strongly diversified in the set of articles studied.

The present paper omitted articles published in languages other than English. Also, it limited the papers studied to those published between January 2000 and August 2014 in journals listed on the Journal Citation Report. The paper contributes to the research by highlighting the most important research gaps and implications for further research.

The present paper constitutes an up-to-date summary on the studied relationship, which is important for practitioners in the management process.

According to the authors’ knowledge, no systematic reviews dedicated to the relationship between a company’s CSR and its innovation performance were made before. Thus, it fulfils an important research gap.

It is recognized that employees’ helping and voice behaviors are dimensions of organizational citizenship behavior used by supervisors to evaluate their job performance. However, existing empirical studies of these relationships have shown inconsistent findings. From the perspective of attributional theory, the purpose of this paper is to explain when subordinates’ helping and voice behaviors are more positively related to job performance by considering supervisor-attributed prosocial and impression management motives.

Using a sample of 200 supervisors in South Korea, the authors tested the hypotheses with hierarchical multiple regression analyses.

Results indicate that the positive effects of helping and voice behaviors on job performance were stronger when supervisors attributed such behaviors as driven less by impression management motives related to self-interest. However, contrary to the expectations, the positive influences of helping and voice behaviors on job performance were stronger when supervisors perceived low prosocial motives.

Findings suggest that supervisors need to avoid making the wrong attributions with regard to their subordinates’ helping and voice behaviors during the evaluation process. In addition, subordinates need to have clear motives and demonstrate consistent behavioral stances when engaging in such behaviors.

Using social information theory and attribution theory, this study contributes to explain when helping and voice behaviors improve evaluations of employees’ job performances by considering supervisor-attributed motives.

The policies of the American Library Association (ALA) concerning the concept of intellectual freedom are embodied in the Library Bill of Rights, the association's official statement on free access to libraries and library materials. The Library Bill of Rights is a brief, deceptively simple document that has provoked constant debate and reinterpretation since its adoption by ALA almost 40 years ago.

This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.

This multilevel study investigates how the association of employees’ perceived immediate leaders’ servant leadership and their job satisfaction is influenced by leaders’ emotional labor. Participants in this study included 180 employees and 40 immediate leaders from 40 groups across 16 firms. To avoid of common methods of variances, multiple ratings were employed. Servant leadership of immediate team leaders and subordinates’ job satisfaction were rated by subordinates.

The results showed the positive relationship between perceived team leaders’ creating value for community (one dimension of servant leadership) and team members’ job satisfaction is strengthened by an increase in leaders’ deep-acting of emotions, but is decreased with an increase in leaders’ surface-acting and expression of naturally felt emotions.

This study confirms that a team leader’s emotional labor is likely to affect team members’ job satisfaction, which is also related to employees’ perceived servant leadership. Although how leaders display their emotions in organizations has a significant influence on the association between leaders’ creating value for community and subordinates’ job satisfaction, this study did not identify the explicit mechanisms to explain why this happens.

These findings will enrich the practice of leaders’ emotional management in organizations.

This chapter is the first to provide a perspective to understand leaders’ emotional labor from cross-level analysis. This study also extends our understandings of the effects of servant leadership and its relationships with subordinates’ job satisfaction through an exploration of each dimension of servant leadership on job satisfaction rather than relying on an overall measure servant leadership.

Community-police relations have gained increasing public attention during the past decade. The purpose of the present study was to better understand the relationship between perceived community support and police officer burnout and engagement.

Data were gathered via online survey from 117 officers from a city police department in the Southeastern United States.

Community support was negatively correlated with burnout and positively correlated with engagement. Moreover, multiple regression analyses showed that community support explained significant incremental variance in most dimensions of burnout and engagement, above and beyond demographic factors and community stressors. Qualitative results showed that police officers had mixed perceptions of how they were viewed by the general public, with more negative than positive responses. However, officers felt more positively perceived in their own communities, but concerns were raised that national events affected the perceptions of officers even in positive relationships with their communities. Finally, officers felt that public perceptions impacted their job satisfaction, job performance and personal lives.

The results have practical implications for how to encourage positive interactions between officers and their community, with recommendations for both law enforcement leaders and civilians.

This study is one of the few that highlights the officers' perspective on how public perceptions affect their work. This is important in understanding how to maximize quality community interactions while minimizing conditions that would increase burnout.

The purpose of this paper is to examine the literature of CSR before and in the aftermath of the financial crisis in 2008. The aim of the research question is to map out the consequences upon CSR derived from the crisis and to derive new principles of future CSR models to come consistent with the consequences of the financial crisis, and to suggest new research as well as policy-making possibilities to highlight the importance and necessary survival of CSR as an instrument for sustainable and financial progress.

This paper uses a literature review of CSR prior to and after the financial crisis 2008, with an emphasis on academic papers published in peer-reviewed journals.

The findings of the paper reveal that post-crisis CSR-models do not articulate anything that has not been mentioned before; however, they do strengthen former values of CSR, but still lack an overall formula of how the financial sector can adopt CSR in the core of their businesses, and transparently display their products, and the risk adhering to them. The paper proposes a new Four-“E”-Principle that may guide new CSR-models to accomplish this deficit. See under “Originality”.

The paper calls for a discussion on ways in which governments and businesses can enhance social responsibility, though balancing the requirements of more engagement from businesses, as well as public sector companies in CSR. This paper suggests some instrumental mechanisms of how governments can engage, not only multinational companies, but also smaller companies, and other kinds of organizations acting on the market, to make them engage more in CSR.

The paper proposes a new Four-“E”-Principle to guide the development of new CSR-models based upon the core of Schwartz and Carroll's “Three-domain CSR-model”, which the Principle extends and revises to: Economy, L/Egal, Environment, and Ethics. This Principle disentangles the dialectic relationship between economic and social responsibility; takes financial products into consideration; refines the definitions of good stakeholder engagement without the illusions of corporate “Potemkinity”; and considers the benefit of replacing the semiotic meaning of the “C” in CSR from “corporate” to “capitalism's social responsibility” in order to extend the concept towards a broader range of market agents.