James B Shaw
Biographic Data
| ID | 5789273 |
|---|---|
| NAME | James B Shaw |
| GIVEN NAMES | James B |
| FAMILY NAME | Shaw |
| SIGNATURE | SHAW J B |
| AFFILIATIONS | Bond University |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 27 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1991 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 3 |
Critical Incidents Technique
This note describes the critical incidents technique developed orginally by Flannagan.
Destructive leader behaviour
This study examines destructive leader behaviours among a sample of Iranian leaders. Destructive leader behaviour was measured using the Destructive Leadership Questionnaire (DLQ) developed by Shaw et al. (2011). Data from 700 Iranian subordinates who completed the DLQ were used to identify the dimensions of destructive leadership using principle components factor analysis. The factor analytic data were used to develop an Iranian version of the D…
The Effects of Diversity on Small Work Group Processes and Performance
Diversity is an increasingly important factor in organizational life as organizations worldwide become more diverse in terms of the gender, race, ethnicity, age, national origin, and other personal characteristics of their members. The exact impact of within-group diversity on small group processes and performance is unclear. Sometimes the effect of diversity seems positive, at other times negative, and in other situations, there seems to be no e…
A Conceptual Framework for Assessing Organization, Work Group, and Individual Effectiveness During and After Downsizing
The need for a unified, cross-level (organization, work group, individual employee) model of organizational downsizing has been suggested by several authors (e.g., Kozlowski et al., 1993). The definition of downsizing, in terms applicable only at the organization level, prevents researchers from developing a more cohesive view of the interactive impact of downsizing for the organization, work groups, and individuals. In this paper, we define down…
Relocation attitudes and adjustment
This study identified correlates of attitude toward an impending employer‐initiated relocation, then followed up by predicting post‐transfer attitude and adjustment difficulty in the same sample. Predictors suggested by past research on mobility attitudes (i.e. demographic characteristics and attributes of the pre‐move location) were less important in explaining pre‐move attitude toward the transfer than were expected attributes of the new locati…
From maternalism to accountability
Executive Overview This article is about organizations changing from cultures of maternalism to cultures of accountability, and changing from environments of monopolistic security to competitive uncertainty. We examine these change processes using examples from two seemingly diverse situations—the American Telephone & Telegraph (AT&T) divestiture and the Soviet Union under perestroika. Although there are vast differences in the political and cult…
A Conceptual Framework for Assessing Organization, Work Group, and Individual Effectiveness During and After Downsizing
The need for a unified, cross-level (organization, work group, individual employee) model of organizational downsizing has been suggested by several authors (e.g., Kozlowski et al., 1993). The definition of downsizing, in terms applicable only at the organization level, prevents researchers from developing a more cohesive view of the interactive impact of downsizing for the organization, work groups, and individuals. In this paper, we define down…
Relocation attitudes and adjustment
This study identified correlates of attitude toward an impending employer‐initiated relocation, then followed up by predicting post‐transfer attitude and adjustment difficulty in the same sample. Predictors suggested by past research on mobility attitudes (i.e. demographic characteristics and attributes of the pre‐move location) were less important in explaining pre‐move attitude toward the transfer than were expected attributes of the new locati…
The Effects of Diversity on Small Work Group Processes and Performance
Diversity is an increasingly important factor in organizational life as organizations worldwide become more diverse in terms of the gender, race, ethnicity, age, national origin, and other personal characteristics of their members. The exact impact of within-group diversity on small group processes and performance is unclear. Sometimes the effect of diversity seems positive, at other times negative, and in other situations, there seems to be no e…
Destructive leader behaviour
This study examines destructive leader behaviours among a sample of Iranian leaders. Destructive leader behaviour was measured using the Destructive Leadership Questionnaire (DLQ) developed by Shaw et al. (2011). Data from 700 Iranian subordinates who completed the DLQ were used to identify the dimensions of destructive leadership using principle components factor analysis. The factor analytic data were used to develop an Iranian version of the D…
From maternalism to accountability
Executive Overview This article is about organizations changing from cultures of maternalism to cultures of accountability, and changing from environments of monopolistic security to competitive uncertainty. We examine these change processes using examples from two seemingly diverse situations—the American Telephone & Telegraph (AT&T) divestiture and the Soviet Union under perestroika. Although there are vast differences in the political and cult…
Relocation attitudes and adjustment
This study identified correlates of attitude toward an impending employer‐initiated relocation, then followed up by predicting post‐transfer attitude and adjustment difficulty in the same sample. Predictors suggested by past research on mobility attitudes (i.e. demographic characteristics and attributes of the pre‐move location) were less important in explaining pre‐move attitude toward the transfer than were expected attributes of the new locati…
A Conceptual Framework for Assessing Organization, Work Group, and Individual Effectiveness During and After Downsizing
The need for a unified, cross-level (organization, work group, individual employee) model of organizational downsizing has been suggested by several authors (e.g., Kozlowski et al., 1993). The definition of downsizing, in terms applicable only at the organization level, prevents researchers from developing a more cohesive view of the interactive impact of downsizing for the organization, work groups, and individuals. In this paper, we define down…
The Effects of Diversity on Small Work Group Processes and Performance
Diversity is an increasingly important factor in organizational life as organizations worldwide become more diverse in terms of the gender, race, ethnicity, age, national origin, and other personal characteristics of their members. The exact impact of within-group diversity on small group processes and performance is unclear. Sometimes the effect of diversity seems positive, at other times negative, and in other situations, there seems to be no e…
Destructive leader behaviour
This study examines destructive leader behaviours among a sample of Iranian leaders. Destructive leader behaviour was measured using the Destructive Leadership Questionnaire (DLQ) developed by Shaw et al. (2011). Data from 700 Iranian subordinates who completed the DLQ were used to identify the dimensions of destructive leadership using principle components factor analysis. The factor analytic data were used to develop an Iranian version of the D…
Critical Incidents Technique
This note describes the critical incidents technique developed orginally by Flannagan.
Psychology (4 works) · Social Psychology (4 works) · Social Psychology (4 works) · Computer Science (3 works) · Job Satisfaction and Organizational Behavior (3 works) · Sociology (3 works) · International Student and Expatriate Challenges (2 works) · Knowledge management (2 works) · Sample (material (2 works) · Accountability (1 work)