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管理探寻杂志
编辑时间：2006/02/03 幻想的边疆
Management Inquiry -- Table of Contents Alert
A new issue of Journal of Management Inquiry
has been made available:
1 March 2006; Vol. 15, No. 1
URL: http://jmi.sagepub.com/content/vol15/issue1/?etoc
Editor's Introduction
牋牋 Vincent L. Barker, III
牋牋 Journal of Management Inquiry 2006;15 5-6
http://jmi.sagepub.com/cgi/reprint/15/1/5?etoc
Inquiry on Inquiry: Scientific Inquiry as a Reflective Process
牋牋 C. Murat Alpaslan, Marin Babb, Sandy Edward Green, Jr., and Ian I.
牋牋 Mitroff
牋牋 Journal of Management Inquiry 2006;15 7-16
http://jmi.sagepub.com/cgi/content/abstract/15/1/7?etoc
Editor's Introduction
牋牋 Mary Ann Glynn
牋牋 Journal of Management Inquiry 2006;15 17
http://jmi.sagepub.com/cgi/reprint/15/1/17?etoc
Questioning Consensus, Cultivating Conflict
牋牋 Christian De Cock and Emma L. Jeanes
牋牋 Journal of Management Inquiry 2006;15 18-30
http://jmi.sagepub.com/cgi/content/abstract/15/1/18?etoc
Cultivating Questions, Consensual Conflict?: ACommentary on "Questioning
Consensus, Cultivating Conflict"
牋牋 Donald MacLean
牋牋 Journal of Management Inquiry 2006;15 31-32
http://jmi.sagepub.com/cgi/reprint/15/1/31?etoc
Chasing Shadows? Response by De Cock and Jeanes
牋牋 Christian De Cock and Emma L. Jeanes
牋牋 Journal of Management Inquiry 2006;15 33-34
http://jmi.sagepub.com/cgi/reprint/15/1/33?etoc
Editor's Introduction
牋牋 Steven M. Sommer
牋牋 Journal of Management Inquiry 2006;15 35-36
http://jmi.sagepub.com/cgi/reprint/15/1/35?etoc
The "Moments that Matter" for Fred Luthans's Academic Career
牋牋 Steven M. Sommer
牋牋 Journal of Management Inquiry 2006;15 37-44
http://jmi.sagepub.com/cgi/reprint/15/1/37?etoc
Editors' Introduction
牋牋 David Jamieson and Georges Trepo
牋牋 Journal of Management Inquiry 2006;15 45-46
http://jmi.sagepub.com/cgi/reprint/15/1/45?etoc
Implementing and Sustaining Empowerment: Lessons Learned from Comparison of
a For-Profit and a Nonprofit Organization
牋牋 Seth Silver, W. Alan Randolph, and Scott Seibert
牋牋 Journal of Management Inquiry 2006;15 47-58
http://jmi.sagepub.com/cgi/content/abstract/15/1/47?etoc
Talking Tainted Topics: Insights and Ideas on Researching Socially
Disapproved Organizational Behavior
牋牋 Tammy MacLean, Michel Anteby, Bryant Hudson, and Jenny W. Rudolph
牋牋 Journal of Management Inquiry 2006;15 59-68
http://jmi.sagepub.com/cgi/content/abstract/15/1/59?etoc
Editor's Introduction
牋牋 Dennis A. Gioia
牋牋 Journal of Management Inquiry 2006;15 69
http://jmi.sagepub.com/cgi/reprint/15/1/69?etoc
Poetry and the Rhetoric of Management: Easter 1916
牋牋 James G. March
牋牋 Journal of Management Inquiry 2006;15 70-72
http://jmi.sagepub.com/cgi/content/abstract/15/1/70?etoc
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Journal of Management Inquiry -- Table of Contents Alert
A new issue of Journal of Management Inquiry
has been made available:
1 December 2005; Vol. 14, No. 4
URL: http://jmi.sagepub.com/content/vol14/issue4/?etoc
The Revenge of Gratuitousness on Utilitarianism: An Investigation Into the
Causes and Consequences of a Collective Repression
牋牋 Pasquale Gagliardi
牋牋 Journal of Management Inquiry 2005;14 309-315
http://jmi.sagepub.com/cgi/content/abstract/14/4/309?etoc
The Revenge of Gagliardi on Utilitarianism
牋牋 Mary Jo Hatch
牋牋 Journal of Management Inquiry 2005;14 316-318
http://jmi.sagepub.com/cgi/content/abstract/14/4/316?etoc
Two Many Birds in One Pie?: A Reply to Mary Jo Hatch's Comment
牋牋 Pasquale Gagliardi
牋牋 Journal of Management Inquiry 2005;14 319
http://jmi.sagepub.com/cgi/reprint/14/4/319?etoc
Editor's Introduction
牋牋 Mary Ann Glynn
牋牋 Journal of Management Inquiry 2005;14 320
http://jmi.sagepub.com/cgi/reprint/14/4/320?etoc
Publish or Perish: Bane or Boon of Academic Life?
