Multi-level issues in social systems /

Multi-level Issues in Social Systems contains five major essays with commentaries and rebuttals that cover a range of topics, but in the realm of social systems. In particular, the five "critical essays" offer extensive literature reviews, new model developments, methodological advancement...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Otros Autores: Yammarino, Francis J., 1954-, Dansereau, Fred, 1946-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Amsterdam : Elsevier JAI, 2006.
Colección:Research in multi-level issues ; v. 5.
Temas:
Organizational behavior.
Comportement organisationnel.
BUSINESS & ECONOMICS > Negotiating.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover
  • Copyright page
  • Contents
  • About the Editors
  • List of Contributors
  • Overview: Multi-Level Issues in Social Systems
  • Introduction
  • Human Resources Management
  • Continuous Learning
  • Divorce and Family
  • Industry-University Dynamics
  • Organizational Leadership
  • Conclusions
  • Acknowledgments
  • References
  • Part I: Human Resources Management
  • Multi-Level Fit: An Integrative Framework for Understanding HRM Practices in Cross-Cultural Contexts
  • Introduction
  • The Role of HRM in Organizations
  • The Cultural Context and Cultural Values Across Levels of Analysis
  • A General Framework
  • Organizational-Level Relationships
  • Sending Signals: HRM Practices and Cultural Value Dimensions
  • Individual-Level Relationships
  • Linking the Levels: The Role of Culture Strength
  • Implications and Future Directions
  • Conclusions
  • References
  • An Organizational Perspective on Multi-Level Cultural Integration: Human Resource Management Practices in Cross-Cultural Contexts
  • Introduction
  • The Theme of Fit in Aumann and Ostroff's Chapter
  • Organizational Culture in Aumann and Ostroff's Chapter
  • The Organizational Perspective on Multi-Level Cultural Integration
  • Returning to Aumann and Ostroff's Framework
  • References
  • Integrating HRM Practices into a Multi-Level Model of Culture: Culture's Values, Depth, and Strength
  • Introduction
  • Strengths of the Conceptual Framework
  • Issues of Concern in the Proposed Model
  • Other Approaches for Understanding the Interplay between Cultural Values and HRM Practices in a Multi-Level Work Context
  • References
  • Multi-Level Fit: Complexity, Values, and Climate
  • Introduction
  • Complexity Versus Parsimony in Theoretical Models
  • The Role of Societal and Organizational Values
  • The Role of Culture and Climate
  • Conclusions
  • References
  • Part II: Continuous Learning
  • Continuous Learning in Organizations: A Living Systems Analysis of Individual, Group, and Organization Learning
  • Introduction
  • The Need for Continuous Learning
  • Systems Theory
  • Learning Mechanisms: Adaptive, Generative, and Transformative Learning
  • Triggers for Learning
  • Readiness to Learn
  • Factors that Influence Readiness to Learn
  • Learning Flow between Nested Systems
  • Diagnosis
  • Learning Transfer: Feed Forward and Feedback
  • Conclusion
  • References
  • Continuous Learning: Why is it still an Issue?
  • Introduction
  • Obstacles to Learning Organizations
  • Obstacles to Experiential Learning
  • Summary and Conclusions
  • References
  • A Multi-Level Inquiry and Elaboration: Continuous Learning within and across Organizations, Groups, and Individuals
  • Introduction
  • Systems as Metaphors: Systems as Scientific Inquiry
  • Application Perspectives
  • Conclusions
  • References
  • Continuous Learning about Continuous learning: Clarifying and Expanding a Multi-Level, living System's Analysis
  • Introduction
  • Toward Conceptual Clarity
  • Leverage Points for Change: Triggers, Readiness, and Feedback
  • Conclusion
  • References
  • Part III: Divorce and Fa.

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