Eric Dent - Academia.edu (original) (raw)

Papers by Eric Dent

Proceedings - Academy of Management, Aug 1, 2023

Social Science Research Network, Oct 4, 2013

Doctoral education in the United States is nearing its 150th anniversary and doctoral education i... more Doctoral education in the United States is nearing its 150th anniversary and doctoral education in management is nearing its 75th anniversary. Such milestones occasion an examination of the current state of doctoral education, particularly in management, and a determination as to whether any aspects of doctoral education need rethinking. Certainly, the organizational environment of today is dramatically different from that of the 1850s and 1930s. This changed environment has implications both for the nature of doctoral education and for the study of management at the doctoral level. This chapter will also explore current trends in doctoral education as well as briefly allude to the specific examples of a few university programs. The primary emphasis of the chapter will be to present the Doctor of Management degree at the University of Maryland University College (UMUC) as a case study. The designers of this program endeavored to rethink all aspects of the traditional Ph.D. and, where necessary, make improvements. Atwell (1996) has called for multiple models of excellence, reflecting different but equally worthy educational missions. UMUC's intention is to develop a model that will become the benchmark doctoral degree for students who want to be scholarly practitioners rather than tenure-track faculty. If history is any predictor, models get "locked in" and are not easily changed in higher education; once such a model is formed it may influence doctoral education for over 100 years. The chapter will conclude with a series of ideas for exploration as educators continue to modify and improve doctoral education.

DOAJ (DOAJ: Directory of Open Access Journals), Aug 1, 2011

This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Su... more This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Survey and takes the initial steps in validating this instrument. It then explores the frequency of specific work Behaviours executive coaches use in their client interactions and examines the variability in these behaviours based on demographic factors. The Executive Coaching Work Behaviour Survey is shown to measure three factors: Professional Coach Activities, Goal Setting and Attainment Activities, and Relationship Activities. One hundred and thirty executive coaches affiliated with a major global leadership training and development organization were surveyed. Results indicate that the most frequent coaching behaviours are (1) establishing trust, honesty, and respect (2) using open-ended questions, and (3) clarifying and understanding client concerns and challenges. Significant differences in coaching behaviour occur based on some demographic variables measured. For example, women score higher than men in Relationship Activities behaviours, coaches with only a Bachelor's degree score higher than coaches with a doctoral degree in Professional Coach Activities, and coaches with business-related educations perform more Professional Coach Activities than coaches with counseling-related educations. An implication of this study is that competencies needed to achieve professional level performance as an executive coach are not derived from particular educational or work-related experiences.

Proceedings - Academy of Management, Aug 1, 2018

After spending the early part of my career in OD utilizing everything from largegroup interventio... more After spending the early part of my career in OD utilizing everything from largegroup interventions to process consultation to Total Quality Management, the majority of my OD work in the past decade has been executive coaching. Affecting only one person at a time may seem like a small impact, but my experience has been that helping someone senior in an organization to grow and develop has had dramatic implications throughout that person's organizational span. Although large-group interventions may be the most public of OD interventions, executive coaching is the most private. Consequently, I've had several OD practitioners ask me how to get into that line of work. Most specifically, they have asked, "what do you talk about?" The purpose of this article is to pull back the curtain and reveal the most frequent topic that arises in my nearly twenty years of executive coaching. Executive coaching has been defined as a "helping relationship which is formed between a client who has managerial authority and responsibility in an organization and a professional coach" (Bennett & Bush, 2009, p. 2). The benefits of executive coaching are "fresh perspectives on personal challenges, enhanced decision-making skills, greater interpersonal effectiveness, and increased confidence…appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals" ("Benefits of Using a Coach", n.d.). I have only rarely worked with a "remedial" case in which the executive had a specific issue that her organization had identified and established a coaching relationship to "fix." Nearly all of my coaching Electronic copy available at: http://ssrn.com/abstract=2778112 2 | P a g e experiences have been with individuals who are seen as very capable, and yet are able to continue to grow and develop into an even more effective leader. Generally, the coaching relationship begins with a battery of assessments such as the MBTI, Workplace Big 5, FIRO-B, Change Style Indicator, and a wide variety of 360 instruments, sometimes a proprietary assessment developed by the organization.