牋牋 Mark De Rond and Alan N. Miller
牋牋 Journal of Management Inquiry 2005;14 321-329
http://jmi.sagepub.com/cgi/content/abstract/14/4/321?etoc
Warning! Diversity Recruitment Could Backfire
牋牋 Patrick F. Mckay and Derek R. Avery
牋牋 Journal of Management Inquiry 2005;14 330-336
http://jmi.sagepub.com/cgi/content/abstract/14/4/330?etoc
Editor's Introduction
牋牋 Gretchen M. Spreitzer
牋牋 Journal of Management Inquiry 2005;14 337
http://jmi.sagepub.com/cgi/reprint/14/4/337?etoc
Inspired Leadership in Challenging Times: An Interview With Mary Sue
Coleman
牋牋 Daniel A. Gruber
牋牋 Journal of Management Inquiry 2005;14 338-342
http://jmi.sagepub.com/cgi/content/abstract/14/4/338?etoc
Editor's Introduction
牋牋 Steven M. Sommer
牋牋 Journal of Management Inquiry 2005;14 343
http://jmi.sagepub.com/cgi/reprint/14/4/343?etoc
Why is Management an Evolutionary Science?: An Interview With Sidney G.
Winter
牋牋 Mie Augier
牋牋 Journal of Management Inquiry 2005;14 344-354
http://jmi.sagepub.com/cgi/content/abstract/14/4/344?etoc
Editors' Introduction
牋牋 David Jamieson and Georges Trepo
牋牋 Journal of Management Inquiry 2005;14 355-356
http://jmi.sagepub.com/cgi/reprint/14/4/355?etoc
Leading in Cynical Times
牋牋 James M. Kouzes and Barry Z. Posner
牋牋 Journal of Management Inquiry 2005;14 357-364
http://jmi.sagepub.com/cgi/content/abstract/14/4/357?etoc
Editors' Introduction
牋牋 Pamela S. Barr and Sandra Robinson
牋牋 Journal of Management Inquiry 2005;14 365
http://jmi.sagepub.com/cgi/reprint/14/4/365?etoc
Spontaneous Self-Managing Practices in Groups: Evidence From the Field
牋牋 Fabiola Bertolotti, Diego Maria Macri, and Maria Rita Tagliaventi
牋牋 Journal of Management Inquiry 2005;14 366-384
http://jmi.sagepub.com/cgi/content/abstract/14/4/366?etoc
Editor's Introduction
牋牋 Alfred Kieser
牋牋 Journal of Management Inquiry 2005;14 385
http://jmi.sagepub.com/cgi/reprint/14/4/385?etoc
Organizational Entrepreneurship: With de Certeau on Creating Heterotopias
(or Spaces for Play)
牋牋 Daniel Hjorth
牋牋 Journal of Management Inquiry 2005;14 386-398
http://jmi.sagepub.com/cgi/content/abstract/14/4/386?etoc
Editor's Introduction
牋牋 Dennis A. Gioia
牋牋 Journal of Management Inquiry 2005;14 399
http://jmi.sagepub.com/cgi/reprint/14/4/399?etoc
Becoming Vanilla Pudding: How We Undermine Our Passion for Research
牋牋 Blake E. Ashforth
牋牋 Journal of Management Inquiry 2005;14 400-403
http://jmi.sagepub.com/cgi/content/abstract/14/4/400?etoc
A Theory of the Firm Only a Microeconomist Could Love?: A Microeconomist's
Reply to Lubatkin's Critique of Agency Theory
牋牋 Thomas Lange
牋牋 Journal of Management Inquiry 2005;14 404-406
http://jmi.sagepub.com/cgi/content/abstract/14/4/404?etoc
Organization Theorist and Microeconomists: Working Together Apart
牋牋 Michael H. Lubatkin
牋牋 Journal of Management Inquiry 2005;14 407-408
http://jmi.sagepub.com/cgi/reprint/14/4/407?etoc
The Discussant from Hell
牋牋 Charles M. Vance and Alan Glassman
牋牋 Journal of Management Inquiry 2005;14 409
http://jmi.sagepub.com/cgi/reprint/14/4/409?etoc
Index to Journal of Management Inquiry
牋牋 Journal of Management Inquiry 2005;14 410-412
http://jmi.sagepub.com/cgi/reprint/14/4/410?etoc
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ISI Web of Knowledge Table of Contents Alert
Journal Name:牋 JOURNAL OF MANAGEMENT INQUIRY (ISSN: 1056-4926)
Issue:牋牋牋牋?Vol. 14 No. 3
IDS#:牋牋牋牋牋 953XM
Alert Expires:?15 SEP 2005
Number of Articles in Issue:?15 (15 included in this e-mail)
Organization ID:?b69ab6d87c5e672f3fafb34c395becd6
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Note:?Instructions on how to purchase the full text of an article and Help
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*Pages: 227-241 (Article)
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Title:
Spiritually-informed management theory - Toward profound possibilities for
inquiry and transformation
Authors:
Steingard, DS
