Holdings: Organizational behavior

Organizational behavior: emerging knowledge and practice for the real world

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Bibliographic Details
Main Authors:	McShane, Steven L. (Author), Von Glinow, Mary Ann Young 1949- (Author)
Format:	Book
Language:	English
Published:	Boston [u.a.] McGraw-Hill Irwin 2012
Edition:	6. ed.
Subjects:	Organizational behavior Organisationsverhalten
Online Access:	Inhaltsverzeichnis
Physical Description:	603 S. Ill., graf. Darst.
ISBN:	9780078112645

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Record in the Search Index

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adam_text	«T ■ í * ■* W і і ·«,* Preface xvi ¿ fii і ї Introduction 2 Chapter 1 Introduction to the Field of Organizational Behavior 2 Individual Behavior and Processes 32 Chapter 2 Individual Behavior, Personality, and Values 32 Chapter 3 Perceiving Ourselves and Others in Organizations 66 Chapter 4 Workplace Emotions, Attitudes, and Stress 96 Chapter 5 Foundations of Employee Motivation 128 Chapter 6 Applied Performance Practices 162 Chapter 7 Decision Making and Creativity 192 rdi t O Team Processes 224 Chapter 8 Team Dynamics 224 Chapter 9 Communicating in Teams and Organizations 258 Chapter 10 Power and Influence in the Workplace 288 Chapter 11 Conflict and Negotiation in the Workplace 316 Chapter 12 Leadership in Organizational Settings 348 Additional Cases 458 Casei: Arctic Mining Consultants 458 Case 2: Bridging the Two Worlds—The Organizational Dilemma 460 Case 3: Chengdu Bus Group 461 Case 4: Fran Hayden Joins Dairy Engineering 462 Case 5: Going to the X-Stream 464 Case 6: Keeping Suzanne Chalmers 467 Case 7: The Regency Grand Hotel 468 Case 8: The Shipping Industry Accounting Team 469 Case 9: Simmons Laboratories 470 Case 10: Tamarack Industries 474 Case 11 : Treetop Forest Products 474 Case 12: Vêtements Ltée 476 Appendix A Theory Building and Systematic Research Methods 477 Appendix В Scoring Keys for Self-Assessment Activities 484 Endnotes 495 Photo Credits 557 Organization Index 559 Name Index 562 Subject Index 583 Part 4 Organizational Processes 374 Chapter 13 Designing Organizational Structures 374 Chapter 14 Organizational Culture 404 Chapter 15 Organizational Change 432 contents Preface xvi Introduction 2 Chapter 1 Introduction to the Field of Organizational Behavior 2 Welcome to the Field of Organizational Behavior! 4 The Field of Organizational Behavior 4 Historical Foundations of Organizational Behavior 5 Why Study Organizational Behavior? 6 Perspectives of Organizational Effectiveness 7 Open Systems Perspective 8 Organizational Learning Perspective 10 Connections 1.1: Duha Group s Learning Organization Strategies 12 High-Performance Work Practices (HPWP) Perspective 13 Stakeholder Perspective 14 Connecting the Dots: Organizational Effectiveness and Organizational Behavior 18 Contemporary Challenges for Organizations 18 Globalization 18 Increasing Workforce Diversity 19 Emerging Employment Relationships 21 Anchors of Organizational Behavior Knowledge 23 The Systematic Research Anchor 23 Debating Point: Is There Enough Evidence to Support Evidence-Based Management? 24 The Multidisciplinary Anchor 24 The Contingency Anchor 25 The Multiple Levels of Analysis Anchor 25 The Journey Begins 26 Chapter Summary 26 Key Terms 27 Critical Thinking Questions 27 Case Study 1.1: Hospitals Are Driving Toward a Leaner Organization 28 Case Study 1.2: Pixar Magic 28 Web Exercise 1.3: Diagnosing Organizational Stakeholders 29 Self-Assessment 1.4: It All Makes Sense? 29 Part 2 Individual Behavior and Processes 32 Chapter 2 Individual Behavior, Personality, and Values 32 MARS Model of Individual Behavior and Performance 34 Employee Motivation 35 Ability 35 Role Perceptions 36 Situational Factors 37 Types of Individual Behavior 37 Task Performance 37 Organizational Citizenship 38 Counterproductive Work Behaviors 38 Joining and Staying with the Organization 39 Maintaining Work Attendance 39 Personality in Organizations 40 Personality Determinants: Nature versus Nurture 41 Five-Factor Model of Personality 42 Jungian Personality Theory and the Myers-Briggs Type Indicator 44 Personality Testing in Organizations 45 Debating Point: Should Companies Use Personality Tests to Select Job Applicants? 