Handbook On The Temporal Dynamics Of Organizational Behavior

Handbook on the Temporal Dynamics of Organizational Behavior is designed to help scholars begin to address the temporal shortcomings in the extant organizational behavior literature. The handbook provides conceptual and methodological reasons to study organizational behavior from a dynamic perspective and offers new conceptual and theoretical insights on some of the most popular organizational behavior topics. Unlike many other handbooks, this one provides methodological and analytical tools, including syntax and example data files, to help researchers tackle dynamic research questions effectively.

Presenting a contemporary outlook on how organizations must adjust to the ‘Era of Me’, this timely book analyses contemporary learning paradigms, sustainability, performance management, and theories of work-related attitudes to promote organizational culture and productivity in workplaces in this volatile modern era.

One of the most important advances in the delivery of healthcare has been recognition of the need for developing highly functioning multi-disciplinary teams. Such teams, when structured in a cohesive fashion, can function more effectively and efficiently than the sum of their parts. The benefits of teamwork extend from the delivery of care to a single patient to the overall structure and function of entire care delivery systems. Recognizing the value of collaborative approaches for improving all aspects of healthcare delivery and having champions, leaders, structure, function, goals, and accountability are paramount to success, regardless of how defined. Another important pillar of teamwork is excellent communication with clearly defined information flows and cross-verification mechanisms. This book outlines how to work together for shared goals in a complex, diverse, and constantly evolving health care system.

EPDF and EPUB available Open Access under CC-BY-NC-ND licence. Individuals’ behaviours at work are known to be shaped by cold, or cognitive-motivational, processes as well as hot, or affect-motivational, processes. To date, employee proactivity research has mainly focused on the ‘cold’ side. But emotion has been proposed to ‘energize’ employees’ proactivity, especially in interdependent and uncertain work environments. In this pioneering work, expert scholars offer new thinking on the process by examining how emotion can drive employees’ proactivity in the workplace and how, in turn, that proactivity can shape one’s emotional experiences.

This volume brings together experts in generativity and related fields to provide a compelling overview of contemporary research and theory on this topic. Generativity refers to a concern for - or acting towards - the benefit of future generations as a legacy of the self; it has implications for outcomes at the individual, relational and social, and broader societal levels. Understanding the role and expressions of generativity at various stages of our lives is important to our sense of well-being and purpose, and it impacts our parenting, caregiving, and social relationships, as well as having implications for our activities and experiences in the workforce, and in voluntary activities in our communities and the wider society. The chapters in this volume explore the meaning and impact of generativity across development and across life contexts and roles. They address generativity within a particular area or life domain, or period of the lifespan, and outline key methods and findings, as well as theoretical issues and applied implications. The volume represents the first comprehensive exploration of generativity from early to late adulthood; it offers a broad international perspective and will inform research into generativity across multiple cultures.

Offering innovative ideas that explore how strategy and management methodology can be developed, Methods to Improve Our Field considers approaches that range from the re-imagining of secondary data in the digital age and Interpretive Phenomenological Analysis (IPA) to Machine Learning and Artificial Intelligence.

This collection provides a primer to the process and promise of computational modeling for industrial-organizational psychologists. With contributions by global experts in the field, the book is designed to expand readers’ appreciation for computational modeling via chapters focused on key modeling achievements in domains relevant to industrial-organizational psychology, including decision making in organizations, diversity and inclusion, learning and training, leadership, and teams. To move the use of computational modeling forward, the book includes specific how-to-chapters on two of the most commonly used modeling approaches: agent-based modeling and system dynamics modeling. It also gives guidance on how to evaluate these models qualitatively and quantitatively, and offers advice on how to read, review, and publish papers with computational models. The authors provide an extensive description of the myriad of values computational modeling can bring to the field, highlighting how they offer a more transparent, precise way to represent theories and can be simulated to offer a test of the internal consistency of a theory and allow for predictions. This is accompanied by an overview of the history of computational modeling as it relates to I-O psychology. Throughout, the authors reflect on computational modeling’s journey, looking back to its history as they imagine its future in I-O psychology. Each contribution demonstrates the value and opportunities computational modeling can provide the individual researcher, research teams, and fields of I-O psychology and management. This volume is an ideal resource for anyone interested in computational modeling, from scholarly consumers to computational model creators. Chapter 1 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

The Oxford Handbook of Decision-Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at theindividual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.Contributors: Eric Abrahamson, Julia Balogun, Michael L Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M Desai, Giovanni Dosi, Roger L M Dunbar, Stephen M Fiore, Mark A Fuller, Michael Shayne Gary, Elizabeth George,Jean-Pascal Gond, Paul Goodwin, Terri L Griffith, Mark P Healey, Gerard P Hodgkinson, Gerry Johnson, Michael E Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T Lewis, Dan Lovallo, Rebecca Lyons, Peter M Madsen, A. John Maule, John M Mezias, Nigel Nicholson, Gregory B Northcraft, David Oliver,Annie Pye, Karlene H Roberts, Jacques Rojot, Michael A Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A Scott, Zur Shapira, Carolyne Smart, Gerald F Smith, Emma Soane, Paul R Sparrow, William H Starbuck, Matt Statler, Kathleen M Sutcliffe, Michal Tamuz , Teri JaneUrsacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.