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We adopt a construct validity lens to provide a critical reexamination of established corporate governance research. In particular, we focus on the body of work relying on the theoretical bases of agency theory and involving boards of directors' independence, CEO duality, equity holdings, and their relationships to corporate financial performance. We offer a five-step protocol involving the following components: (1) establishing the base rate for the phenomenon in question, (2) evaluating the extent to which the dependent variables are germane, (3) evaluating the extent to which the independent variables are germane, (4) determining whether explanatory power is improved as a consequence of improved measurement, and (5) concluding whether previously established estimates should be revised. We implemented the proposed protocol and used alternative measures that reduce threats to construct validity. Results yielded substantially higher estimates of relationships in corporate governance research. Future research can adopt the proposed protocol to understand whether a similar improvement in explanatory power could be achieved in other research domains.

Management training and development (MTD) is frequently discussed in the context of private sector organizations. However, recent examples of excellent management in nonprofits attest to MTD programs in the nonprofit sector. The MTD program conducted by the National Academy for Voluntarism (NAV), the training arm of United Way of America, is discussed in this paper. The components and philosophy of the NAV program may serve as a model for other nonprofit MTD programs. Two surveys suggest the NAV program is well received by the participants and their sponsors.

Research relying on laboratory protocol and case studies has demonstrated positive effects from cognitive conflict and controversy. Reported benefits have included better judgments, improved strategic decisions and a better understanding of others' positions. This study develops and assesses the psychometric properties of an instrument designed to examine decision conflict in field settings. This instrument was administered on site to 63 managers. Factors identified in the instrument were disagreement, openness, and control. Interestingly, the openness dimension was positively associated with job commitment. The control factor was inversely associated with job satisfaction.

Two studies were conducted in order to investigate the effects of cooperation and competition on performance and satisfaction. In Study One, it was hypothesized that the effects of cooperation vs. competition may be exacerbated by perceptions of value differences. Value dissensus did interact with the cooperation-competition variable for the satisfaction measure, but not for the performance measure. A main effect for performance was found, however, due to subjects in the cooperative condition performing significantly better than subjects in the competitive condition. In Study Two, an attempt was made to discover when cooperation may have advantages over competition. It was hypothesized that people who highly valued employee citizenship behavior would work better in a cooperative environment. An interaction was found suggesting individuals who highly value the helping dimension of citizenship behavior perform better under cooperative incentives than similar individuals under competitive conditions.

The authors' role is to comment on the four articles that compose this feature topic of Organizational Research Methods on meta-analysis. In that spirit, the authors note the common themes addressed in this work and its contribution to a growing body of literature addressing pivotal aspects of meta-analyses. Also, the authors discuss some elements of meta-analysis that may account for its relatively infrequent use by organizational researchers. Last, the authors underscore other features of its use that may be unparalleled when compared to alternative analyses.

Besides the press, many other observes have been outspoken in theri criticism of execute compensation. Until recently, however, the companesation of the directors of corporate boards who, themselves, set executibve salaries, has receive little attention. Boards are routoinely accused of bd judgment, lack of attention, or lack of independce from managment. Stock based compensation plans for director, however, add a challenging new element to the critics's arsenal. For director to pearsonally benfits from theri own already questionable compensation practice is yet a further complications. Until there are more deifinitve data abut the efficacy of board stock-based compensation programs in relation to corporate financial perfomance, the autors suggest taht boards may want to tread lightely in this area.

Board activists continue to suggest – even demand – that the CEO and board chairperson positions be held separately, to ensure governance independence at board level. A regression analysis of large corporations provides no evidence of differences in independence across a range of dimensions. Even when the positions are held separately, the chairperson is often the former CEO, holds substantial equity in the firm and, in many cases, has familial ties to current executives.

Previous research (Mesch, D. J., & Dalton, D. R, "Workplace Justice Outcomes in 'the Name of the Union:' A Field Assessment," International Journal of Conflict Management, 1991, 2, 45-54) has demonstrated that grievances "filed in the name of the union" may provide an important exception to the principle that management has an advantage in many grievance cases because it enjoys the discretion to pursue them or not, while organized labor has far less discretion as it must pursue serious grievances for which positive outcomes cannot reasonably be expected. Here, analysis of published empirical data on 520 arbitration cases extends these arguments from the context of the grievance to that of arbitration. Results indicate that "filing in the name of the union" does provide a substantive edge in arbitration outcomes, even while controlling for the various types of arbitration cases. 2 Tables, 31 References. Adapted from the source document.

Prior work has demonstrated that management enjoys a substantive edge in many grievance cases largely as a function of its discretion to pursue or dismiss these cases as it chooses. Conversely, organized labor has far less discretion in as much as it must pursue serious grievances which may be less viable. It is argued here that grievances "filed in the name of the union" may provide an important exception to this principle. This field assessment of format grievances (N = 538) indicates robust differences in the outcomes of grievances between those "filed in the name of the union" and those filed in the more traditional manner. This tendency may provide some countervailing influence for the grievant to the advantages posited for management.