Denise M. Rousseau - Böcker

Including contributions from leading scholars at Harvard Business School, Yale, and MIT's Sloan School of Management, this book explores the ways that careers have changed for workers as their firms reorganize to meet global competition. As firms re-engineer, downsize, enter into strategic alliances with other firms, and find other ways to reduce costs, they frequently lay off workers. Job security has been replaced by insecurity and workers have been forced to take charge of their own career development in ways they have never done before.The contributors to the book analyse the implications for these workers, who now have "boundaryless careers". While many find the challenge rewarding as they find new opportunities for growth, others are finding it difficult to adapt to new jobs in new locations. The book looks at policy issues that can provide safety nets for those who are not able to find a place in the new world of boundaryless careers.

This book explores the ways in which people's work careers are changing as the organizations in which they work are changing. The old concept of the firm as a a self-contained entity interacting mainly with its customers has been replaced by the reality of firms whose boundaries have given way to new alliances with suppliers, sometimes competitors, and other outside organizations, in ways that require a redefinition of what a firm can expect from lifetime employment. At the same time, the workers in these careers are interrupted by layoffs, or changed by new technologies, and over their work life will be expected to maintain a habit of continuous learning to remain in the work force.

From medicine to education, evidence-based approaches aim to evaluate and apply scientific evidence to a problem in order to arrive at the best possible solution. Thus, using scientific knowledge to inform the judgment of managers and the process of decision-making in organizations, Evidence-based Management (EBMgt) is the science-informed practice of management.Written by leading experts in the study and practice of EBMgt, The Oxford Handbook of Evidence-based Management provides an overview of key EBMgt ideas and puts them in context of promoting evidence-based practice. Furthermore, it addresses the roles and contributions of practitioners, educators, and scholars -- the primary constituents of EBMgt -- while providing perspectives and resources for each. Divided into three sections (research, practice, and education), this handbook examines the realities of everyday management practice and the role EBMgt can play in improving managerial decision making and employee well being and instructs educators in their roles as designers of curricula and resources.As the first major volume to capture the spirit of this emerging movement, The Oxford Handbook of Evidence-based Management shows how practitioners can use high-quality knowledge gleaned from scientific research in order to make better use of available data and ultimately make more mindful decisions.

From medicine to education, evidence-based approaches aim to evaluate and apply scientific evidence to a problem in order to arrive at the best possible solution. Thus, using scientific knowledge to inform the judgment of managers and the process of decision-making in organizations, Evidence-based Management (EBMgt) is the science-informed practice of management. Written by leading experts in the study and practice of EBMgt, The Oxford Handbook of Evidence-based Management provides an overview of key EBMgt ideas and puts them in context of promoting evidence-based practice. Furthermore, it addresses the roles and contributions of practitioners, educators, and scholars -- the primary constituents of EBMgt -- while providing perspectives and resources for each. Divided into three sections (research, practice, and education), this handbook examines the realities of everyday management practice and the role EBMgt can play in improving managerial decision making and employee well being and instructs educators in their roles as designers of curricula and resources.As the first major volume to capture the spirit of this emerging movement, The Oxford Handbook of Evidence-based Management shows how practitioners can use high-quality knowledge gleaned from scientific research in order to make better use of available data and ultimately make more mindful decisions.

How to keep up to date with the current developments and issues inthe study and practice of organizational behavior? That is thechallenge for students, academics and practitioners.This series complements the standard tests of OB and the morecomprehensive, historical review volumes, by offering concise,critical and stimulating accounts of the main issues anddevelopments in topics of current and ongoing importance in OB.Whether employees should be stakeholders in their businesses andthe relationship between employees and owners in general is afast-growing topic and owners in general is a fast-growing topicand is explored in this volume of Trends by distinguished academicswho are at the forefront of this important field.Topics discussed in this volume:* Employee equity* Share ownership for workers* Ownership and the changing employment relationship* Psychological consequences of firm ownership* Employee loyalty* Achieving ownership of performance* Open book management* Employee stock transfers in SMEsFor a quick, insightful and authoritative window on the latest inOB, scholars and professionals will continue to turn to the WileySeries of Trends in Organizational Behaviour.

Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization?In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions.Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.

The relationships between workers and firms are changing worldwide. Nowhere is this more evident than in the psychological contracts of employment - that is, the obligations workers owe to their employer, and vice versa. Psychological Contracts In Employment contains the cross-national perspectives of organizational scholars from 13 countries to examine how societies differ in the nature of psychological contracts in employment and how global business initiatives are bridging these differences.

The author team assembled by Editors Denise Rousseau and René Schalk includes social scientists with deep knowledge of the particular societies they describe, and whose personal scholarship involves psychological contract phenomena locally as well as abroad. Readers of Denise Rousseau's award-winning book Psychological Contracts in Organizations (Sage, 1995), will welcome the extension of this ground-breaking work into the global arena. Both the introductory and concluding chapters, written by the editors, provide several themes to structure and frame the book's content. Every chapter in this volume maintains a clear focus on the importance of a cross-cultural perspective on psychological contracts for today's managers, social scientists, and public policy makers.

The relationships between workers and firms are changing worldwide. Nowhere is this more evident than in the psychological contracts of employment - that is, the obligations workers owe to their employer, and vice versa. Psychological Contracts In Employment contains the cross-national perspectives of organizational scholars from 13 countries to examine how societies differ in the nature of psychological contracts in employment and how global business initiatives are bridging these differences.

The author team assembled by Editors Denise Rousseau and René Schalk includes social scientists with deep knowledge of the particular societies they describe, and whose personal scholarship involves psychological contract phenomena locally as well as abroad. Readers of Denise Rousseau's award-winning book Psychological Contracts in Organizations (Sage, 1995), will welcome the extension of this ground-breaking work into the global arena. Both the introductory and concluding chapters, written by the editors, provide several themes to structure and frame the book's content. Every chapter in this volume maintains a clear focus on the importance of a cross-cultural perspective on psychological contracts for today's managers, social scientists, and public policy makers.

Evidence-based management (EBMgt) derives principles of good management from scientific research, meta-analysis, literature reviews, and case studies, and then translates them into practice. This book is the first systematic assessment of EBMgt and its potential application in public management.

Evidence-based management (EBMgt) derives principles of good management from scientific research, meta-analysis, literature reviews, and case studies, and then translates them into practice. This book is the first systematic assessment of EBMgt and its potential application in public management.

Recipient of the George Terry Book Award sponsored by the Academy of Management "The incredible number of specific illustrations embedded in this text is a great asset. The book will be a good read for a potentially wide academic audience of professors and students (especially in psychology and business schools), anybody interested in contracts in the nonlegal sense, and for 'thinking managers' and practitioners. Psychological Contracts in Organizations will become a standard reference in the organizational sciences by 1997." --Richard Guzzo, University of Maryland, College Park This unique book examines the organizational, social, and psychological meaning of contracts, written and unwritten, in organizations. The author addresses a multitude of important topics, including contract making, interpretation of contracts, contracts that are emerging due to the turmoil and economic forces in the 1990s, contract violations, and strategies for changing contracts. In addition, this volume includes a thought-provoking discussion of how contracts are linked to an organization's strategy and its human resource practices. This outstanding volume concludes with an assessment of societal trends that point to large-scale changes in future employment contracts. Psychological Contracts in Organizations will capture the interest of advanced undergraduate and graduate students, scholars, managers, and researchers in the areas of organizational behavior, management, organizational psychology, human relations, industrial relations, law, and socioeconomics.

Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization?In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions.Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.

These include better designed employment practices and more adaptive job content and developmental opportunities for aging workers along with activities aging workers can engage to enhance their own job crafting, learning and employability.