• Summary
  • Contents
  • Subject index

"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.

The Frustrating Search for Interaction Effects
The frustrating search for interaction effects

An interaction effect occurs when the relationship between two variables depends on the value of a third variable. For example, if the relationship between individual skills and job performance depends on the level of employee motivation, then there is an interaction (also labeled a moderating effect) between skills and motivation (e.g. Aguinis, 2007).

Interaction effects have been hypothesized in such diverse research domains as job satisfaction, job stress, pre-employment testing, career management, perceived fairness of organizational practices, leadership, organizational performance, and international business (Aguinis, 2004). In spite of strong theory-based rationale for such hypotheses, researchers often lament the fact that hypotheses about interaction effects are not supported and, if they are, the observed size of interaction ...

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