Jeffrey Sonnenfeld
Biographic Data
| ID | 3611255 |
|---|---|
| NAME | Jeffrey Sonnenfeld |
| GIVEN NAMES | Jeffrey |
| FAMILY NAME | Sonnenfeld |
| SIGNATURE | SONNENFELD J |
| AFFILIATIONS | Emory University |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 36 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1966 |
| LATEST PUBLICATION YEAR | 2000 |
| H-INDEX | 3 |
To Your Heart's Content: A Model of Affective Diversity in Top Management Teams
In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative…
Pyrrhic victories: The cost to the board of ousting the CEO
Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnove…
A study of the tournament model with female managers
Reports the findings of the first study to test the tournament model of careers with female managers. Follows the careers of 3,800 women in a large internal labour market firm. Investigates the signals of early promotions, career velocity, education, tenure and entering position. Examines the relationships between these signals and career attainment. The results do not show the strong support of the tournament model that research with men has fou…
The Hero’s Farewell: What Happens When CEOs Retire
The Marxist prediction that capitalist bureaucracy must inevitably neutralize individualistic leadership in industry, has been disproved over and over by the careers of industrial “superstars” from Andrew Carnegie to Henry Ford, Lee Iacocca, Estee Lauder, and David Rockefeller–all of whom could be described as having made their own personal stamp on their respective businesses. How a business replaces its chief executive often determines that fir…
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies
Journal Article Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies Get access Jeffrey Sonnenfeld Jeffrey Sonnenfeld Harvard Business School Search for other works by this author on: Oxford Academic Google Scholar Social Forces, Volume 61, Issue 3, March 1983, Pages 904–909, https://doi.org/10.1093/sf/61.3.904 Published: 01 March 1983
The Maturation of Career Theory
Career theory, like the phenomena it describes, has grown and developed over the past century. During that time, four main types of theory have emerged. This paper examines the contributions and limitations of each type, starting with the oldest, and identifies the most fundamental trends in the evolution of this theory. The key trend identified is a continuous shift from a relatively static to a relatively dynamic theory. The paper offers a synt…
Variable Values in Space and Landscape: An Inquiry into the Nature of Environmental Necessity
The Maturation of Career Theory
Career theory, like the phenomena it describes, has grown and developed over the past century. During that time, four main types of theory have emerged. This paper examines the contributions and limitations of each type, starting with the oldest, and identifies the most fundamental trends in the evolution of this theory. The key trend identified is a continuous shift from a relatively static to a relatively dynamic theory. The paper offers a synt…
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
Variable Values in Space and Landscape: An Inquiry into the Nature of Environmental Necessity
Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies
Journal Article Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies Get access Jeffrey Sonnenfeld Jeffrey Sonnenfeld Harvard Business School Search for other works by this author on: Oxford Academic Google Scholar Social Forces, Volume 61, Issue 3, March 1983, Pages 904–909, https://doi.org/10.1093/sf/61.3.904 Published: 01 March 1983
Variable Values in Space and Landscape: An Inquiry into the Nature of Environmental Necessity
The Maturation of Career Theory
Career theory, like the phenomena it describes, has grown and developed over the past century. During that time, four main types of theory have emerged. This paper examines the contributions and limitations of each type, starting with the oldest, and identifies the most fundamental trends in the evolution of this theory. The key trend identified is a continuous shift from a relatively static to a relatively dynamic theory. The paper offers a synt…
Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies
Journal Article Commentary: Academic Learning, Worker Learning, and the Hawthorne Studies Get access Jeffrey Sonnenfeld Jeffrey Sonnenfeld Harvard Business School Search for other works by this author on: Oxford Academic Google Scholar Social Forces, Volume 61, Issue 3, March 1983, Pages 904–909, https://doi.org/10.1093/sf/61.3.904 Published: 01 March 1983
Shedding light on the Hawthorne studies
The Hawthorne Studies on social influences in the workplace have weathered decades of scholarly attack. Hawthorne critics have generally misunderstood or misrepresented the modest ideological and methodological presumptions of this pioneering research, which was intended to generate, not verify, hypotheses. This article reviews the decades of controversy within the historical context of the discipline of organizational behaviour. Original researc…
The Hero’s Farewell: What Happens When CEOs Retire
The Marxist prediction that capitalist bureaucracy must inevitably neutralize individualistic leadership in industry, has been disproved over and over by the careers of industrial “superstars” from Andrew Carnegie to Henry Ford, Lee Iacocca, Estee Lauder, and David Rockefeller–all of whom could be described as having made their own personal stamp on their respective businesses. How a business replaces its chief executive often determines that fir…
A study of the tournament model with female managers
Reports the findings of the first study to test the tournament model of careers with female managers. Follows the careers of 3,800 women in a large internal labour market firm. Investigates the signals of early promotions, career velocity, education, tenure and entering position. Examines the relationships between these signals and career attainment. The results do not show the strong support of the tournament model that research with men has fou…
Pyrrhic victories: The cost to the board of ousting the CEO
Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnove…
To Your Heart's Content: A Model of Affective Diversity in Top Management Teams
In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative…
Psychology (6 works) · Sociology (6 works) · Economics (4 works) · Epistemology (3 works) · Philosophy (3 works) · Philosophy (3 works) · Political science (3 works) · Social Psychology (3 works) · Accounting (2 works) · Affect (linguistics) (2 works)