Scholarly Work - Business
Permanent URI for this collectionhttps://scholarworks.montana.edu/handle/1/9306
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Item Has Strategic Management Shed the Normal Science Straightjacket?: Revisiting Bettis' (1991) Critiques(2006-09) Crook, T. Russell; Bratton, Virginia K.; Street, Vera L.; Ketchen, David J.In a 1991 essay, Bettis challenged strategic management researchers to break free of a ''normal science straightjacket." We consider the extent to which strategy research has addressed Bettis' five critiques in the intervening years. Based on examining 725 studies, we conclude that significant progress has been made in addressing two critiques, but that substantial challenges remain. Turning to the present, we identify two limitations in current research. Specifically, we suggest that conceptual fragmentation and methodological issues inhibit knowledge accumulation in the field.Item An Examination of the Dysfunctional Consequences of Organizational Injustice and Escapist Coping(2004-12) Zellars, Kelly L.; Lui, Yongmei; Bratton, Virginia K.; Brymer, Robert; Perrewé, PamelaThis field study examined the role of procedural justice on escapist coping at work, affective outcomes, and intentions to quit. Results indicated that even after controlling for problem-solving coping, escapist coping mediated the effects of procedural justice on job satisfaction. Further, lower job satisfaction and higher strain mediated the effects of escapist coping on intentions to turnover. Managerial implications and suggestions for future research are offered.Item Interactive Effects of Impression Management and Organizational Politics on Job Performance(2004-08) Zivnuska, Suzanne; Kacmar, K. Michele; Witt, A.; Carlson, Dawn S.; Bratton, Virginia K.The purpose of this research was to explore the interactive effect of organizational politics and impression management on supervisor ratings of employee performance. We hypothesized that the negative relationship between organizational politics and supervisor-rated performance is weaker among employees who are high in impression management than among those low in impression management. Data were collected from a matched sample of 112 white-collar employees and their supervisors. Results indicated that the interaction of organizational politics and impression management explained a significant incremental amount of variance in supervisor ratings of employee performance. These findings demonstrated that the extent to which an individual engaged in impression management in a non-political atmosphere may have been a key component to receiving favorable performance ratings.Item Situational and Dispositional Factors as Antecedents of Ingratiatory Behaviors in Organizational Settings(2004-10) Kacmar, K. Michele; Carlson, Dawn S.; Bratton, Virginia K.This study examined both situational and dispositional antecedents of four ingratiatory behaviors: other-enhancing, opinion conformity, favor rendering, and self-promotion. The two situational variables (i.e., role ambiguity and leader-member exchange) and the four dispositional variables (i.e., self-esteem, need for power, job involvement, and shyness) were considered as antecedents to each of the ingratiatory behaviors. Results from a sample of 136 full-time employees suggested that each of the ingratiatory behaviors had a unique set of antecedents and that the dispositional variables explained significant additional variance beyond the variance explained by the situational variables.