Management and Marketing - Research Publications
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ItemDISCOURSE AND DEINSTITUTIONALIZATION: THE DECLINE OF DDT(ACAD MANAGEMENT, 2009-02)
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ItemTestosterone-status mismatch lowers collective efficacy in groups: Evidence from a slope-as-predictor multilevel structural equation model(ACADEMIC PRESS INC ELSEVIER SCIENCE, 2009-11)
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ItemMerging, Masquerading and Morphing: Metaphors and the World Wide Web(SAGE PUBLICATIONS LTD, 2009-08)We examine the role of metaphors in relation to Web-based phenomena through a comparative study of 29 Web portals, established under a World Bank project known as the Development Gateway. Our analysis suggests that three metaphors — expert, market and community — are particularly significant across these portals, either separately or in combination. The study indicates three particular ways in which these metaphors can combine — merging, masquerading and morphing. We conclude by discussing the implications of using metaphor to understand how practitioners design Web portals and how users engage with them.
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ItemEnhancing the experience of student teams in large classes: Training teaching assistants to be coaches(Sage, 2009)To address the increasing demand for mass undergraduate management education and, at the same time, a greater emphasis on student teamwork, this study outlines the development, delivery, and evaluation of a training intervention designed to build team-coaching skills in teaching assistants. Specifically, practice-centered and problem-centered techniques were used to provide teaching assistants with experiential learning opportunities to help them develop their skills. The authors evaluated the training intervention using a mixed-method multiple-data source design. Both the teaching assistants being trained as well as the student teams' experiences and perceptions of their coaches' performance were assessed. The evaluation showed that teaching assistants reported finding the program a positive experience. Importantly, students with trained coaches reported higher levels of coaching performance, team functioning, and productivity than those with untrained coaches. The implications of this intervention are discussed. © 2009 Organizational Behavior Teaching Society.
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ItemKnowledge-sharing and social interaction within MNEs(PALGRAVE MACMILLAN LTD, 2009-01-01)
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ItemThe role of international assignees' social capital in creating inter-unit intellectual capital: A cross-level model(PALGRAVE MACMILLAN LTD, 2009-04)
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ItemThe Genetics of Economic Risk Preferences(WILEY, 2009-10)
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ItemTeam management for fast projects: An empirical study of process industries(Emerald, 2009-05-22)Purpose - The purpose of this paper is to set out to identify key team factors associated with the fast implementation of capital projects. Although scholars theorise that project success depends as much on the effective management of project personnel as on technical management, the project literature is virtually silent on which team practices are pivotal. Design/methodology/approach - Using a model-based quantitative research design, the impact of team management variables on the speed of two different phases of capital project implementation were examined: project execution and project construction. Multi-method data collection included 252 individual surveys, archival documents, and whole team interviews conducted at the closeout of 56 capital projects implemented in four continents by 15 Fortune 500 companies in the process industries. Findings - Empirical analysis revealed that only some of the variables predicted from other literatures (project manager - PM continuity, cross-functional team integration, and PM incentives) were significantly linked to fast schedule outcomes. Some key drivers differed according to temporal phase. Research limitations/implications - Limitations of this study included its cross-sectional design, modest sample size and sampling frame, but the findings clearly demonstrate the value of further research into key team factors for project success. Practical implications - The results suggest that strategic management of project personnel can drive project speed. Phase-linked key team practices are identified for improving time performance in capital projects. Originality/value - This study breaks new ground by exploring whether key team practices are generic and phase-specific, and by identifying specific team drivers of speed for two capital project phases using objective outcome measures.
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ItemRating versus ranking: What is the best way to reduce response and language bias in cross-national research?(ELSEVIER SCIENCE BV, 2009-08)
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