http://idea.library.drexel.edu/handle/1860/1288 http://idea.library.drexel.edu/retrieve/8369 http://idea.library.drexel.edu/handle/1860/1288 Search the Channel search http://idea.library.drexel.edu/simple-search http://idea.library.drexel.edu/handle/1860/2620 Title: Validity of the structural properties of text-based causal maps: an empirical assessment <br/> <br/>Authors: Nadkarni, Sucheta; Narayanan, V.K. <br/> <br/>Abstract: Recently, text-based causal maps (TBCMs) have generated enthusiasm as a methodological tool because they provide a way of accessing large, untapped sources of data generated by organizations. Although TBCMs have been used extensively in organizational behavior and strategic management research, studies assessing the psychometric properties of TBCM measures are virtually non-existent. With the intention of facilitating large sample substantive research using TBCMs, we examine the construct validity of two most frequently employed structural properties of TBCMs: complexity and centrality. In assessing construct validity, we examine the internal consistency, dimensionality and predictive validity of the structural properties. Our results suggest that complexity is not a general cognitive attribute. Rather, it is indicative of domain knowledge. On the other hand, centrality, which reflects the degree of hierarchy characterizing the TBCM, is related to cognitive ability, and may reflect general information processing. Moreover, we found that complexity and centrality, but not cognitive ability, predicted student performance. We discuss the implications of these results. http://idea.library.drexel.edu/handle/1860/2610 Title: The relationship between work commitment models and employee withdrawal intentions <br/> <br/>Authors: Carmeli, Abraham; Gefen, David <br/> <br/>Abstract: This study is an attempt to contribute to an emerging stream of research (e.g., Cohen, 1999, 2000), which attempts to explore how work commitment forms affect one another and how together they serve to influence work behaviour and outcomes. Drawing on Morrow’s (1993) five universal forms of work commitment, we tested the relationships between two work commitment models, namely Morrow (1993) and Randall and Cote (1991), and two forms of employee withdrawal intentions: from their organisation and from their occupation. To this end, we investigated professional employees (social workers) employed in the Israeli healthcare system through a structured questionnaire. Path analysis results cast doubt on the applicability of both models in their original form, across scenarios. At the same time, with some modifications, both models show a good potential for explaining variance in employee withdrawal intentions from both their organisation and their occupation. This research contributes to work commitment literature by (1) providing empirical findings and theoretical interpretations regarding the role of a particular professional setting in explaining the interrelationships among models of work commitment, and (2) how some constellations of different work commitment foci explain multiple withdrawal intentions. http://idea.library.drexel.edu/handle/1860/2592 Title: Dynamic delegation: shared, hierarchical, and deindividualized leadership in extreme action teams <br/> <br/>Authors: Klein, Katherine J.; Ziegert, Jonathan C.; Knight, Andrew P.; Xiao, Yan <br/> <br/>Abstract: This paper examines the leadership of extreme action teams—teams whose highly skilled members cooperate to perform urgent, unpredictable, interdependent, and highly consequential tasks while simultaneously coping with frequent changes in team composition and training their teams’ novice members. Our qualitative investigation of the leadership of extreme action medical teams in an emergency trauma center revealed a hierarchical, deindividualized system of shared leadership. At the heart of this system is dynamic delegation: senior leaders’ rapid and repeated delegation of the active leadership role to and withdrawal of the active leadership role from more junior leaders of the team. Our findings suggest that dynamic delegation enhances extreme action teams’ ability to perform reliably while also building their novice team members’ skills. We highlight the contingencies that guide senior leaders’ delegation and withdrawal of the active leadership role, as well as the values and structures that motivate and enable the shared, ongoing practice of dynamic delegation. Further, we suggest that extreme action teams and other “improvisational” organizational units may achieve swift coordination and reliable performance by melding hierarchical and bureaucratic role-based structures with flexibility-enhancing processes. The insights emerging from our findings at once extend and challenge prior leadership theory and research, paving the way for further theory development and research on team leadership in dynamic settings. http://idea.library.drexel.edu/handle/1860/2540 Title: Investigating postadoption utilization: an examination into the role of interorganizational and technology trust <br/> <br/>Authors: Lippert, Susan K. <br/> <br/>Abstract: Grounded in the technology acceptance model (TAM), this study examines the influence of technology trust and interorganizational trust on postadoption utilization. This study extends the innovation diffusion literature by drawing upon past diffusion research and considering trust-based determinants in facilitating technology usage. Field interviews were conducted to develop an understanding of the user population and the unique challenges the individuals experienced while working with the new system. The results of the interviews enabled the author to identify which variables to investigate further through the use of a survey data collection protocol. In the present study, 273 first-tier supply chain members of the second-largest U.S. automotive service-parts logistics operation, who were recently introduced to a new supply chain management technology, were surveyed. Using a structural equation model, nine hypotheses were tested. As hypothesized, an individual’s technology trust and interorganizational trust have an effect on perceived ease of use and perceived usefulness, which further influence postadoption technology utilization behavior. The results suggest that even in supply chains where usage is mandated, the presence of technology and interorganizational trust can increase individual utilization of new technologies. Implications of this study along with suggestions for future research are provided. http://idea.library.drexel.edu/handle/1860/1289 Title: Managing incidents of work-family conflict: A decision-making perspective <br/> <br/>Authors: Powell, Gary N.; Greenhaus, Jeffrey H. <br/> <br/>Abstract: The present study proposed a decision process that people follow in incidents of workfamily conflict and offered an initial test of factors that may influence their decisions. It distinguished between decisions regarding the mobilization of social support to avoid conflict, and decisions regarding participation in a work and/or family activity if the conflict was not avoided. According to analyses of critical incidents provided by managers and professionals employed in full-time jobs, decisions were influenced by internal cues reflecting the individual’s priorities in the conflict situation, role sender cues reflecting the priorities of involved parties in the individual’s work and family roles, and role activity cues reflecting characteristics of the specific activities in conflict. Moreover, our findings suggest that the utilization of these cues often represents an attempt to preserve positive relationships with important role senders in the work and family domains.