46 Values in the Workplace 46 Types of Values 47 Values and Individual Behavior 48 Value Congruence 49 Ethical Values and Behavior 50 Three Ethical Principles 50 Moral Intensity, Ethical Sensitivity, and Situational Influences 52 Supporting Ethical Behavior 53 Values Across Cultures 54 Individualism and Collectivism 54 Connections 2.1 : Infosys Bridges the Cross-Cultural Divide 55 Power Distance 56 Uncertainty Avoidance 57 Achievement-Nurturing Orientation 57 Caveats About Cross-Cultural Knowledge 57 Cultural Diversity Within the United States 57 Chapter Summary 59 Key Terms 60 Critical Thinking Questions 60 Case Study 2.1 : SK Telecom Goes Egalitarian 60 Case Study 2.2: Pushing Papers Can Be Fun 61 Class Exercise 2.3: Test Your Knowledge of Personality 62 Team Exercise 2.4: Comparing Cultural Values 63 Team Exercise 2.5: Ethics Dilemma Vignettes 64 Self-Assessment 2.6: Are You Introverted or Extroverted? 65 Chapter 3 Perceiving Ourselves and Others in Organizations 66 Self-Concept: How We Perceive Ourselves 68 Self-Concept Complexity, Consistency, and Clarity 68 Self-Enhancement 69 Self-Verification 70 Self-Evaluation 71 The Social Self 71 Self-Concept and Organizational Behavior 73 Perceiving the World Around Us 73 Perceptual Organization and Interpretation 75 Specific Perceptual Processes and Problems 76 Stereotyping in Organizations 76 Attribution Theory 78 Self-Fulfilling Prophecy 80 Other Perceptual Effects 82 Improving Perceptions 83 Awareness of Perceptual Biases 83 Improving Self-Awareness 83 Debating Point: Do We Need Diversity Training Programs? 84 Meaningful Interaction 85 Connections 3.1: CEOs Gain Meaningful Interaction by Working on the Front Line 86 Global Mindset: Developing Perceptions Across Borders 86 Developing a Global Mindset 87 Chapter Summary 88 Key Terms 89 Critical Thinking Questions 89 Case Study 3.1 : Ну Dairies, Ltd. 90 Case Study 3.2: From Lippert-Johanson Incorporated to Fenway Waste Management 91 Team Exercise 3.3: Who Am I? 92 Web Exercise 3.4: Diversity & Stereotyping on Display in Corporate Websites 93 Team Exercise 3.5: Do You Have a Global Mindset? 93 Self-Assessment 3.6: How Much Does Work Define Your Self-Concept 94 Chapter 4 Workplace Emotions, Attitudes, and Stress 96 Emotions in the Workplace 98 Types of Emotions 98 Emotions, Attitudes, and Behavior 99 Debating Point: Is Having Fun at Work Really a Good Idea? 102 Managing Emotions at Work 103 Emotional Intelligence 105 Assessing and Developing Emotional Intelligence at Work 106 Job Satisfaction 107 Job Satisfaction and Work Behavior 109 Connections 4.1 : Happy Employees, Happy Customers 111 Job Satisfaction and Business Ethics 111 Organizational Commitment 112 Consequences of Affective and Continuance Commitment 112 Building Organizational Commitment 113 Work-Related Stress and Its Management 114 General Adaptation Syndrome 114 Consequences of Distress 115 Stressors: The Causes of Stress 116 Individual Differences in Stress 118 Managing Work-Related Stress 118 Chapter Summary 121 Key Terms 121 Critical Thinking Questions 122 Case Study 4.1 : Rough Seas on the Link650 122 Case Study 4.2: Riding the Emotional Roller Coaster 123 Class Exercise 4.3: Strengths-Based Coaching 124 Class Exercise 4.4: Ranking Jobs on Their Emotional Labor 125 Self-Assessment 4.5: Are You in Touch with Your Emotions? 125 Chapter 5 Foundations of Employee Motivation 128 Employee Engagement 130 Employee Drives and Needs 131 Individual Differences in Needs 132 Maslow s Needs Hierarchy Theory 133 Learned Needs Theory 134 Four-Drive Theory 136 Expectancy Theory of Motivation 139 Expectancy Theory in Practice 140 Organizational Behavior Modification and Social Cognitive Theory 141 Organizational Behavior Modification 141 Social Cognitive Theory 143 Goal Setting and Feedback 144 Balanced Scorecard 146 Characteristics of Effective Feedback 146 Sources of Feedback 148 Evaluating Goal Setting and Feedback 149 Organizational Justice 149 Debating Point: Does Equity Motivate More than Equality? 