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 227-241; SEP 2005
Abstract:
The burgeoning line of inquiry and integration of spirituality and management
may very well be inspiring managers and scholars to embrace new "metaphysical
foundations." An infusion of spirituality into management necessitates inquiry
into new ontological, epistemological, and teleological dimensions of research
and practice. This article proposes a preliminary model of a theory of
spiritually-informed management that integrates traditional and spiritual
approaches to management. The model has three dimensions: (a) awareness:
unconsciousness and consciousness; (b) change: translation and transformation;
and (c) manifestation: temporal and perennial. The article concludes with an
invitation to dialogue and some questions about future research issues:
empirical testing of spiritual knowledge systems; unbounded world consciousness;
enlightened stakeholder management, spiritually responsible business, and the
spiritual transformation of management.
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*Pages: 242-246 (Article)
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Title:
Spiritually-informed management theory - Overlaying the experience of teaching
managers
Authors:
Delbecq, AL
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 242-246; SEP 2005
Abstract:
Steingard's essay is refulgent with theoretical insight. It is, however, easy to
slip by important nuances unless one is steeped in the literature and language
he references. So perhaps briefly sharing a more descriptive perspective from a
dialog with more than 350 managerial participants in the seminar, Spirituality
of Organizational Leadership offered at Santa Clara University can be
complementary (Delbecq, 2000). This article clearly shares a subjective overall
perspective. In any group of managers there will be a range of responses.
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*Pages: 247-250 (Article)
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Title:
Spirituality and management: A wider lens - A comment on D. Steingard's
"Spiritually-informed management"
Authors:
Franz, RS; Wong, KL
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 247-250; SEP 2005
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*Pages: 251-253 (Article)
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Title:
"Many paths, one mountain," or "Many paths, many mountains?" - A response to
Delbecq, Franz, and Wong
Authors:
Steingard, DS
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 251-253; SEP 2005
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*Pages: 255-267 (Article)
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Title:
Meeting the Maasai - Messages for management
Authors:
Nicholson, N
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 255-267; SEP 2005
Abstract:
This article reflects on implications of a brief ethnographic field trip to
visit a remote Maasai clan in Northern Kenya. The author, approaching the
inquiry from an interest in evolutionary psychology and the study of family
business, conducted in-depth interviews with a range of elders, warriors, women,
and children, asking questions relating to the intersection of kinship, culture,
and organization. The reflections take the form of eight messages for
management. These relate to such themes as the relationship between social
harmony and the clarity and simplicity of social structure, collectivist values
and stewardship models of leadership, the role of mythical beliefs in sustaining
cultural integrity, the fragility of strong cultures to certain kinds of change,
and the ethical challenges and dilemmas posed by some of the factors that help
to sustain them. The article concludes by emphasizing the degree to which one
can choose how to configure business cultures to generate!
?outcomes that one regards as desirable and ethical.
