Clegg, SR 1987, 'A Response to McHoul', Organization Studies, vol. 8, no. 4, pp. 373-374.
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Clegg, SR 1987, 'Apros Conference, 3-9 April, 1988, Hong Kong', International Sociology, vol. 2, no. 1, pp. 107-107.
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CLEGG, SR 1987, 'THE LANGUAGE OF POWER AND THE POWER OF LANGUAGE', ORGANIZATION STUDIES, vol. 8, no. 1, pp. 61-70.
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CLEGG, SR & HIGGINS, W 1987, 'AGAINST THE CURRENT - ORGANIZATIONAL-SOCIOLOGY AND SOCIALISM', ORGANIZATION STUDIES, vol. 8, no. 3, pp. 201-221.
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Clegg, SR & McCalman, J 1987, 'Struggletown: Public and Private Life in Richmond 1900-1965.', Contemporary Sociology, vol. 16, no. 2, pp. 170-170.
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DOWLING, GR 1987, 'DIALOG ON SYSTEMS AS CLUSTERS - IDENTIFYING SYSTEMS', BEHAVIORAL SCIENCE, vol. 32, no. 2, pp. 149-152.
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DOWLING, GR 1987, 'STRIKE EFFECTS ON THE STRUCTURE OF A PRODUCT MARKET', EUROPEAN JOURNAL OF MARKETING, vol. 21, no. 3, pp. 30-38.
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Dunphy, D 1987, 'Convergence/Divergence: A Temporal Review of the Japanese Enterprise and Its Management', The Academy of Management Review, vol. 12, no. 3, pp. 445-445.
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Earley, PC 1987, 'Intercultural Training for Managers: A Comparison of Documentary and Interpersonal Methods', Academy of Management Journal, vol. 30, no. 4, pp. 685-698.
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Earley, PC 1987, 'INTERCULTURAL TRAINING FOR MANAGERS: A COMPARISON OF DOCUMENTARY AND INTERPERSONAL METHODS.', Academy of Management Journal, vol. 30, no. 4, pp. 685-698.
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Earley, PC & Lind, EA 1987, 'Procedural justice and participation in task selection: The role of control in mediating justice judgments.', Journal of Personality and Social Psychology, vol. 52, no. 6, pp. 1148-1160.
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Recently there has been considerable debate concerning the causal role of perceived control in determining procedural justice judgments. Two experiments on task-assignment procedures, one conducted in a laboratory and one conducted in a field setting, examined the effects of voice and choice on perceived control, perceived procedural justice, task commitment, and task performance. Three models of procedural justice-two positing control mediation of justice judgments and one positing covarying, but not mediating, effects of control-suggested that the procedural justice effect of voice beyond choice would be especially potent when the participation involved decisions about task selection procedures as opposed to decisions about specific task assignments. The models differed with respect to the causal relations they predicted. Both studies examined the effects of three modes of participation (choice + voice, choice only, or no participation) in either the selection of a specific task or the selection of a procedure to be used to assign a task. In the laboratory experiment, 72 students worked on a business simulation task; in the field experiment, 72 employees of a mail-order firm worked at taking telephone orders. In both experiments the hypothesized effects were found, and in both experiments LISREL VI analyses showed that the justice judgment effects were not mediated by perceived control. These findings are discussed in terms of their implications for theory in procedural justice and its application. © 1987 American Psychological Association.
Earley, PC & Perry, BC 1987, 'Work plan availability and performance: An assessment of task strategy priming on subsequent task completion', Organizational Behavior and Human Decision Processes, vol. 39, no. 3, pp. 279-302.
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The relation of task strategy planning to task performance was explored using a series of laboratory investigations. The first study examined the influence of providing a subject a work strategy and a specific work goal on his or her subsequent performance. A total of 72 subjects participated in a 2 (goal) × 2 (task strategy priming) × 3 (performance period) × 3 (task type) repeated measures, factorial design study. The results demonstrate that task strategy priming and goal setting increase the amount of an individual's planning and directs the type of plan developed. A second study was conducted (n = 90) to further explore the effect of task strategy priming on planning and performance. Taken together, the results of the studies demonstrate that (a) goal setting increases strategic planning, (b) priming influences the amount and type of planning engaged in by an individual, and (c) task performance varies as the result of the type of plan an individual develops. The results are discussed as a means of expanding the use of cognitive constructs in theories of work motivation. © 1987.