Social Science Research Network, 2013

ABSTRACT

Social Science Research Network, 2013

Employing a cohort model for preparing. .. leaders has tremendous advantages over traditional app... more Employing a cohort model for preparing. .. leaders has tremendous advantages over traditional approaches. Our position is that educators have only begun to understand the value of cohorts for developing leaders and promoting a transformational leadership paradigm based on an understanding of self and others, visionary leadership, and the capacity to create a learning community.-Basom, Yerkes, Norris, & Barnett (1996, p. 108) 55

Social Science Research Network, 2013

This article describes the development and initial validation of an instrument of individual worl... more This article describes the development and initial validation of an instrument of individual worldview in an organizational context which incorporates the three constructs which primarily differentiate worldview-level of explanation, causation, and observation. Several authors have characterized the dramatic changes taking place in the world. Here, a way of determining whether a change in thinking, the difference in organizational mental models represented by the two worldviews, is occurring. The measurement instrument creation process coupled techniques from both Thurstone and Likert styles, combining the strengths and overcoming the weaknesses (which include a strictly linear assumptions) of each. Results support the use of the worldview instrument as a tool for measuring individuals" most deeply held beliefs and assumptions.

Proceedings - Academy of Management, 2016

Rand’s philosophy of objectivism has enjoyed a recent resurgence of interest in the United States... more Rand’s philosophy of objectivism has enjoyed a recent resurgence of interest in the United States, but little is known about how it is conceptualized in non-Western cultures and how it influences b...

Social Science Research Network, 2013

Purpose-Strategic management scholars seek to link strategic factors to performance. When specifi... more Purpose-Strategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners. Design/methodology/approach-This paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance. Findings-Scholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck-performance linkage, and the higher the manager is in the organization, the more likely he or she is to perceive luck as affecting outcomes. Research limitations/implications-There are a number of reasons why luck should receive prominence when considering the strategy-performance relationship: many of the linkages between strategic factors and performance are identified after the fact-they are viewed as causal when they were actually lucky; empirical research may identify relationships whether they actually exist; researchers tend to find what they are looking for; and academics will be more likely to explain "luck" if they are using the appropriate tools to reveal it. Practical implications-The positive link between management level and luck's role in performance identified in this study suggests that the more a manager knows about a firm's resources and attributes, the more likely he or she is to downplay the role they actually play in performance. From this perspective, managers seem more willing to acknowledge the role played by luck as they progress into greater levels of responsibility and control. Originality/value-A significant portion of empirical work seeks to explain differences in performance across organizations by identifying the links between various strategic factors and performance. Although this research has contributed much to the knowledge about the strategy-performance nexus, it assumes that strategy-performance linkages necessarily exist and that they can be readily identified. In other words, most scholarly work in this area is based on assumptions that minimize or preclude the role of luck or randomness in the determination of firm performance. Building on previous work, this paper adopts an alternative perspective on the strategy-performance relationship, highlighting the often overlooked role of luck.

Social Science Research Network, 2013

Increased subordinate participation in management decisions has been a recognised trend in both p... more Increased subordinate participation in management decisions has been a recognised trend in both private and public organisations in many western nations. Less is known about such practices in other parts of the world, however, especially in emerging countries. This study assesses similarities and differences between US and Turkish managers with regard to propensity for participative decision making (PPDM). The first hypothesis tests the validity of the PPDM scale among a sample of Turkish managers, and was supported. The second hypothesis examines whether US managers report higher levels of participation with respect to the four dimensions of organisational effectiveness, power, culture, and commitment. Surprisingly, the Turkish managers reported higher levels of participation in the first three dimensions, with no statistical difference with the US managers on commitment. Other findings are discussed and directions for future research are also presented.

