stuart schmidt | Temple University (original) (raw)
Books by stuart schmidt
The purpose of the paper was to explore the relationship among liking, social exchange and superv... more The purpose of the paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior.
Papers by stuart schmidt
Journal of Cross-Cultural Psychology, Jun 1, 1992
This is an exploratory study examining the structure of leader influence among Australian, Englis... more This is an exploratory study examining the structure of leader influence among Australian, English, Japanese, and Taiwanese managers. The findings from these cultures are compared to a previous study of managers in the United States. This study demonstrates the utility of examining the factor structure of survey instruments rather than relying only on scale reliability scores in cross-cultural research. The leader influence strategies of Reason, Bargaining, Higher Authority, Sanctions, Friendliness, Assertiveness, and Coalition were found in each country and collectively accounted for at least half of the variance in leader influence with subordinates. However, the specific tactics defining these leader influence strategies were not uniform across cultures.
University of Notre Dame Press eBooks, Jun 1, 2007
SSRN Electronic Journal, 2016
This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veld... more This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veldman, Modern Corporation Project, which is hosted by Cass Business School, City University, London to support the Purpose of the Corporation Project: purposeofcorporation.org. It may be endorsed at: themoderncorporation.org The Modern Corporation Statement on Management BACKGROUND The rise of modern corporations has been accompanied by an expansion of salaried executives who have replaced owner-managers. With this expansion, the new class of managers/executives came to regard themselves as stewards of large and complex corporations, and not principally or exclusively as agents for the owners. Emerging as a self-styled 'profession', there was a continuous debate around the necessity for the corporation to be responsible to the collective and to its stakeholders. During long parts of the twentieth century the professed intent was to balance and synthesize a plurality of interests in order to ensure the long term survival and success of the corporation, pursue national strategic interests, create employment, support networks of suppliers, develop new technology as well as create an adequate or satisfactory return for shareholders (Marens, 2012; O Sullivan, 2001).
Current research has established the importance of establishing individual trust in global virtua... more Current research has established the importance of establishing individual trust in global virtual teams to achieve project success. Global virtual teams (GVTs) emerged as a result of the growth of multi-national corporations (MNCs) conducting business operations in more than one country. This research explores eliminating the need to establish individual trust among the members of short-lived global virtual teams and suggests an institutional trust in the project's processes can suffice. Beginning with an exploration of various aspects of trust, it draws from the current literature on individual and institutional trust in the real and virtual worlds. The data were gathered using two versions of an online survey administered to global virtual teams working for Infosys®, Inc., a global leader in technology services and consulting. The analysis was limited to small, short-lived Information Technology (IT) virtual teams of four to six members. Survey responses were received from 27...
Leaders in the age of virtual work require an understanding of how this affects their employees ’... more Leaders in the age of virtual work require an understanding of how this affects their employees ’ relations with man-agement. From a survey of employees working in a variety of virtual and conventional settings, an empirical profile of employee-manager relationships was completed using a multidimensional measure of virtual status. The profile identified distinct virtual characteristics for two types of virtual employment relationships—free agents and regular core employees who work virtually—and contrasting characteristics for conventional employment relationships. Further analysis of the identified groups suggests that trust in one’s manager and perceived managerial support differ across types of employment relationships. Specifically, the findings indicate lower levels of trust and support within virtual as compared to conventional relationships, and lower levels of trust within free-agent versus regular-employee virtual relationships. Implications for future research and manageme...
Culture and Gender in Leadership, 2013
ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in man... more ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in many developing nations are increasingly being filled by locals as a result of labor force nationalization policies. Unfortunately there is no research on the relationships and individual performance in Omani-expatriate workplace supervisor-subordinate dyads. In this study, we attempt to assess Omani and expatriate supervisor-subordinate workplace relationships and their respective individual workplace performance. We used survey data from public and private sector organizations to assess the following workplace relationships between expatriates and Omanis: trust, affective relations, leader-member exchanges, and using supportive downward influence. Additionally, we examine supervisor effectiveness, organizational citizenship behavior [OCB], and individual performance. Generally, we found that specific dimensions of workplace relationships were associated with important dimensions of individual performance. However, we did not find that exclusively expatriate or Omani supervisor-subordinate dyads were associated with quality workplace relationships or dimensions of individual performance. Counter to our expectations based on similarity-attraction theory, subordinates in national status dissimilar dyads seem to be liked more by their supervisors than in same nationality status (Omani or Expatriate) dyads. Additionally, expatriates appeared to be more likely to be perceived exhibiting organizational citizenship behavior toward their supervisors than did Omanis. We conclude that organizational members may develop workplace relationships (trust, liking, and quality exchanges) on the bases of factors other than nationality. Our findings are promising for organizations with nationality and ethnically diverse workforces, because performance enhancing workplace relationships may develop independent of the specific nationality mix of their supervisor-subordinate dyads.