150 Equity Theory 150 Procedural Justice 153 Chapter Summary 153 Key Terms 154 Critical Thinking Questions 154 Gase Study 5.1 : Predicting Harry s Work Effort 155 Case Study 5.2: Cincinnati Super Subs 156 Class Exercise 5.3: Needs Priority Exercise 157 Class Exercise 5.4: The Learning Exercise 158 Class Exercise 5.5: Bonus Decision Exercise 158 Self-Assessment 5.6: Need-Strength Questionnaire 159 ChapîerS Applied Performance Practices 162 The Meaning of Money in the Workplace 164 Financial Reward Practices 165 Membership and Seniority-Based Rewards 165 Job Status-Based Rewards 166 Competency-Based Rewards 166 Performance-Based Rewards 167 Improving Reward Effectiveness 169 Debating Point: Is It Time to Ditch the Performance Review? 170 Connections 6.1 : When Rewards Go Wrong 171 Job Design Practices 172 Job Design and Work Efficiency 172 Job Design and Work Motivation 174 Connections 6.2: Customer Talks Raise Task Significance and Identity 176 Job Design Practices That Motivate 178 Empowerment Practices 180 Supporting Empowerment 181 Self-Leadership Practices 182 Self-Leadership Strategies 182 Effectiveness of Self-Leadership 184 Self-Leadership Contingencies 184 Chapter Summary 185 Key Terms 186 Critical Thinking Questions 786 Case Study 6.1 : Yakkatech, Inc. 186 Team Exercise 6.2: Is Student Work Enriched? 187 Self-Assessment 6.3: What Is Your Attitude toward Money? 189 Chapter 7 Decision Making and Creativity 192 Rational Choice Paradigm of Decision Making 194 Rationa! Choice Decision-Making Process 195 Problems with the Rational Choice Paradigm 196 Identifying Problems and Opportunities 196 Problems with Problem Identification 196 Connections 7.1 : Famous Missed Opportunities 197 Identifying Problems and Opportunities More Effectively 198 Searching for, Evaluating, and Choosing Alternatives 199 Problems with Goals 199 Problems with Information Processing 200 Problems with Maximization 201 Evaluating Opportunities 202 Emotions and Making Choices 202 Intuition and Making Choices 203 Making Choices More Effectively 204 Implementing Decisions 205 Evaluating Decision Outcomes 205 Escalation of Commitment 206 Evaluating Decision Outcomes More Effectively 206 Creativity 207 The Creative Process 207 Characteristics of Creative People 209 Organizational Conditions Supporting Creativity 210 Activities That Encourage Creativity 211 Employee Involvement in Decision Making 212 Debating Point: Should Organizations Practice Democracy? 213 Connections 7.2: A Refinery Built on Involvement 214 Benefits of Employee Involvement 214 Contingencies of Employee Involvement 215 Chapter Summary 216 Key Terms 217 Critical Thinking Questions 217 Case Study 7.1 : Employee Involvement Cases 217 Case Study 7.2: Going for WOW at Nottingham-Spirk 219 Team Exercise 7.3: Where in the World Are We? 220 Class Exercise 7.4: The Hopping Orange 222 Class Exercise 7.5: Creativity Brainbusters 222 Self-Assessment 7.6: Measuring Your Creative Personality 222 Ci I Team Processes 224 Chapter 8 Team Dynamics 224 Teams and Informal Groups 226 Informal Groups 226 Advantages and Disadvantages of Teams 228 The Challenges of Teams 229 A Model of Team Effectiveness 230 Organizational and Team Environment 230 Team Design Elements 232 Task Characteristics 232 Team Size 233 Team Composition 233 Team Processes 235 Team Development 235 Team Norms 239 Team Cohesion 239 Team Trust 242 Self-Directed Teams 243 Success Factors for Self-Directed Teams 244 Virtual Teams 244 Debating Point: Are Virtual Teams More Trouble Than They re Worth? 245 Success Factors for Virtual Teams 245 Team Decision Making 246 Constraints on Team Decision Making 246 Team Structures to Improve Decision Making 247 Chapter Summary 250 Key Terms 250 Critical Thinking Questions 251 Case Study 8.1 : The Outstanding Faculty Award 251 Case Study 8.2: Philanthropic Team Building 252 Team Exercise 8.3: Team Tower Power 253 Team Exercise 8.4: Human Checkers 253 Team Exercise 8.5: Mist Ridge 254 Self-Assessment 8.6: What Team Roles Do You Prefer? 