Social Science Research Network, 2003

ABSTRACT

Social Science Research Network, Apr 8, 2017

This article utilizes the methodology of evidence-based research to address the research question... more This article utilizes the methodology of evidence-based research to address the research question: Can scholarly literature be extended to develop a positive approach that motivates students and increases the effectiveness of business ethics education? Positive business ethics is defined as an inspired commitment to build long-term personal, organizational, and societal success through the consistent pursuit of ethical business behavior. Unfortunately, the business ethics content integrated into business discipline textbooks is primarily focused on unethical behavior and short-term perspectives and is lacking relevant context of business disciplines, leaving business schools poorly positioned to address AACSB ethical understanding and decision-making learning outcomes standards. Fortunately, the foundations of a positive approach have begun to emerge. Positive business ethics education fundamentally asserts that business people’s roles in society have great worth and that ethical behavior is relevant to their career success. A balanced approach reframes ethical dilemmas into ethical opportunities, transforming career-motivated business students into ethical managers who create long-term value in their successful virtuous organizations. Integrating a positive approach to business ethics education across the business disciplines will improve educational effectiveness, add quality to business schools, prepare the next generation of ethical managers and leaders, enhance careers, add value to businesses, and benefit society at large.

Social Science Research Network, 1997

The story of systems theory and cybernetics is a story of several research traditions all of whic... more The story of systems theory and cybernetics is a story of several research traditions all of which originated in the mid-twentieth century. Systems ideas emerged in a variety of locations and for different reasons. As a result the ideas were developed in relative isolation and emerged with different emphases. This paper discusses the books and people, conferences and institutes, and politics and technology that have influenced the systems movement. The schools of thought presented are general systems theory, the systems approach, operations research, system dynamics, learning organizations, total quality management, and cybernetics. Three points of view within cybernetics are discussed. Total quality management is a new addition to the list, but we feel it is appropriate because of its extensive use of systems ideas. This paper does not address artificial intelligence, complexity theory, family therapy, or other traditions which might have been included.

Journal of Management History, Apr 8, 2014

Purpose– The aim of this paper is to discuss the factors that influenced the establishment of mod... more Purpose– The aim of this paper is to discuss the factors that influenced the establishment of modern management into the pervasive force it is today. It briefly describes modern management and discusses the reasons for this gap in knowledge in such a critical area. The main analysis of the paper focuses on the following social ideas and influences that created the conditions for modern management to be formed and established: social Darwinism and religion, the rise of social science, the promise of the scientific method, and the perspectives of the business tycoons.Design/methodology/approach– This paper analyzes the prevailing trends of the late 1800 s to determine which had the greatest influence on the formation of modern management.Findings– This paper concludes that the greatest factors on the establishment of modern management were social Darwinism and the promise of the scientific method. These, then, provided the perfect environment for Frederick W. Taylor to become the embodiment and popularizer of modern management. Perhaps, surprisingly, Christianity had little influence.Originality/value– Now that the prevailing influences of modern management have been surfaced, scholars and practitioners can more effectively critique the current state of management and determine whether legacy assumptions and influences are still valid, or whether modern management should change in some way(s) to better reflect accurate assumptions and influences operative today. The anonymous reviewers of this paper have found this analysis to be provocative and challenging. They have also concluded that a single article cannot do justice to such an important, yet relatively unexplored area. Consequently, the authors hope that other researchers will also be provoked to join in this important task.

