research       

• Work Ethic & Workaholism
  
  I research work ethic, including the extreme of workaholism as an addictive behavior. Workaholics are driven to maintain the work activity. It is not their goal to be efficient, to foster long-term working relationships, or to pursue organizational objectives--except as those objectives provide protection for the addictive behavior. There is great organization cost to supporting workaholic behavior.  Recently, I have expanded this stream of research to explore the impact of facilitating technology as well a multi-national perspectives on managers' demands and expectations.
  
  • Implications of Employer-supplied Connectivity Devices on Job Performance, Work-Life and Business Culture.
    • WorldatWork Journal, 19(2), 6-21, 2009.
  • The Unbalance High-tech Life: Are Employers Liable? 
    • Strategic Change, 18, 1-13, 2009.
  • Animal Farm, Baby Boom and Crackberry Addicts
    • In C. L. Cooper and R. J. Burke (Eds.) The Long Work Hours Culture, Causes, Consequences and Choices, pp. 255-274, 2008.
  • Excessive Work and Its Consequences
    • In C. Wankel (Ed.) Handbook of 21st Century Management pp. 148-156, 2007.
  • The Unlikely Referral of Workaholics to an Employee Assistance Program
    • In R. Burke (Ed.), Research Companion to Working Time and Work Addiction, pp. 242-269, 2006.
  • Profiles or Workaholism among High-tech Managers
    • Career Development International, 11(5), 440-462, 2006.
  • HRM Perspectives on Addiction to Technology and Work
    • Journal of Management Development, 25(6), 535-560, 2006.
  • Workaholic Tendencies and the High Potential for Stress Among Co-workers
    • International Journal of Stress Management, 8(2), 147-164, 2001.
  • Workaholics as High-Performance Employees: The Intersection of Workplace and Family Relationship Problems.
    • In B. Robinson & N. Chase (Eds.) High-Performing Families: Causes, Consequences, and Clinical Solutions, a monograph in the American Counseling Association's Family Psychology and Counseling Series (2000).
  • Distinguishing High-Performance from Workaholism.
    • Workshop (1/2 day) at the 11th Annual International Conference on Work Teams, Dallas, TX, September, 2000.
  • Can You Trust a Workaholic? How Work Addiction Erodes Trust Throughout the Organization.
    • Journal of Contemporary Business Issues, 6(2), 48-57, 1998.
  • The Organizational Impact of Workaholism: Suggestions for Researching the Negative Outcomes of Excessive Work.
    • Journal of Occupational Health Psychology, 1(1), 70-84, 1996.

• Leadership (particular emphasis on team-based organizations)
  
  Much of my earlier work related to leadership has been focused on organizations changing to a team-based structure. In a practical sense, the organizational emphasis on empowering teams calls for new leadership skills and a change in the definition of leadership roles. However, I believe there are many basic principles of leadership still applicable to these new relationships.
  
  • Two-Dimensional Leadership: Balancing Skills for Collaboration with Individual Development.    
    • Presentation for Rutgers Center for Organization Development and Leadership (New Brunswick), March 26, 2002.(full video available at http://rutv.rutgers.edu/rutvonline.html). Variation published in 2003 The collaborative Work Systems Fieldbook, pp. 375-387.
  • Employees' Reactions to a Culturally Diverse Management Team.
    • In J. A.. Wagner, III (Ed.) Advances in Qualitative Organizational Research. Greenwich, CT: JAI Press (2000)..
  • Training Strategies Based on the Relationship of Leadership Behavior to Employee Perceptions of Inequity.
    • International Journal of Training and Development, 1(4), 270-285, 1997.
  • Creating an Environment for Growth: The Challenge of Leading Teams.
    • Advances in Interdisciplinary Studies of Work Teams, (Vol. 3),127-143. Greenwich, CT: JAI Press, 1996. (with Baveja)
  • Team Leadership: A Focus on the Critical Role of Mid-level Personnel in Team Structured Organizations.
    • Proceedings of the 1995 International Conference on Work Teams. Dallas, TX, 1995.
  • Communicating Strategy Through Leading Indicators.
    • In The 1998 Handbook of Business Strategy, pp. 39-45. New York: Faulkner & Gray, 1997. (with Wang)
  • Selecting the Right Team Structure for Your Organization.
    • In G. Parker (Ed.) The 1996 Best Practices Handbook for Teams, pp. 253-265. Amherst, MA.: HRD Press, 1996. (with Easton)
  • Are We Teaching People Not to Work in Teams: Reflections on Team Based Assignments in the College Classroom.
    • First appeared in Proceedings of the 1993 International Conference on Self-Managed Work Teams (pp. 127-133). Dallas, TX; later repeated in the Anniversary Collection: The Best of 1990-1994 (1996, pp. 373-378). Dallas, TX.

     

• Elements of Organizational Culture/Climate
  
  The general atmosphere of the organization sets the stage for employees’ development activities. If people believe they are not being treated fairly/ethically, they assume a protective stance and, at best, are not open for new developmental experiences. Trust is increasingly important to organizations trying to shed cumbersome policies and practices, but trust builds slowly over time and a history of fair treatment.

   

  • Making space  for Communities of Practice: Creating Intellectual Capital through Communicative Action.
    • In M. Beyerlein (Ed.) Fieldbook for Collaborative Work Systems.  San Francisco: Jossey-Bass/Pfeiffer.  (With David O'Donnell)
  • Communities of Practice
    • Panel presentation (moderator/coordinator) at the 11th Annual International Conference on Work Teams, Dallas, TX, September, 2000. (with representatives from Xerox, Intel, and organizational consulting)
  • Will The Collapse of the American Dream Lead to a Decline in Ethical Business Behavior?
    • Journal of Business Ethics,17(15), 1669-1678, 1998.
  • Trust in Teams: Member Perceptions and the Added Concern of Cross-cultural Interpretations.
    • Advances in Interdisciplinary Studies of Work Teams, (Vol. 4), 45-77. Greenwich, CT: JAI Press, 1997.
  • Demonstrating the Relationship of Baldrige Leadership Criteria to Employee Trust, Team Self-Concept, and Performance Measure.
    • Proceedings of the 1999 Annual Meeting of the Northeast Decision Sciences Institute, Newport, RI, 1999.
  • Cross-cultural Perspectives on Trust in Teams.
    • Paper presented at the Advanced Concepts in Study of Work Teams Symposium, Dallas, TX, May, 1996.
  • Ethical Considerations in the Use of Contingent Employees.
    • Paper presented at the International Conference Promoting Business Ethics, New York, NY, November, 1995.
  • Contingent Workers Effect on Attitudes of Regular Employees.
    • Symposium presentation at the Academy of Management Annual Conference, Vancouver, BC, Canada, August, 1995.
      

• Learning Goal Orientation
  
  People with a low learning orientation, when receiving ambiguous feedback, will withdraw from the task rather than risk that they might be judged unfavorably. This is due to the fact that they believe relevant personal traits are fixed. A person with a high learning orientation, believes traits are malleable. In the same situation, this person will adapt strategy and keep trying.
  
  • Expatriate Managers: A "Learning Orientations" Approach to Selection and Training.
    • Human Resource Management Journal, 38(1), 47-60, 1996. (with Tansky)
      
  • Learning Orientation of Employees: Moving Toward Organization Based Assessment.
    • Human Resource Development Quarterly, 7(2), 165-178, 1996. (with Tansky)

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