256 Chapter 9 Communicating in Teams and Organizations 258 The Importance of Communication 260 A Model of Communication 261 Influences on Effective Encoding and Decoding 262 Communication Channels 263 Internet-Based Communication 263 Problems with E-Mail 263 Workplace Communication Through Social Media 264 Connections 9.1: Good-Bye E-Mail, Hello Social Media 265 Nonverbal Communication 266 Choosing the Best Communication Channel 267 Social Acceptance 267 Media Richness 268 Communication Channels and Persuasion 270 Communication Barriers (Noise) 271 Information Overload 272 Cross-Cultural and Gender Communication 273 Nonverbal Differences Across Cultures 273 Gender Differences in Communication 273 Improving Interpersonal Communication 274 Getting Your Message Across 275 Active Listening 275 Improving Communication Throughout the Hierarchy 276 Workspace Design 276 Internet-Based Organizational Communication 277 Direct Communication with Top Management 277 Communicating Through the Grapevine 278 Grapevine Characteristics 278 Debating Point: Should Management Use the Grapevine to Communicate to Employees? 279 Grapevine Benefits and Limitations 279 Chapter Summary 280 Key Terms 281 Critical Thinking Questions ?,81 Case Study 9.1 : Communicating One Metlife 281 Case Study 9.2: Communicating with the Millennials 283 Team Exercise 9.3: Analyzing Blogs and Tweets 284 Team Exercise 9.4: Active Listening Exercise 284 Team Exercise 9.5: Cross-Cultural Communication Game 285 Self-Assessment 9.6: Are You an Active Listener? 285 Chapter 10 Power and Influence in the Workplace 288 The Meaning of Power 290 Sources of Power in Organizations 292 Legitimate Power 292 Reward Power 293 Coercive Power 294 Expert Power 294 Referent Power 295 Contingencies of Power 295 Substitutability 295 Centra lity 296 Visibility 296 Debating Point: How Much Power Do CEOs Really Possess? 297 Discretion 298 The Power of Social Networks 298 Social Capital and Sources of Power 298 Connections 10.1 : Powered by the Social Network 299 Gaining Power from Social Networks 300 Consequences of Power 301 Influencing Others 302 Types of Influence Tactics 302 Consequences and Contingencies of Influence Tactics 306 Influence and Organizational Politics 307 Conditions Supporting Organizational Politics 308 Chapter Summary 309 Key Terms 310 Critical Thinking Questions 310 Case Study 10.1: Resonus Corporation 311 Case Study 10.2: Nab s Rogue Trader 312 Team Exercise 10.3: Impression Management in Employment Interviews 313 Team Exercise 10.4: Deciphering the Network 313 Self-Assessment 10.5: How Do You Influence Coworkers and Other Peers? 314 Chapter 11 Conflict and Negotiation in the Workplace 316 The Meaning and Consequences of Conflict 318 Is Conflict Good or Bad? 318 The Emerging View: Constructive and Relationship Conflict 319 Connections 11.1: Constructive Confrontation Inside Intel 321 Conflict Process Model 321 Structural Sources of Conflict in Organizations 322 Incompatible Goals 322 Differentiation 323 Interdependence 323 Scarce Resources 324 Ambiguous Rules 324 Communication Problems 324 Interpersonal Conflict Handling Styles 325 Choosing the Best Conflict Handling Style 326 Cultural and Gender Differences in Conflict Handling Styles 328 Structural Approaches to Conflict Management 328 Emphasizing Superordinate Goals 329 Reducing Differentiation 329 Improving Communication and Mutual Understanding 329 Reducing Interdependence 330 Increasing Resources 331 Clarifying Rules and Procedures 331 Third-Party Conflict Resolution 331 Choosing the Best Third-Party Intervention Strategy 332 Resolving Conflict through Negotiation 333 Bargaining Zone Model of Negotiations 333 Strategies for Claiming Value 334 Strategies for Creating Value 335 Debating Point: Is Creating Value Really Such a Good Negotiation Strategy? 