Social Science Research Network, Oct 29, 2016

Employees choosing careers with community-based non-profit human services organisations engaged i... more Employees choosing careers with community-based non-profit human services organisations engaged in meeting human needs expecting intrinsic satisfaction often find that the same care and commitment espoused in mission statements are not reflected internally as a commitment to employee satisfaction. These frontline workers are at risk of becoming disillusioned by increasing demands for compliance, internal and external disparities in salaries, unpaid work hours and difficulties in achieving outcomes. Using Herzberg’s two-factor theory as a framework, this article incorporates a systematic review of literature per the discipline of evidence-based research to examine the potential of applying non-monetary satisfiers to invigorate the human services workforce. The article, which includes recommendations for management, focuses on the environment for frontline workers and includes creating a flexible workplace as well as implementing best practices for intentionally engaging employees in decision making and problem solving. The article has global relevance for staff retention and job satisfaction issues.

How is the field of systems science different from other scientific fields, and how can we distin... more How is the field of systems science different from other scientific fields, and how can we distinguish the various traditions within systems science? We propose that there is a set of underlying assumptions which are generally shared within systems science but are less common in other scientific fields. Furthermore, the various traditions within systems science have adopted different combinations of these assumptions. We examine six traditions within systems science-cybernetics, operations research, general systems theory, system dynamics, total quality management, and organizational learning. We then consider eight underlying assumptions-observation, causality, reflexivity, self-organization, determinism, environment, relationships, and holism. We then assess where each tradition stands with respect to each of the underlying assumptions.

Proceedings - Academy of Management, Aug 1, 2021

Social Science Research Network, 2018

This article discusses the primary ethical challenges and dilemmas in the workplace.

Social Science Research Network, 2013

The lenses of complexity theory have been trained on a variety of subjects in organizations, rang... more The lenses of complexity theory have been trained on a variety of subjects in organizations, ranging from assembly lines to strategic planning. While this work has been going on, another group of researchers has been actively pursuing the study of workplace spirituality. The latter body of work has resulted in the formation of the Management, Spirituality, and Religion interest group of the Academy of Management in 2000, the creation of journals of workplace spirituality (including the Journal of Management, Spirituality, and Religion), and a steady stream of special issues on the topic (calls in 2003 alone included "Theological Perspectives on Accounting,"

Proceedings - Academy of Management, Aug 1, 2023

Social Science Research Network, Oct 4, 2013

Doctoral education in the United States is nearing its 150th anniversary and doctoral education i... more Doctoral education in the United States is nearing its 150th anniversary and doctoral education in management is nearing its 75th anniversary. Such milestones occasion an examination of the current state of doctoral education, particularly in management, and a determination as to whether any aspects of doctoral education need rethinking. Certainly, the organizational environment of today is dramatically different from that of the 1850s and 1930s. This changed environment has implications both for the nature of doctoral education and for the study of management at the doctoral level. This chapter will also explore current trends in doctoral education as well as briefly allude to the specific examples of a few university programs. The primary emphasis of the chapter will be to present the Doctor of Management degree at the University of Maryland University College (UMUC) as a case study. The designers of this program endeavored to rethink all aspects of the traditional Ph.D. and, where necessary, make improvements. Atwell (1996) has called for multiple models of excellence, reflecting different but equally worthy educational missions. UMUC's intention is to develop a model that will become the benchmark doctoral degree for students who want to be scholarly practitioners rather than tenure-track faculty. If history is any predictor, models get "locked in" and are not easily changed in higher education; once such a model is formed it may influence doctoral education for over 100 years. The chapter will conclude with a series of ideas for exploration as educators continue to modify and improve doctoral education.