Academy of Management Proceedings, 2004
ABSTRACT From a study of organizational members working in a variety of virtual settings, we obta... more ABSTRACT From a study of organizational members working in a variety of virtual settings, we obtained initial support for a multi-dimensional measure of virtual intraorganizational authority relationships. Subordinate perceptions of upward trust and manager support, and members' upward influence strategies are related to the virtual status of their authority relationships with their managers.
"Notes: "A causal, sequential model of lateral interunit conflict within organizations ... more "Notes: "A causal, sequential model of lateral interunit conflict within organizations is developed. ... Specific propositions from the theoretical model are empirically tested with survey data from twenty-three Wisconsin State Employment Service districts, offices, and seventy-two units in these offices." Vita. Typescript. Description: 159 leaves, illus. 29 cm"
Review of International Business and Strategy, 2016
Purpose The purpose of this paper was to explore the relationship among liking, social exchange a... more Purpose The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB). Design/methodology/approach Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors. Findings Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship. Research limitations/implications A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources. Practical implications Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB. ...
Organizational …, Jan 1, 1984
APA PsycNET Our Apologies! - The following features are not available with your current Browser c... more APA PsycNET Our Apologies! - The following features are not available with your current Browser configuration. - alerts user that their session is about to expire - display, print, save, export, and email selected records - get My ...
Culture and Gender in Leadership, 2013
ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in man... more ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in many developing nations are increasingly being filled by locals as a result of labor force nationalization policies. Unfortunately there is no research on the relationships and individual performance in Omani-expatriate workplace supervisor-subordinate dyads. In this study, we attempt to assess Omani and expatriate supervisor-subordinate workplace relationships and their respective individual workplace performance. We used survey data from public and private sector organizations to assess the following workplace relationships between expatriates and Omanis: trust, affective relations, leader-member exchanges, and using supportive downward influence. Additionally, we examine supervisor effectiveness, organizational citizenship behavior [OCB], and individual performance. Generally, we found that specific dimensions of workplace relationships were associated with important dimensions of individual performance. However, we did not find that exclusively expatriate or Omani supervisor-subordinate dyads were associated with quality workplace relationships or dimensions of individual performance. Counter to our expectations based on similarity-attraction theory, subordinates in national status dissimilar dyads seem to be liked more by their supervisors than in same nationality status (Omani or Expatriate) dyads. Additionally, expatriates appeared to be more likely to be perceived exhibiting organizational citizenship behavior toward their supervisors than did Omanis. We conclude that organizational members may develop workplace relationships (trust, liking, and quality exchanges) on the bases of factors other than nationality. Our findings are promising for organizations with nationality and ethnically diverse workforces, because performance enhancing workplace relationships may develop independent of the specific nationality mix of their supervisor-subordinate dyads.
Organization Management Journal, 2011
We examined the relationship between leaders’ positive and negative influence tactics and their s... more We examined the relationship between leaders’ positive and negative influence tactics and their subordinates’ organizational citizenship behavior (OCB) directed toward them as well as the quality of the social exchange with them in westernized Middle Eastern organizations. In this study, we used data from 202 supervisor–subordinate dyads in the Sultanate of Oman. Our findings supported the hypothesis that positive leader
Refusing to take no for an answer can be costly, both personally and professionally.
Encyclopedia of Management Theory, 2000
Interfaces, Jan 1, 1992
Page 1. Organization Life: Initiating Change and Being Appreciated Stuart M. Schmidt Chris Swaffi... more Page 1. Organization Life: Initiating Change and Being Appreciated Stuart M. Schmidt Chris Swaffin-Smith Department of Human Resource Administration School of Business and Management Temple University Philadelphia, Pennsylvania 19122 Eaton House Consultants, ...
The purpose of the paper was to explore the relationship among liking, social exchange and superv... more The purpose of the paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior.