336 Situational Influences on Negotiations 337 Chapter Summary 338 Key Terms 338 Crítica! Thinking Questions 339 Case Study 11.1 : A Mir Kiss? 339 Case Study 11.2: Car Wars at Wolfsburg 341 Class Exercise 11.3: The Contingencies of Conflict Handling 342 Team Exercise 11.4: Ugli Orange Role Play 345 Self-Assessment 11.5: What Is Your Preferred Conflict Handling Style? 346 Chapter 12 Leadership in Organizational Settings 348 What Is Leadership? 350 Shared Leadership 351 Competency Perspective of Leadership 352 Authentic Leadership 354 Debating Point: Should Leaders Really Be Authentic All of the Time? 355 Competency Perspective Limitations and Practical Implications 355 Behavioral Perspective of Leadership 356 Choosing Task- versus People-Oriented Leadership 356 Servant Leadership 357 Contingency Perspective of Leadership 357 Path-Goal Theory of Leadership 358 Connections 12.1: Leading with a Steel Fist in a Velvet Glove 359 Other Contingency Theories 360 Leadership Substitutes 362 Transformational Perspective of Leadership 362 Transformational versus Transactional Leadership 362 Transformational versus Charismatic Leadership 363 Elements of Transformational Leadership 364 Evaluating the Transformational Leadership Perspective 366 Implicit Leadership Perspective 366 Prototypes of Effective Leaders 366 The Romance of Leadership 366 Cross-Cultural and Gender Issues in Leadership 367 Gender and Leadership 368 Chapter Summary 368 Key Terms 369 Crítica! Thinking Questions 369 Case Study 12.1 : Profitel Inc. 370 Case Study 12.2: A Window on Life 371 Team Exercise 12.3: Leadership Diagnostic Analysis 372 Self-Assessment 12.4: Do Leaders Make a Difference? 373 ! di L 4 Organizational Processes 374 Chapter 13 Designing Organizational Structures 374 Division of Labor and Coordination 376 Division of Labor 376 Coordinating Work Activities 377 Elements of Organizational Structure 379 Span of Control 379 Debating Point: Should Organizations Cut Back Middle Management? 382 Centralization and Decentralization 382 Formalization 384 Mechanistic versus Organic Structures 384 Connections 13.1: Growing an Organic TAXI 385 Forms of Departmentalization 386 Simple Structure 386 Functional Structure 386 Divisional Structure 387 Team-Based Structure 390 Matrix Structure 391 Connections 13.2: Losing Data in the Matrix 393 Network Structure 394 Contingencies of Organizational Design 395 External Environment 395 Organizational Size 397 Technology 397 Organizational Strategy 397 Chapter Summary 398 Key Terms 398 Critical Thinking Questions 398 Case Study 13.1 : Nokia s Evolving Organizational Structure 399 Case Study 13.2: Finding a Home for Digital in the Creative Enterprise 400 Team Exercise 13.3: The Club Ed Exercise 401 Self-Assessment 13.4: What Organizational Structure Do You Prefer? 402 Chapter 14 Organizational Culture 404 Elements of Organizational Culture 406 Content of Organizational Culture 407 Connections 14.1: BP s Espoused vs. Enacted Values 408 Organizational Subcultures 409 Deciphering Organizational Culture Through Artifacts 410 Organizational Stories and Legends 410 Rituals and Ceremonies 411 Organizational Language 411 Physical Structures and Symbols 411 Is Organizational Culture Important? 412 Contingencies of Organizational Culture and Effectiveness 413 Debating Point: Is Corporate Culture an Overused Phrase? 414 Organizational Culture and Business Ethics 415 Merging Organizational Cultures 415 Bicultural Audit 416 Strategies for Merging Different Organizational Cultures 416 Changing and Strengthening Organizational Culture 418 Actions of Founders and Leaders 418 Aligning Artifacts 419 Introducing Culturally Consistent Rewards 419 Attracting, Selecting, and Socializing Employees 419 Organizational Socialization 421 Organizational Socialization as a Learning and Adjustment Process 421 Organizational Socialization and Psychological Contracts 421 Stages of Organizational Socialization 422 Improving the Socialization Process 423 Chapter Summary 425 Key Terms 426 Critical Thinking Questions 426 Case Study 14.1 : Hiliton s Transformation 426 Case Study 14.2: Separating the Steam from the Haze 427 Team Exercise 14.3: Organizational Culture Metaphors 428 Class Exercise 14.4: Diagnosing Corporate Culture Proclamations 429 Self-Assessment 14.5: Which Corporate Culture Do You Prefer? 