| One Foot in Each Camp: The Dual Identification of Contract Workers |
| | George, Elizabeth | U. of Queensland | e.george@gsm.uq.edu.au | 61-7-3365-8287 |
| | Chattopadhyay, Prithviraj | U. of Queensland | r.chattopadhyay@gsm.uq.edu.au | 61-7-3365-6961 |
| | The literature on organizational identification has developed around the implicit assumption that individuals are associated with a single organization, and that they thus develop identification with that one organization. In this paper we extend that literature by examining the identification of contract workers who are simultaneously associated with two organizations. This study examines two questions: (1) Do contract workers identify with both their primary employer and with their client organization? and (2) What are the factors that affect the strength of identification with either of these organizations? We examine these questions with a qualitative and a quantitative study of contract workers in the software industry. Results indicate that contract workers identify with both the employing and client organizations. The contract workers’ strength of identification with the employing organization is predicted by the extent to which organizational membership permits a consistent social identity, the intensity of contact with their colleagues, and their relationship with the management. Identification with the client organization is determined by the intensity of contact with colleagues in that organization. Implications for future research on organizational identification are discussed. |
| | Keywords: contract workers; dual identification; social identity |
| A Laboratory Experiment Testing the Antecedents of Leader Cognitions |
| | Goodwin, Vicki L. | U. of North Texas | goodwin@unt.edu | 940-565-4766 |
| | Wofford, Jerry C. | U. of Texas, Arlington | wofford@uta.edu | (817)-272-3412 |
| | Boyd, Nancy | U. of North Texas | boyd@unt.edu | 940-565-3158 |
| | A laboratory experiment was conducted to test relationships between leadership style, feedback on performance and vision/goal attainment, and leader cognitions proposed in a model by Wofford and Goodwin (1994). Independent sample t-test results suggest that positive feedback leads to the use of transformational cognitions (follower schemata, self-schema, and leader behavior scripts) and negative feedback leads to the use of transactional cognitions. In addition, the interaction between feedback and transformaitonal leader behavior style leads to the use of transformational cognitions when leaders respond to successful subordinate performance, and transactional cognitions when leaders respond to poor subordinate performance. Future research directions are discussed along with practical implications of the results. |
| | Keywords: leadership; cognitions |
| Normative Cognitive Maps |
| | Klein, Harold E. | Temple U. | klein@sbm.temple.edu | 215 843-1561 |
| | Cognitive (specifically, causal) mapping is a useful method for capturing the complex dynamics inherent in a strategic decision situation. Mapping has been used in management cognition research and, more recently, in strategy-making contexts. Although the intent in using cognitive mapping certainly is different in each application, essentially the same cognitive mapping processes have been applied to both.
Nothwithstanding the application, cognitive maps are employed in a descriptive capacity, to capture the results of some cognitive process. The value of a cognitive map to the viewer is strictly inferential. That is, through an inspection of the output map the observer derives insight or some other benefit. The map itself holds no revelations for the uninitiated. The maps themselves are "non-prescriptive."
On the other hand, strategic planning in the real world is. Making strategy is prescriptive!
An actual strategic planning application of a different causal mapping procedure is presented that results in
normative cognitive maps. These differ from conventional maps: the answers to key strategic planning questions
are clearly revealed by the map representations. Using the same data employed to construct conventional
causal maps, these maps indicate the environmental dynamics (i.e., sequence of events) relevant for specific
strategic decision issues; reveal the decisions that must be coordinated; the sequence in which decisions
should be addressed; and environmental intervention points.
The heuristics employed in map construction are akin to neuronal processes. The maps strongly resemble
neural networks, both in structure and behavior. The underlying relevant neuronal concepts are discussed. |
| | Keywords: Cognition; Causal maps; Strategic Thinking |