Reginald Shareef
Biographic Data
| ID | 5790070 |
|---|---|
| NAME | Reginald Shareef |
| GIVEN NAMES | Reginald |
| FAMILY NAME | Shareef |
| SIGNATURE | SHAREEF R |
| AFFILIATIONS | Radford University |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1994 |
| LATEST PUBLICATION YEAR | 2014 |
| H-INDEX | 1 |
Asymmetrical Information and Public Failure in the Myriad Decision
The Public Value concept is a Public Management normative process that utilizes efficiency and ethics as co-equal determinants to assess organizational outcomes. As such, Public Value represents what Ghoshal calls intellectual pluralism or the utilization of normative management processes in the social sciences to challenge the intellectual absolutism of the Chicago School. One discipline where Public Value can be used to assess normative results…
A Popperian View of Change in Innovative Organizations
The cognitive model used by theorists and practitioners to understand organization change is most likely based on Kuhn's paradigm scheme of normal (i.e., the routine verification of the dominant theory in any historical period) vs. revolutionary (i.e., the abrupt development of a rival paradigm that can only be accepted gradually by the scientific community) science. This perspective suggests that scientific revolutions are rare. However, this ar…
Subsystem Congruence
This case study compared the attitudinal behavioral outcomes of participants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation -+ satisfaction -+ organization change) to facilitate organization change. It was hypothesized that participants would have higher levels of quality-of-working life than nonparticipants. The results of t…
Subsystem Congruence
This case study compared the attitudinal behavioral outcomes of participants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation -+ satisfaction -+ organization change) to facilitate organization change. It was hypothesized that participants would have higher levels of quality-of-working life than nonparticipants. The results of t…
Subsystem Congruence
This case study compared the attitudinal behavioral outcomes of participants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation -+ satisfaction -+ organization change) to facilitate organization change. It was hypothesized that participants would have higher levels of quality-of-working life than nonparticipants. The results of t…
A Popperian View of Change in Innovative Organizations
The cognitive model used by theorists and practitioners to understand organization change is most likely based on Kuhn's paradigm scheme of normal (i.e., the routine verification of the dominant theory in any historical period) vs. revolutionary (i.e., the abrupt development of a rival paradigm that can only be accepted gradually by the scientific community) science. This perspective suggests that scientific revolutions are rare. However, this ar…
Asymmetrical Information and Public Failure in the Myriad Decision
The Public Value concept is a Public Management normative process that utilizes efficiency and ethics as co-equal determinants to assess organizational outcomes. As such, Public Value represents what Ghoshal calls intellectual pluralism or the utilization of normative management processes in the social sciences to challenge the intellectual absolutism of the Chicago School. One discipline where Public Value can be used to assess normative results…
Political science (3 works) · Public relations (3 works) · Complex Systems and Decision Making (2 works) · Epistemology (2 works) · Management and Organizational Studies (2 works) · Organizational change (2 works) · Psychology (2 works) · Sociology (2 works) · Business (1 work) · Cognition (1 work)