Designing effective learning systems for management education: student roles, requisite variety, and practicing what we teach
Article Abstract:
Process design principles from organization science offer insights for constructing learning systems that produce consistent, high-quality management education. We incorporated key process design concepts into a structure for graduate and undergraduate management and organizational behavior courses and then tested predictions using path analysis and comparative measures of dispersion. Results indicate that variety designed into a learning system can overcome extensive individual differences in student inputs and yield uniformly high levels of perceived personal effectiveness, organizational effectiveness, ability to apply course materials, and satisfaction with both course results and the educational process. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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Voter behavior in union certification elections: a longitudinal study
Article Abstract:
This study assessed the relations among social pressures favoring unions, job satisfaction, perceptions of union instrumentality, and individuals' voter behavior using covariance structure analysis. Job satisfaction and union instrumentality were measured prior to and following union certification elections. Results indicate social pressure was the strongest predictor of voter behavior, having a direct effect as well as mediated effects through satisfaction and commitment. Only voter behavior directly affected satisfaction and commitment after elections, suggesting significanmt cognitive readjustment took place among individuals. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1993
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A derivation of the underlying constructs of just-in-time management systems
Article Abstract:
Researchers have recommended that the theoretical constructs underlying just-in-time (JIT) management systems be identified and developed if JIT is to be fully under understood and its full capabilities realized. In this study, wer advanced this conceptual development through an instrument based on the relevant literature and empirically deriving three underlying constructs: (1) operating structure and control, (2) product scheduling, and (3) quality implementation. We report a content analysis of these constructs and develop propositions regarding their relationships, predecessors, and outcomes. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1992
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