Earley, PC, Wojnaroski, P & Prest, W 1987, 'Task planning and energy expended: Exploration of how goals influence performance.', Journal of Applied Psychology, vol. 72, no. 1, pp. 107-114.
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Although many studies demonstrate the effectiveness of goal setting in organizations, it is unclear how goals actually influence performance. In present studies we examined the effect of assigned goals and task information on performance, energy expended, and task planning or organizing. In Study 1, a 2 × 2 (Information × Goal) design was used. Subjects were 72 undergraduates working on a business simulation. In Study 2, 129 male and female workers from a service organization and a moving company responded to a survey assessing an individual's goal setting, job training, energy expended during a typical task performance, and task planning undertaken prior to performance. The results of both studies demonstrated that goal setting and task training influenced the dependent variables. In addition to influencing an individual's energy expended (effort and persistence), having a specific goal led an individual to plan and organize more than an individual given a general goal (i.e., "do your best"). The results of both studies suggest that goal setting and task-relevant information influence performance, in part, through their influence on energy expended and planning. © 1987 American Psychological Association.
Erez, M & Earley, PC 1987, 'Comparative analysis of goal-setting strategies across cultures.', Journal of Applied Psychology, vol. 72, no. 4, pp. 658-665.
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Only a few studies that have examined the effects of participation on an individual's goal acceptance and performance have been conducted within a cross-cultural context. In the present study, we tested for the contingency between the effectiveness of goal-setting strategies and cultural values. We examined three goal-setting strategies within three different cultural groups-assigned goals, goals participatively set by a group representative and the experimenter, and goals participatively set by a group. The three cultural groups studied were U.S. students (n = 60), individualistic and having a high power distance; Israeli students from urban areas (n = 60), collectivistic and having a low power distance; and Israeli students from kibbutzim (n = 60), highly coUectivistic and having a low power distance. Results indicated that participative strategies led to higher levels of goal acceptance and performance than the assigned strategy. Culture did not moderate the effect of goal-setting strategies on goal acceptance, but it appeared to moderate the effect of strategy on performance for extremely difficult goals. © 1987 American Psychological Association.
Kanfer, R, Sawyer, J, Earley, PC & Lind, EA 1987, 'Fairness and participation in evaluation procedures: Effects on task attitudes and performance', Social Justice Research, vol. 1, no. 2, pp. 235-249.
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A laboratory study was conducted to examine the role of two components of participatory work evaluation procedures on fairness attitudes and work performance. "Opportunity for influential opinion expression" and "knowledge of evaluation criteria" were manipulated in a business simulation exercise. Thirty-eight male and 49 female undergraduates worked under a task evaluation procedure that either did or did not allow them to express their opinions to the evaluator. In addition, subjects either were or were not provided with specific information about the criteria to be used in making the performance evaluation, and they received either a favorable or an unfavorable outcome. Questionnaire responses indicated that influential opinion expression enhanced perceptions of procedural and distributive fairness independently of the outcome of the evaluation. Both knowledge of evaluation criteria and perceptions of evaluation fairness correlated with subsequent task performance. The implications of these findings are discussed with respect to understanding the influence of procedural justice on attitudes and task behavior in organizational settings. © 1987 Plenum Publishing Corporation.
MCHOUL, AW & CLEGG, SR 1987, 'LANGUAGE AND INSTITUTIONAL REALITY - REPLY AND RESPONSE', ORGANIZATION STUDIES, vol. 8, no. 4, pp. 363-374.
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TAYLOR, SL 1987, 'International Accounting Standards: An Alternative Rationale', Abacus, vol. 23, no. 2, pp. 157-170.
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International aspects of financial reporting have begun to receive an increasing amount of attention by a range of organizations. There is a need then, to appraise critically the performance and the underlying rationale of those agencies responsible for influencing international practices. Identification and appraisal of the rationale underlying the existence of those agencies is a necessary step in determining their potential for achieving the objectives which they have been set. This paper examines the rationale behind one of these agencies, the International Accounting Standards Committee (IASC, 1977). Unlike many others, the paper does not attempt to explain why we should have an organization such as the IASC and the standards it produces. Rather, it represents an attempt to explain why we do have an organization such as the IASC. To that end, an alternative rationale is suggested for the output of the IASC, based on theories of professional self-interest, agency, and property rights. It is argued that that rationale is likely to have significantly greater explanatory power in respect of the present output produced by the IASC than those traditionally presented.