DOAJ (DOAJ: Directory of Open Access Journals), Aug 1, 2011

This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Su... more This study has three main purposes. First, it introduces the Executive Coaching Work Behaviour Survey and takes the initial steps in validating this instrument. It then explores the frequency of specific work Behaviours executive coaches use in their client interactions and examines the variability in these behaviours based on demographic factors. The Executive Coaching Work Behaviour Survey is shown to measure three factors: Professional Coach Activities, Goal Setting and Attainment Activities, and Relationship Activities. One hundred and thirty executive coaches affiliated with a major global leadership training and development organization were surveyed. Results indicate that the most frequent coaching behaviours are (1) establishing trust, honesty, and respect (2) using open-ended questions, and (3) clarifying and understanding client concerns and challenges. Significant differences in coaching behaviour occur based on some demographic variables measured. For example, women score higher than men in Relationship Activities behaviours, coaches with only a Bachelor's degree score higher than coaches with a doctoral degree in Professional Coach Activities, and coaches with business-related educations perform more Professional Coach Activities than coaches with counseling-related educations. An implication of this study is that competencies needed to achieve professional level performance as an executive coach are not derived from particular educational or work-related experiences.

Proceedings - Academy of Management, Aug 1, 2018

After spending the early part of my career in OD utilizing everything from largegroup interventio... more After spending the early part of my career in OD utilizing everything from largegroup interventions to process consultation to Total Quality Management, the majority of my OD work in the past decade has been executive coaching. Affecting only one person at a time may seem like a small impact, but my experience has been that helping someone senior in an organization to grow and develop has had dramatic implications throughout that person's organizational span. Although large-group interventions may be the most public of OD interventions, executive coaching is the most private. Consequently, I've had several OD practitioners ask me how to get into that line of work. Most specifically, they have asked, "what do you talk about?" The purpose of this article is to pull back the curtain and reveal the most frequent topic that arises in my nearly twenty years of executive coaching. Executive coaching has been defined as a "helping relationship which is formed between a client who has managerial authority and responsibility in an organization and a professional coach" (Bennett & Bush, 2009, p. 2). The benefits of executive coaching are "fresh perspectives on personal challenges, enhanced decision-making skills, greater interpersonal effectiveness, and increased confidence…appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals" ("Benefits of Using a Coach", n.d.). I have only rarely worked with a "remedial" case in which the executive had a specific issue that her organization had identified and established a coaching relationship to "fix." Nearly all of my coaching Electronic copy available at: http://ssrn.com/abstract=2778112 2 | P a g e experiences have been with individuals who are seen as very capable, and yet are able to continue to grow and develop into an even more effective leader. Generally, the coaching relationship begins with a battery of assessments such as the MBTI, Workplace Big 5, FIRO-B, Change Style Indicator, and a wide variety of 360 instruments, sometimes a proprietary assessment developed by the organization.

Social Science Research Network, 2013

ABSTRACT

Social Science Research Network, 2013

Employing a cohort model for preparing. .. leaders has tremendous advantages over traditional app... more Employing a cohort model for preparing. .. leaders has tremendous advantages over traditional approaches. Our position is that educators have only begun to understand the value of cohorts for developing leaders and promoting a transformational leadership paradigm based on an understanding of self and others, visionary leadership, and the capacity to create a learning community.-Basom, Yerkes, Norris, & Barnett (1996, p. 108) 55

Social Science Research Network, 2013

This article describes the development and initial validation of an instrument of individual worl... more This article describes the development and initial validation of an instrument of individual worldview in an organizational context which incorporates the three constructs which primarily differentiate worldview-level of explanation, causation, and observation. Several authors have characterized the dramatic changes taking place in the world. Here, a way of determining whether a change in thinking, the difference in organizational mental models represented by the two worldviews, is occurring. The measurement instrument creation process coupled techniques from both Thurstone and Likert styles, combining the strengths and overcoming the weaknesses (which include a strictly linear assumptions) of each. Results support the use of the worldview instrument as a tool for measuring individuals" most deeply held beliefs and assumptions.

Proceedings - Academy of Management, 2016

Rand’s philosophy of objectivism has enjoyed a recent resurgence of interest in the United States... more Rand’s philosophy of objectivism has enjoyed a recent resurgence of interest in the United States, but little is known about how it is conceptualized in non-Western cultures and how it influences b...

