Risk cascades and how to manage them
In: The American interest: policy, politics & culture, Band 12, Heft 4, S. 101-109
ISSN: 1556-5777
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In: The American interest: policy, politics & culture, Band 12, Heft 4, S. 101-109
ISSN: 1556-5777
World Affairs Online
In: The Canadian Journal of Economics, Band 26, Heft 1, S. 150
In: The journal of business, Band 65, Heft 2, S. 267
ISSN: 1537-5374
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 32, Heft 5, S. 662-677
ISSN: 1464-0643
In: Journal of vocational behavior, Band 76, Heft 2, S. 317-325
ISSN: 1095-9084
In: Organizational research methods: ORM, Band 19, Heft 2, S. 255-285
ISSN: 1552-7425
Researchers are frequently concerned that people respond to questions on sensitive topics (e.g., those involving money, criminal activity, sexual behavior) in a way that makes them look more socially desirable than they are. For decades, the technique known as "policy capturing" (or "judgment analysis") has been recommended as a solution to socially desirable responding (i.e., "faking good"). Surprisingly, however, until now, the extent to which policy capturing actually reduces socially desirable responding had not been tested empirically in a comprehensive manner. We examined the importance respondents assigned to several job characteristics, some of which (e.g., pay, schedule flexibility) tend to be susceptible to socially desirable responding. We compared responses obtained from policy capturing to those from four traditional self-report techniques (i.e., Likert-type, forced choice, ranking, and points distribution) across four instructional sets: instructions to respond honestly, warnings not to respond dishonestly, instructions to respond in a socially desirable manner, and no specific instructions. Results from both between-subject and within-subject comparisons indicated that policy capturing was indeed much more resistant than any of the traditional self-report techniques to socially desirable responding.
In: Small group research: an international journal of theory, investigation, and application, Band 46, Heft 5, S. 489-535
ISSN: 1552-8278
Much of our knowledge of team information processing has been influenced by the hidden-profile paradigm. In this review, we employ the input–mediator–outcome (IMO) team effectiveness framework to organize a systematic and comprehensive review of the knowledge accumulated in this area during the last three decades. The use of the IMO framework highlights important aspects of team dynamics that have received limited attention in past studies. Building on our analysis of the literature, we discuss significant theoretical questions that remain to be answered and propose methodological changes that would broaden and enhance our current understanding of team information processing. We suggest that the hidden-profile paradigm has reached maturity in terms of the permutations of Stasser and Titus's original conceptualization and conclude by proposing that future research should move toward exploring novel settings that move closer toward embracing the dynamic and complex nature of team information processing.
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 24, Heft 6, S. 882-897
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 19, Heft 5, S. 587-614
ISSN: 1464-0643
In: Group & organization management: an international journal, Band 41, Heft 4, S. 491-525
ISSN: 1552-3993
Previous research asserts that teams working in routine situations pass through performance episodes characterized by action and transition phases, while other evidence suggests that certain team behaviors significantly influence team effectiveness during nonroutine situations. We integrate these two areas of research—one focusing on the temporal nature of team episodic performance and the other on interaction patterns and planning in teams—to more fully understand how teams working in dynamic settings successfully transition across routine and nonroutine situations. Using behavioral data collected from airline flight crews working in a flight simulator, we find that different interaction pattern characteristics are related to team performance in routine and nonroutine situations, and that teams engage in more contingency, in-process planning behavior during routine versus nonroutine situations. Moreover, we find that the relationship between this in-process planning and subsequent team adaptiveness is curvilinear (inverted U-shaped). That is, team contingency or in-process planning activity may initially increase team adaptiveness, but too much planning has adverse effects on subsequent performance.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 25, Heft 3, S. 563-580
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 18, Heft 1, S. 29-54
ISSN: 1464-0643
In: Journal of vocational behavior, Band 69, Heft 3, S. 524-537
ISSN: 1095-9084