Network centrality, power, and innovation involvement: determinants of technical and administrative roles

Article Abstract:

The reported research investigated the relative impacts of individual attributes, formal position, and network centrality on the exercise of individual power, measured as involvement in technical and administrative innovations. Centrality was more important for administrative innovation roles, and rank and centrality were indistinguishable in their effects on technical innovation roles. Centrality also appeared to mediate the impact of individual attributes and formal position on administrative innovation roles to a greater extent than it mediated their impact on technical roles. Results suggest that an organization's informal structure may be more critical than its formal structure when the exercise of power requires extensive boundary spanning and that sources of power have both general and innovation-specific effects. (Reprinted by permission of the publisher.)

Authority

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Antecedents to commitment to a parent company and a foreign operation

Article Abstract:

This study of 321 American managers on international assignment in Pacific Rim or European countries assessed theoretically and empirically the extent to which various personal, job, organizational, and nonjob factors accounted for commitment to their parent companies and foreign operations. Regression analyses found both common and unique antecedent variables related to each target of organizational commitment; furthermore, discriminant analysis revealed patterns of dual and unilateral commitments based on specific job, organizational, and nonjob factors. The results reinforce the importance of nonjob factors to organizational commitment in international settings. Implications for research on commitment and human resource management are discussed. (Reprinted by permission of the publisher.)

Management, Employment abroad, Overseas employment

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A typology of deviant workplace behaviors: a multidimensional scaling study

Article Abstract:

In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious,and interpersonal versus organizational. On the basis of these two dimensions, employee deviance appears to fall into four distinct categories: production deviance, property deviance, political deviance, and personal aggression. Theoretical and empirical implications are discussed. (Reprinted by permission of the publisher.)

Problem employees, Antisocial behavior

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