Social Science Research Network, 2013

Purpose-Strategic management scholars seek to link strategic factors to performance. When specifi... more Purpose-Strategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners. Design/methodology/approach-This paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance. Findings-Scholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck-performance linkage, and the higher the manager is in the organization, the more likely he or she is to perceive luck as affecting outcomes. Research limitations/implications-There are a number of reasons why luck should receive prominence when considering the strategy-performance relationship: many of the linkages between strategic factors and performance are identified after the fact-they are viewed as causal when they were actually lucky; empirical research may identify relationships whether they actually exist; researchers tend to find what they are looking for; and academics will be more likely to explain "luck" if they are using the appropriate tools to reveal it. Practical implications-The positive link between management level and luck's role in performance identified in this study suggests that the more a manager knows about a firm's resources and attributes, the more likely he or she is to downplay the role they actually play in performance. From this perspective, managers seem more willing to acknowledge the role played by luck as they progress into greater levels of responsibility and control. Originality/value-A significant portion of empirical work seeks to explain differences in performance across organizations by identifying the links between various strategic factors and performance. Although this research has contributed much to the knowledge about the strategy-performance nexus, it assumes that strategy-performance linkages necessarily exist and that they can be readily identified. In other words, most scholarly work in this area is based on assumptions that minimize or preclude the role of luck or randomness in the determination of firm performance. Building on previous work, this paper adopts an alternative perspective on the strategy-performance relationship, highlighting the often overlooked role of luck.

Social Science Research Network, 2013

Increased subordinate participation in management decisions has been a recognised trend in both p... more Increased subordinate participation in management decisions has been a recognised trend in both private and public organisations in many western nations. Less is known about such practices in other parts of the world, however, especially in emerging countries. This study assesses similarities and differences between US and Turkish managers with regard to propensity for participative decision making (PPDM). The first hypothesis tests the validity of the PPDM scale among a sample of Turkish managers, and was supported. The second hypothesis examines whether US managers report higher levels of participation with respect to the four dimensions of organisational effectiveness, power, culture, and commitment. Surprisingly, the Turkish managers reported higher levels of participation in the first three dimensions, with no statistical difference with the US managers on commitment. Other findings are discussed and directions for future research are also presented.

Social Science Research Network, 2003

ABSTRACT

Social Science Research Network, Apr 8, 2017

This article utilizes the methodology of evidence-based research to address the research question... more This article utilizes the methodology of evidence-based research to address the research question: Can scholarly literature be extended to develop a positive approach that motivates students and increases the effectiveness of business ethics education? Positive business ethics is defined as an inspired commitment to build long-term personal, organizational, and societal success through the consistent pursuit of ethical business behavior. Unfortunately, the business ethics content integrated into business discipline textbooks is primarily focused on unethical behavior and short-term perspectives and is lacking relevant context of business disciplines, leaving business schools poorly positioned to address AACSB ethical understanding and decision-making learning outcomes standards. Fortunately, the foundations of a positive approach have begun to emerge. Positive business ethics education fundamentally asserts that business people’s roles in society have great worth and that ethical behavior is relevant to their career success. A balanced approach reframes ethical dilemmas into ethical opportunities, transforming career-motivated business students into ethical managers who create long-term value in their successful virtuous organizations. Integrating a positive approach to business ethics education across the business disciplines will improve educational effectiveness, add quality to business schools, prepare the next generation of ethical managers and leaders, enhance careers, add value to businesses, and benefit society at large.

Social Science Research Network, 1997

The story of systems theory and cybernetics is a story of several research traditions all of whic... more The story of systems theory and cybernetics is a story of several research traditions all of which originated in the mid-twentieth century. Systems ideas emerged in a variety of locations and for different reasons. As a result the ideas were developed in relative isolation and emerged with different emphases. This paper discusses the books and people, conferences and institutes, and politics and technology that have influenced the systems movement. The schools of thought presented are general systems theory, the systems approach, operations research, system dynamics, learning organizations, total quality management, and cybernetics. Three points of view within cybernetics are discussed. Total quality management is a new addition to the list, but we feel it is appropriate because of its extensive use of systems ideas. This paper does not address artificial intelligence, complexity theory, family therapy, or other traditions which might have been included.

