Journal of Applied Behavioral Science, The
1552-6879
0021-8863
Mỹ
Cơ quản chủ quản: SAGE Publications Inc.
Lĩnh vực:
Applied Psychology
Phân tích ảnh hưởng
Thông tin về tạp chí
The Journal of Applied Behavioral Science is interdisciplinary and seeks to provide complete and balanced coverage of the latest developments in applied behavioral science and organizational change. The journal welcomes contributions from any social science discipline where they address change and are applied in their focus.
Các bài báo tiêu biểu
The Role of Affect in Negotiations This article analyzes the role that is played by affect in negotiations. I analyze the origins of affect and its implications for negotiation processes and outcomes. Negotiation may entail both positive and negative affect; in addition, the two kinds of affect may have positive as well as negative consequences. My analysis of the role played by affect occurs primarily at the level of the dyad; however, I do explore the impact of organizational context and its impact on the development of the negotiation process. Implications for future research are discussed.
Tập 33 Số 1 - Trang 84-100 - 1997
National Cultural Values and the Evolution of Process and Outcome Discrepancies in International Strategic Alliances The article assesses the role played by national cultural values in shaping the evolution of international strategic alliances. The authors build on a systems dynamic model of alliance evolution in which the developmental path of an alliance depends on how the partners manage process and outcome discrepancies that may emerge during the course of an alliance. They argue that national culture affects alliance evolution by influencing partners’ sensitivity to discrepancy detection, shaping the nature of attributions they make, and by affecting the partners’ reactions to discrepancies. They focus on differences in three value orientations among cultures. Activity orientation, mastery over nature, and assumptions about human nature are the value orientations that affect alliance functioning. The authors argue that alliances are prone to interpretational, attributional, and behavioral conflicts originating from differences in value orientation among partners. The three value orientations are shown to be the most useful in explaining the dynamics of alliances.
Tập 40 Số 3 - Trang 344-361 - 2004
Learning from Mistakes is Easier Said Than Done: Group and Organizational Influences on the Detection and Correction of Human Error This research explores how group- and organizational-level factors affect errors in administering drugs to hospitalized patients. Findings from patient care groups in two hospitals show systematic differences not just in the frequency of errors, but also in the likelihood that errors will be detected and learned from by group members. Implications for learning in and by work teams in general are discussed.
Tập 32 Số 1 - Trang 5-28 - 1996
Changing the Social Milieus of Psychiatric Treatment Settings The article presents a concrete paradigm which may be useful in the facilitation and evaluation of social change, particularly in relatively small groups with moderate to high amounts of interaction among their members. The methodology includes (1) the systematic assessment of the social environment, (2) individualized feedback to participating members, (3) concrete planning of specific methods by which change might occur, and (4) reassessment of the social environment in order to monitor the results of the change process. Preliminary applications of the method have been made on psychiatric wards, small correctional units or cottages for young juvenile offenders, university residence halls, and high school classrooms. Examples of the use of the methodology in studies of a psychiatric ward and an adolescent residential center are presented.
Tập 9 Số 5 - Trang 575-593 - 1973
Toward a Comprehensive Theory of Collaboration The Journal of Applied Behavioral Science presents two special issues in which nine research-based articles and two overviews address various theoretical and empirical perspectives on the process of collaboration and the forms of collaborative alliances. In the first overview, the articles are mapped onto six theoretical perspectives according to how they address the preconditions, process, and outcomes of collaboration. In this overview, the research findings are analyzed in terms of the following overarching issues essential to a comprehensive theory of collaboration: (a) a definition of collaboration, (b) the auspices under which a collaboration is convened and the role of the convener, (c) implications of the collaboration for environmental complexity and participants' control over the environment, and (d) the relationship between individual participants' self-interest and the collective interests of all involved in the collaborative alliance. This theoretical analysis indicates several fruitful avenues for future research.
Tập 27 Số 2 - Trang 139-162 - 1991
Kurt Lewin and the Harwood Studies This article examines the importance to the study of organizational change and development of the first phase of the Harwood studies, which were conducted between 1939 and 1947. It examines the studies and their place within Lewin's broader research agenda and personal philosophy. The article shows that the Harwood studies marked a significant break with the past by moving research on group behavior from the laboratory to the real world, changing the focus of research from understanding group behavior per se to understanding and changing group behavior, and pioneering the use of participative management. The article concludes that the first phase of the Harwood studies can be seen as having laid the foundations of organization development (OD) and as having a continuing relevance to the challenges facing organizations today.
Tập 43 Số 2 - Trang 213-231 - 2007
Organizational Development and Change Management In recent issues of the Journal of Applied Behavioral Science, Farias and Johnson and Worren, Ruddle, and Moore have engaged in a dialogue about the validity of discarding organizational development as a profession in preference for creating a new one called “change management. ” The former say such a move is premature, whereas the latter advocate this shift. The article supports Farias and Johnson and suggests that it is inappropriate to cast aside a profession simply because business has failed to heed its counsel.
Tập 37 Số 2 - Trang 223-226 - 2001
Engaging Gatekeepers, Optimizing Decision Making, and Mitigating Bias: Design Specifications for Systemic Diversity Interventions In this contribution to the Journal of Applied Behavioral Science Special Issue on Understanding Diversity Dynamics in Systems: Social Equality as an Organization Change Issue, I develop and describe design specifications for systemic diversity interventions in upward mobility career systems, aimed at optimizing decision making through mitigating bias by engaging gatekeepers. These interventions address the paradox of meritocracy that underlies the surprising lack of diversity at the top of the career pyramid in these systems. I ground the design specifications in the limited empirical evidence on “what works” in systemic interventions. Specifically, I describe examples from interventions in academic settings, including a bias literacy program, participatory modeling, and participant observation. The design specifications, paired with inspirational examples of successful interventions, should assist diversity officers and consultants in designing and implementing interventions to promote the advancement to and representation of nondominant group members at the top of the organizational hierarchy.
Tập 53 Số 2 - Trang 212-234 - 2017
The COVID-19 Crisis and Its Consequences: Ruptures and Transformations in the Global Institutional Fabric
Tập 56 Số 3 - Trang 294-300 - 2020