Malcolm Patterson
Biographic Data
| ID | 3997310 |
|---|---|
| NAME | Malcolm Patterson |
| GIVEN NAMES | Malcolm |
| FAMILY NAME | Patterson |
| SIGNATURE | PATTERSON M |
| AFFILIATIONS | University of Sheffield |
| ORCID | 0000-0003-0984-3744 |
| VERIFIED | Yes |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 74 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1996 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 4 |
Beyond the lone hero
Entrepreneurs are often depicted as lone heroes. However, they are encouraged to seek and use feedback from their social environment to refine their venture ideas and enhance performance. Surprisingly, systematic research on entrepreneurs' feedback‐seeking is in its infancy, and this nascent research is marked by conceptual vagueness about the feedback‐seeking process and the limitations of related concepts. This article leverages the rich resear…
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Building work engagement
Low work engagement may contribute towards decreased well‐being and work performance. Evaluating, boosting and sustaining work engagement are therefore of interest to many organisations. However, the evidence on which to base interventions has not yet been synthesised. A systematic review with meta‐analysis was conducted to assess the evidence for the effectiveness of work engagement interventions. A systematic literature search identified contro…
Organizations Driving Positive Social Change
Academic and practitioner interest in how market-based organizations can drive positive social change (PSC) is steadily growing. This paper helps to recast how organizations relate to society. It integrates research on projects stimulating PSC—the transformational processes to advance societal well-being—that is fragmented across different streams of research in management and related disciplines. Focusing on the mechanisms at play in how organiz…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
A conceptual framework for implementation fidelity
BACKGROUND: Implementation fidelity refers to the degree to which an intervention or programme is delivered as intended. Only by understanding and measuring whether an intervention has been implemented with fidelity can researchers and practitioners gain a better understanding of how and why an intervention works, and the extent to which outcomes can be improved. DISCUSSION: The authors undertook a critical review of existing conceptualisations o…
Validating the organizational climate measure
This paper describes the development and validation of a multidimensional measure of organizational climate, the Organizational Climate Measure (OCM), based upon Quinn and Rohrbaugh's Competing Values model. A sample of 6869 employees across 55 manufacturing organizations completed the questionnaire. The 17 scales contained within the measure had acceptable levels of reliability and were factorially distinct. Concurrent validity was measured by c…
On the Validity of Subjective Measures of Company Performance
Subjective measures of company performance are widely used in research and typically are interpreted as equivalent to objective measures. Yet, the assumption of equivalence is open to challenge. We compared the use of both types of measure in 3 separate samples. Findings were consistent in showing that: (a) subjective and objective measures of company performance were positively associated (convergent validity); (b) those relationships were stron…
Integrated manufacturing, empowerment, and company performance
There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just‐in‐time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., …
Job satisfaction and teamwork
The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between ind…
Women managers’ views of manufacturing
Women in Britain comprise 44 per cent of the overall workforce (Labour Force Survey, 1994) and 10.7 per cent of those in managerial occupations (UK National Management Survey, 1995). While much research has documented and critiqued the structural position of women and its impact in the workplace, little empirical work has examined the way in which women see their work environments. Addresses this issue by exploring the way in which a sample of wo…
The Living Flame of Love, Versions A and B
Validating the organizational climate measure
This paper describes the development and validation of a multidimensional measure of organizational climate, the Organizational Climate Measure (OCM), based upon Quinn and Rohrbaugh's Competing Values model. A sample of 6869 employees across 55 manufacturing organizations completed the questionnaire. The 17 scales contained within the measure had acceptable levels of reliability and were factorially distinct. Concurrent validity was measured by c…
Job satisfaction and teamwork
The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between ind…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
Integrated manufacturing, empowerment, and company performance
There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just‐in‐time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., …
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Women managers’ views of manufacturing
Women in Britain comprise 44 per cent of the overall workforce (Labour Force Survey, 1994) and 10.7 per cent of those in managerial occupations (UK National Management Survey, 1995). While much research has documented and critiqued the structural position of women and its impact in the workplace, little empirical work has examined the way in which women see their work environments. Addresses this issue by exploring the way in which a sample of wo…
The Living Flame of Love, Versions A and B
Job satisfaction and teamwork
The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between ind…
On the Validity of Subjective Measures of Company Performance
Subjective measures of company performance are widely used in research and typically are interpreted as equivalent to objective measures. Yet, the assumption of equivalence is open to challenge. We compared the use of both types of measure in 3 separate samples. Findings were consistent in showing that: (a) subjective and objective measures of company performance were positively associated (convergent validity); (b) those relationships were stron…
Integrated manufacturing, empowerment, and company performance
There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just‐in‐time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., …
Validating the organizational climate measure
This paper describes the development and validation of a multidimensional measure of organizational climate, the Organizational Climate Measure (OCM), based upon Quinn and Rohrbaugh's Competing Values model. A sample of 6869 employees across 55 manufacturing organizations completed the questionnaire. The 17 scales contained within the measure had acceptable levels of reliability and were factorially distinct. Concurrent validity was measured by c…
A conceptual framework for implementation fidelity
BACKGROUND: Implementation fidelity refers to the degree to which an intervention or programme is delivered as intended. Only by understanding and measuring whether an intervention has been implemented with fidelity can researchers and practitioners gain a better understanding of how and why an intervention works, and the extent to which outcomes can be improved. DISCUSSION: The authors undertook a critical review of existing conceptualisations o…
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior
This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experie…
Organizations Driving Positive Social Change
Academic and practitioner interest in how market-based organizations can drive positive social change (PSC) is steadily growing. This paper helps to recast how organizations relate to society. It integrates research on projects stimulating PSC—the transformational processes to advance societal well-being—that is fragmented across different streams of research in management and related disciplines. Focusing on the mechanisms at play in how organiz…
Building work engagement
Low work engagement may contribute towards decreased well‐being and work performance. Evaluating, boosting and sustaining work engagement are therefore of interest to many organisations. However, the evidence on which to base interventions has not yet been synthesised. A systematic review with meta‐analysis was conducted to assess the evidence for the effectiveness of work engagement interventions. A systematic literature search identified contro…
Beyond the lone hero
Entrepreneurs are often depicted as lone heroes. However, they are encouraged to seek and use feedback from their social environment to refine their venture ideas and enhance performance. Surprisingly, systematic research on entrepreneurs' feedback‐seeking is in its infancy, and this nascent research is marked by conceptual vagueness about the feedback‐seeking process and the limitations of related concepts. This article leverages the rich resear…
A valence and arousal circumplex examination of affect and creativity at work
Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a comp…
Psychology (8 works) · Social Psychology (7 works) · Computer Science (5 works) · Sociology (5 works) · Business (4 works) · Social Psychology (4 works) · Conceptual framework (3 works) · Creativity in Education and Neuroscience (3 works) · Job Satisfaction and Organizational Behavior (3 works) · Political science (3 works)