Journal of Cross-Cultural Psychology, Jun 1, 1992
This is an exploratory study examining the structure of leader influence among Australian, Englis... more This is an exploratory study examining the structure of leader influence among Australian, English, Japanese, and Taiwanese managers. The findings from these cultures are compared to a previous study of managers in the United States. This study demonstrates the utility of examining the factor structure of survey instruments rather than relying only on scale reliability scores in cross-cultural research. The leader influence strategies of Reason, Bargaining, Higher Authority, Sanctions, Friendliness, Assertiveness, and Coalition were found in each country and collectively accounted for at least half of the variance in leader influence with subordinates. However, the specific tactics defining these leader influence strategies were not uniform across cultures.
University of Notre Dame Press eBooks, Jun 1, 2007
SSRN Electronic Journal, 2016
This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veld... more This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veldman, Modern Corporation Project, which is hosted by Cass Business School, City University, London to support the Purpose of the Corporation Project: purposeofcorporation.org. It may be endorsed at: themoderncorporation.org The Modern Corporation Statement on Management BACKGROUND The rise of modern corporations has been accompanied by an expansion of salaried executives who have replaced owner-managers. With this expansion, the new class of managers/executives came to regard themselves as stewards of large and complex corporations, and not principally or exclusively as agents for the owners. Emerging as a self-styled 'profession', there was a continuous debate around the necessity for the corporation to be responsible to the collective and to its stakeholders. During long parts of the twentieth century the professed intent was to balance and synthesize a plurality of interests in order to ensure the long term survival and success of the corporation, pursue national strategic interests, create employment, support networks of suppliers, develop new technology as well as create an adequate or satisfactory return for shareholders (Marens, 2012; O Sullivan, 2001).
Current research has established the importance of establishing individual trust in global virtua... more Current research has established the importance of establishing individual trust in global virtual teams to achieve project success. Global virtual teams (GVTs) emerged as a result of the growth of multi-national corporations (MNCs) conducting business operations in more than one country. This research explores eliminating the need to establish individual trust among the members of short-lived global virtual teams and suggests an institutional trust in the project's processes can suffice. Beginning with an exploration of various aspects of trust, it draws from the current literature on individual and institutional trust in the real and virtual worlds. The data were gathered using two versions of an online survey administered to global virtual teams working for Infosys®, Inc., a global leader in technology services and consulting. The analysis was limited to small, short-lived Information Technology (IT) virtual teams of four to six members. Survey responses were received from 27...
Leaders in the age of virtual work require an understanding of how this affects their employees ’... more Leaders in the age of virtual work require an understanding of how this affects their employees ’ relations with man-agement. From a survey of employees working in a variety of virtual and conventional settings, an empirical profile of employee-manager relationships was completed using a multidimensional measure of virtual status. The profile identified distinct virtual characteristics for two types of virtual employment relationships—free agents and regular core employees who work virtually—and contrasting characteristics for conventional employment relationships. Further analysis of the identified groups suggests that trust in one’s manager and perceived managerial support differ across types of employment relationships. Specifically, the findings indicate lower levels of trust and support within virtual as compared to conventional relationships, and lower levels of trust within free-agent versus regular-employee virtual relationships. Implications for future research and manageme...
Culture and Gender in Leadership, 2013
ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in man... more ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in many developing nations are increasingly being filled by locals as a result of labor force nationalization policies. Unfortunately there is no research on the relationships and individual performance in Omani-expatriate workplace supervisor-subordinate dyads. In this study, we attempt to assess Omani and expatriate supervisor-subordinate workplace relationships and their respective individual workplace performance. We used survey data from public and private sector organizations to assess the following workplace relationships between expatriates and Omanis: trust, affective relations, leader-member exchanges, and using supportive downward influence. Additionally, we examine supervisor effectiveness, organizational citizenship behavior [OCB], and individual performance. Generally, we found that specific dimensions of workplace relationships were associated with important dimensions of individual performance. However, we did not find that exclusively expatriate or Omani supervisor-subordinate dyads were associated with quality workplace relationships or dimensions of individual performance. Counter to our expectations based on similarity-attraction theory, subordinates in national status dissimilar dyads seem to be liked more by their supervisors than in same nationality status (Omani or Expatriate) dyads. Additionally, expatriates appeared to be more likely to be perceived exhibiting organizational citizenship behavior toward their supervisors than did Omanis. We conclude that organizational members may develop workplace relationships (trust, liking, and quality exchanges) on the bases of factors other than nationality. Our findings are promising for organizations with nationality and ethnically diverse workforces, because performance enhancing workplace relationships may develop independent of the specific nationality mix of their supervisor-subordinate dyads.