429 Chapter 15 Organizational Change 432 Lewin s Force Field Analysis Model 434 Understanding Resistance to Change 435 Employee Resistance as a Resource for Change 436 Connections 15.1: Not Hoppy About Change 437 Why Employees Resist Change 437 Unfreezing, Changing, and Refreezing 439 Creating an Urgency for Change 439 Reducing the Restraining Forces 441 Refreezing the Desired Conditions 443 Leadership, Coalitions, and Pilot Projects 444 Transformational Leadership and Change 444 Coalitions, Social Networks, and Change 444 Pilot Projects and Diffusion of Change 445 Four Approaches to Organizational Change 446 Action Research Approach 446 Debating Point: What s the Best Speed for Organizational Change? 448 Appreciative Inquiry Approach 448 Large Group Intervention Approach 451 Parallel Learning Structure Approach 451 Cross-Cultural and Ethical Issues in Organizational Change 452 Organizational Behavior: The Journey Continues 453 Chapter Summary 453 Key Terms 454 Critical Thinking Questions 454 Case Study 15.1 : TransAct Insurance Corporation 455 Team Exercise 15.2: Strategic Change Incidents 456 Self-Assessment 15.3: Are You Tolerant of Change? 457 Additional Cases 458 Case 1 : Arctic Mining Consultants 458 Case 2: Bridging the Two Worlds—The Organizational Dilemma 460 Case 3: Chengdu Bus Group 461 Case 4: Fran Hayden Joins Dairy Engineering 462 Case 5: Going to the X-Stream 464 Case 6: Keeping Suzanne Chalmers 467 Case 7: The Regency Grand Hotel 468 Case 8: The Shipping Industry Accounting Team 469 Case 9: Simmons Laboratories 470 Case 10: Tamarack Industries 474 Case 11 : Treetop Forest Products 474 Case 12: Vêtements Ltée 476 Appendix A Theory Building and Systematic Research Methods 477 Appendix В Scoring Keys for Self-Assessment Activities 484 Endnotes 495 Photo Credits 557 Organization Index 559 Name Index 562 Subject Index 583
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spelling	McShane, Steven L. Verfasser (DE-588)173599516 aut Organizational behavior emerging knowledge and practice for the real world Steven L. McShane ; Mary Ann Von Glinow 6. ed. Boston [u.a.] McGraw-Hill Irwin 2012 603 S. Ill., graf. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s 1\p DE-604 Von Glinow, Mary Ann Young 1949- Verfasser (DE-588)115733973 aut Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025237780&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk
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title	Organizational behavior emerging knowledge and practice for the real world
title_auth	Organizational behavior emerging knowledge and practice for the real world
title_exact_search	Organizational behavior emerging knowledge and practice for the real world
title_full	Organizational behavior emerging knowledge and practice for the real world Steven L. McShane ; Mary Ann Von Glinow
title_fullStr	Organizational behavior emerging knowledge and practice for the real world Steven L. McShane ; Mary Ann Von Glinow
title_full_unstemmed	Organizational behavior emerging knowledge and practice for the real world Steven L. McShane ; Mary Ann Von Glinow
title_short	Organizational behavior
title_sort	organizational behavior emerging knowledge and practice for the real world
title_sub	emerging knowledge and practice for the real world
topic	Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd
topic_facet	Organizational behavior Organisationsverhalten
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025237780&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT mcshanestevenl organizationalbehavioremergingknowledgeandpracticefortherealworld AT vonglinowmaryannyoung organizationalbehavioremergingknowledgeandpracticefortherealworld

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