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*Pages: 271-274 (Article)
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Title:
Pressure for relevancy at top-tier business schools
Authors:
Zell, D
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 271-274; SEP 2005
Abstract:
After decades of attempts to bring scientific rigor to the business school
community, market forces are pressuring these institutions to produce research
that is relevant as well as scientifically rigorous. At least three factors are
responsible for this shift: the ongoing pursuit of revenues, the arrival of
media rankings, and the emergence of student as customer. This essay revisits
these pressures, which have shown no sign of abating since they were first
studied in the late 1990s. Meeting the dual demands of rigor and relevancy is
difficult, and faculty who can do so are rare. One solution is to publish
performance research that attempts to address both sets of demands. Such
research is controversial, however, and its viability is open to debate.
========================================================================
*Pages: 275-279 (Article)
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Title:
Success factor research - Overcoming the trade-off between rigor and relevance?
Authors:
Kieser, A; Nicolai, AT
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 275-279; SEP 2005
Abstract:
Success factor studies seem to offer a way out of the rigor verses relevance
dilemma: Researchers, in their attempts to identify factors that are causes of
performance and can be manipulated by managers, apply sophisticated analyses in
rigorous ways. As it turns out, however, the findings of performance analyses
usually contradict each other, and practitioners are unable to follow and to
evaluate the discussions between the researchers that are published in
scientific journals. Thus, rather than a correspondence, as implied by
performance studies, a trade-off between rigor and relevance is the overall
outcome Of this kind of research. On the basis of sociological concepts, the
authors show that this effect is a consequence of the inner dynamics of science
as a social system. This means that the potential of performance research to
create actionable knowledge is limited.
========================================================================
*Pages: 280-286 (Article)
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Title:
Performance measures - Prevalent and important but methodologically challenging
Authors:
Starbuck, WH
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 280-286; SEP 2005
Abstract:
Performance measures are important. They shape the future and indirectly
determine the quality of human life, However, performance measures often assess
something other than what researchers assume they do, and their meaning is made
ambiguous by the fact that they subsume conflicting subgoals. Performance
measures contain correlated errors that distort inferences, and the errors in
performance measures often exceed the limitations imposed by prevalent
statistical techniques. Thus, researchers should be cautious about inferring
that they understand the determinants or consequences of performance.
========================================================================
*Pages: 287-291 (Article)
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Title:
Can performance studies create actionable knowledge if we can't measure the
performance of the firm?
Authors:
Meyer, MW
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 287-291; SEP 2005
Abstract:
The modern conception of the performance of the firm-future cashflows-makes
performance difficult to measure and most performance measures inherently
flawed. Moreover, the reliability of inferences about the performance of the
firm declines as Performance measures are used. The balanced scorecard does not
improve the quality of performance measurement and can add further
complications. Reducing the firm to its activities, their costs, and their
revenue consequences may offer a partial solution to endemic problems of
measuring performance. Long-term organizational adaptation, however, may require
a conception of performance that makes all performance measures problematic and
hence avoids lock-in to particular measures.
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*Pages: 292-298 (Article)
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Title:
Should we be impressed with high performance?
Authors:
Denrell, J
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 292-298; SEP 2005
Abstract:
Popular discourse as well as several recent academic theories view high
performance as a signal of capability. Although it is reasonable to believe that
more capable firms will achieve higher performance, several other factors
influence firm performance, including luck. As a result, high performance is, at
best, a very noisy signal of capabilities. Moreover, because it is a rare event,
high performance is more likely for firms that engage in practices that produce
high variability in outcomes. If such practices lead to lower average
performance, exceptionally high performance will in fact be a signal of
incompetence rather than competence.
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*Pages: 300-302 (Article)
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Title:
Letter to a newly-tenured professor
Authors:
Hambrick, DC
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 300-302; SEP 2005
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*Pages: 226-226 (Editorial Material)
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Title:
Essays - Editor's introduction
Authors:
Glynn, MA
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 226-226; SEP 2005
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*Pages: 254-254 (Editorial Material)
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Title:
Nontraditional research - Editor's introduction
Authors:
Robinson, SL
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 254-254; SEP 2005
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*Pages: 268-270 (Editorial Material)
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Title:
European section - Editor's introduction
Authors:
Kieser, A
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 268-270; SEP 2005
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*Pages: 299-299 (Editorial Material)
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Title:
Provocations and provocateurs - Editor's introduction
Authors:
Gioia, D
Source:
JOURNAL OF MANAGEMENT INQUIRY, 14 (3): 299-299; SEP 2005
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