Academy of Management Proceedings, 2004
ABSTRACT From a study of organizational members working in a variety of virtual settings, we obta... more ABSTRACT From a study of organizational members working in a variety of virtual settings, we obtained initial support for a multi-dimensional measure of virtual intraorganizational authority relationships. Subordinate perceptions of upward trust and manager support, and members' upward influence strategies are related to the virtual status of their authority relationships with their managers.
"Notes: "A causal, sequential model of lateral interunit conflict within organizations ... more "Notes: "A causal, sequential model of lateral interunit conflict within organizations is developed. ... Specific propositions from the theoretical model are empirically tested with survey data from twenty-three Wisconsin State Employment Service districts, offices, and seventy-two units in these offices." Vita. Typescript. Description: 159 leaves, illus. 29 cm"
Review of International Business and Strategy, 2016
Purpose The purpose of this paper was to explore the relationship among liking, social exchange a... more Purpose The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB). Design/methodology/approach Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors. Findings Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship. Research limitations/implications A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources. Practical implications Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB. ...
Organizational …, Jan 1, 1984
APA PsycNET Our Apologies! - The following features are not available with your current Browser c... more APA PsycNET Our Apologies! - The following features are not available with your current Browser configuration. - alerts user that their session is about to expire - display, print, save, export, and email selected records - get My ...
Culture and Gender in Leadership, 2013
ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in man... more ABSTRACT Supervisor and subordinate positions traditionally held by expatriates in Oman as in many developing nations are increasingly being filled by locals as a result of labor force nationalization policies. Unfortunately there is no research on the relationships and individual performance in Omani-expatriate workplace supervisor-subordinate dyads. In this study, we attempt to assess Omani and expatriate supervisor-subordinate workplace relationships and their respective individual workplace performance. We used survey data from public and private sector organizations to assess the following workplace relationships between expatriates and Omanis: trust, affective relations, leader-member exchanges, and using supportive downward influence. Additionally, we examine supervisor effectiveness, organizational citizenship behavior [OCB], and individual performance. Generally, we found that specific dimensions of workplace relationships were associated with important dimensions of individual performance. However, we did not find that exclusively expatriate or Omani supervisor-subordinate dyads were associated with quality workplace relationships or dimensions of individual performance. Counter to our expectations based on similarity-attraction theory, subordinates in national status dissimilar dyads seem to be liked more by their supervisors than in same nationality status (Omani or Expatriate) dyads. Additionally, expatriates appeared to be more likely to be perceived exhibiting organizational citizenship behavior toward their supervisors than did Omanis. We conclude that organizational members may develop workplace relationships (trust, liking, and quality exchanges) on the bases of factors other than nationality. Our findings are promising for organizations with nationality and ethnically diverse workforces, because performance enhancing workplace relationships may develop independent of the specific nationality mix of their supervisor-subordinate dyads.
Organization Management Journal, 2011
We examined the relationship between leaders’ positive and negative influence tactics and their s... more We examined the relationship between leaders’ positive and negative influence tactics and their subordinates’ organizational citizenship behavior (OCB) directed toward them as well as the quality of the social exchange with them in westernized Middle Eastern organizations. In this study, we used data from 202 supervisor–subordinate dyads in the Sultanate of Oman. Our findings supported the hypothesis that positive leader
Refusing to take no for an answer can be costly, both personally and professionally.
Encyclopedia of Management Theory, 2000
Interfaces, Jan 1, 1992
Page 1. Organization Life: Initiating Change and Being Appreciated Stuart M. Schmidt Chris Swaffi... more Page 1. Organization Life: Initiating Change and Being Appreciated Stuart M. Schmidt Chris Swaffin-Smith Department of Human Resource Administration School of Business and Management Temple University Philadelphia, Pennsylvania 19122 Eaton House Consultants, ...
Academy of Management Proceedings (2004), HR Best Paper
From a study of organizational members working in a variety of virtual settings, we obtained init... more From a study of organizational members working in a variety of virtual settings, we obtained initial support for a multi-dimensional measure of virtual intraorganizational authority relationships. Subordinate perceptions of upward trust and manager support, and members’ upward influence strategies are related to the virtual status of their authority relationships with their managers.
Culture and Gender in Leadership: Perspectives from the Middle East and Asia Edited by James Rajasekar and Loo-See Beh, Sep 2013
Purpose: The purpose of this study was to explore the relationship among liking, social exchange ... more Purpose: The purpose of this study was to explore the relationship among liking, social exchange and supervisor-directed Organizational Citizenship Behavior.