This article examines the impacts of two types of meeting facilitation across traditional and GSS environments-process and content facilitation- on meeting processes and outcomes. Results indicate uniformly positive consequences of content facilitation. In the context of this study, process support was found to negatively affect meeting structures. To some extent, these negative impacts were moderated by GSS use. These results are explored from the perspective of structuration theories and research on transactional and transformational leadership. Implications for meeting facilitation are discussed and future research directions proposed. 1.

The subject of market orientation has been of interest to both researchers and practitioners for several years. The work of Jaworski and Kohli (1993) inspired a substantial body of literature that empirically examined the antecedents and consequences of a market orientation. This article contributes to that body of literature by investigating the antecedents and consequences of market orientation in Australia. The results successfully replicate the Jaworski and Kohli findings, within an Australian environment. Results illustrate that understanding the culture, activities and processes associated with market-oriented activity have significant implications for organisations in Australia. Keywords:

simulation, model validation, organization theory, network organization, organizational Network organizations offer learning, adaptive and resilient capabilities that are particularly useful in high velocity environments as these capabilities allow the organization to effectively respond to change. The dynamic, evolutionary nature of network organizations affords such advantageous capabilities. Although the advantages of network organizations are well-studied, the risks associated with them are not. Of interest is the study of critical personnel. Understanding criticality within an organization can help improve performance and protect against the risk of loss. But the study of critical personnel has traditionally used static structural representations that do not represent the dynamic nature of network organizations. This thesis advances the study of critical personnel risks in network organizations

Abstract not found

Based on interviews with a number of architects and managers from a wide range of organizations, we characterize how architecture is perceived in practice. We identify three groups of organizations that differ with respect to their level of architectural thinking and the alignment of business and IT on architectural issues. Analysis of the interviews further indicates that these three groups differ in the architecture aspects and critical success factors they emphasize. Our results provide a starting point for assessing architecture maturity and alignment within organizations, and can be used to help harmonize different architectural tunes played within organizations.

this paper was supported by grants from the National Science Foundation SES8921926 and PYI-9157447. The research in this paper was performed while the second author was a fellow at the Center for Advanced Study in the Behavioral Sciences, with support from NSF grant #SBR-9022192

development

International managers and negotiators often talk about problems in terms of dilemmas and other tensions generated by myriad environmental forces, including cultural differences, politics and personal traits. The generic tension is ‘two phenomena in a dynamic relationship that involves both competition and complementarity. ’ The main premise of this conceptual paper is that tension-based thinking is normal; we will better understand negotiation if we study the tension construct and bring it to centre stage. ‘Tension management ’ is the process of identifying and acting upon tensions. Tension-based analysis pervades the literature of negotiation but the generic tension construct is not recognised, let alone exploited, by analysts, educators or practitioners. A flexible model of negotiation, built on Phatak and Habib’s (1996) model of the international context, is proposed as a systematic way of using the tension construct to understand and manage negotiations, especially where cultural differences complicate the transaction. Although the paper’s focus is international, tension management applies in principle to any negotiation. 1 This article is developed from a presentation to a conference of the Australian and New Zealand Academy of Management (English 2002). 1 During 1993–1995, the author asked seventy-eight managers and trade officials to define the key elements of international business transactions, including aspects of negotiation (English

There is a tension at the heart of multi-functional project organisations between similarity and difference that arguably has a major impact upon the nature of knowing and learning in such settings. It has long been recognised that differences between organisational members can be both a source of creativity and innovation as well as triggering conflict and misunderstanding.

The purpose of this research was to determine if principals ’ behaviors or actions related to a systems orientation or person orientation as defined by the trait approach to leadership theory. Also important to the study was to determine if teachers ’ perceptions of principal leadership behaviors were gender specific, i.e., to determine if subordinates (i.e. teachers) perceived male and female principals differently, as well as to determine if those perceptions differ according to subordinate gender (i.e. do male and female teachers view male and female principals differently?). Data were gathered from a school district in the southeastern United States. Approximately 300 teachers from eleven traditional high schools were surveyed using the Leader Behavior Description Questionnaire (LBDQ) based on the work of Ralph Stogdill and the Ohio State University Leadership Studies. The survey was uploaded and administered as a web based survey, with respondents contacted through email. The evidence from the study shows that there was no statistical difference in the leadership styles of mid level and high performing men and women principals as reported by teachers. However, male principals were reported more often to be in the lower performing quadrants (Structured or Passive Leaders) than women leaders. Female principals were reported as being more attentive to systems and person orientations than their male counterparts. Data gathered outside of the LBDQ provided evidence that women and men teachers both report being more satisfied with female principals than with male principals, as indicated by responses to the question of “do you feel your principal is effective?”