Legalistic organizations: a comment on empirical investigations into procedural justice in organizations

Article Abstract:

A number of empirical studies, such as those done by Mossholder, Bennett and Martin (1998) and Chen, Meindl and Hui (1998), offer significant insights on the increasing legalization of organizational behavior. According to the Mossholder, et al (1998), procedural justice can provide an explanation regarding job satisfaction but it cannot explain for the organizational commitment by individual employees. Coleman (1974), believes that jurisdiction over the individual has been shifted from the Church in the Middle Ages, to the State and at present, to the modern business organization.

Behavior Theory, Social aspects, Human behavior, Organizational behavior, Fairness

---

The case of the disappearing firms: empirical evidence and implications

Article Abstract:

A study analyzing a set of empirical evidences of life-span of firms, is presented. It is assumed that failures, exits, bankruptcies, hostile takeovers of firms, are due to managerial bungling.

Management dynamics, Management, Causes of, Managers, Company business management

---

The case of disappearing firms: death or deliverance?

Article Abstract:

A critical perspective of the study done on disappearing firms as well as on life-span of firms, is presented.

Evaluation, Organizational research

Similar abstracts:

• Abstracts: The politics of information and communication technology use among Latin American gender equality organizations
• Abstracts: Dynamic systems and organizational decision-making processes in nonprofits. Strengthening organizational change processes: recommendations and implications from a multilevel analysis
• Abstracts: Accountants' commitment to their profession: multiple dimensions of professional commitment and opportunities for future research
• Abstracts: Race, class, and Hurricane Katrina: Social differences in human responses to disaster. Grade retention among immigrant children
• Abstracts: Procedural justice as a two-dimensional construct: an examination in the performance appraisal context. Collectivism as a moderator of responses to organizational justice: implications for leader-member exchange and ingratiation

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.