Journal of Management History, Apr 8, 2014

Purpose– The aim of this paper is to discuss the factors that influenced the establishment of mod... more Purpose– The aim of this paper is to discuss the factors that influenced the establishment of modern management into the pervasive force it is today. It briefly describes modern management and discusses the reasons for this gap in knowledge in such a critical area. The main analysis of the paper focuses on the following social ideas and influences that created the conditions for modern management to be formed and established: social Darwinism and religion, the rise of social science, the promise of the scientific method, and the perspectives of the business tycoons.Design/methodology/approach– This paper analyzes the prevailing trends of the late 1800 s to determine which had the greatest influence on the formation of modern management.Findings– This paper concludes that the greatest factors on the establishment of modern management were social Darwinism and the promise of the scientific method. These, then, provided the perfect environment for Frederick W. Taylor to become the embodiment and popularizer of modern management. Perhaps, surprisingly, Christianity had little influence.Originality/value– Now that the prevailing influences of modern management have been surfaced, scholars and practitioners can more effectively critique the current state of management and determine whether legacy assumptions and influences are still valid, or whether modern management should change in some way(s) to better reflect accurate assumptions and influences operative today. The anonymous reviewers of this paper have found this analysis to be provocative and challenging. They have also concluded that a single article cannot do justice to such an important, yet relatively unexplored area. Consequently, the authors hope that other researchers will also be provoked to join in this important task.

Social Science Research Network, Oct 29, 2016

Employees choosing careers with community-based non-profit human services organisations engaged i... more Employees choosing careers with community-based non-profit human services organisations engaged in meeting human needs expecting intrinsic satisfaction often find that the same care and commitment espoused in mission statements are not reflected internally as a commitment to employee satisfaction. These frontline workers are at risk of becoming disillusioned by increasing demands for compliance, internal and external disparities in salaries, unpaid work hours and difficulties in achieving outcomes. Using Herzberg’s two-factor theory as a framework, this article incorporates a systematic review of literature per the discipline of evidence-based research to examine the potential of applying non-monetary satisfiers to invigorate the human services workforce. The article, which includes recommendations for management, focuses on the environment for frontline workers and includes creating a flexible workplace as well as implementing best practices for intentionally engaging employees in decision making and problem solving. The article has global relevance for staff retention and job satisfaction issues.

How is the field of systems science different from other scientific fields, and how can we distin... more How is the field of systems science different from other scientific fields, and how can we distinguish the various traditions within systems science? We propose that there is a set of underlying assumptions which are generally shared within systems science but are less common in other scientific fields. Furthermore, the various traditions within systems science have adopted different combinations of these assumptions. We examine six traditions within systems science-cybernetics, operations research, general systems theory, system dynamics, total quality management, and organizational learning. We then consider eight underlying assumptions-observation, causality, reflexivity, self-organization, determinism, environment, relationships, and holism. We then assess where each tradition stands with respect to each of the underlying assumptions.

Proceedings - Academy of Management, Aug 1, 2021

Social Science Research Network, 2018

This article discusses the primary ethical challenges and dilemmas in the workplace.

Social Science Research Network, 2013

The lenses of complexity theory have been trained on a variety of subjects in organizations, rang... more The lenses of complexity theory have been trained on a variety of subjects in organizations, ranging from assembly lines to strategic planning. While this work has been going on, another group of researchers has been actively pursuing the study of workplace spirituality. The latter body of work has resulted in the formation of the Management, Spirituality, and Religion interest group of the Academy of Management in 2000, the creation of journals of workplace spirituality (including the Journal of Management, Spirituality, and Religion), and a steady stream of special issues on the topic (calls in 2003 alone included "Theological Perspectives on Accounting,"