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Management academics have tended to rely on ethics codes developed by social researchers in related fields to inform their research practice. The point of this paper is to question whether this remains a viable approach in the current climate that is characterized by a significant increase in ethical regulation across the social sciences. We suggest that management researchers face ethical issues of a different nature to those most frequently confronted by other social science researchers, and argue for more explicit acknowledgement of contextual factors involved in management research. An exploratory analysis of the content of ethics codes formulated by nine social scientific associations is undertaken to identify the main ethical principles they cover and to analyse their underlying ethical tone. Drawing attention to the principle of reciprocity, which is found in very few codes, we suggest that an ethics code could be used to formulate new ways of thinking about management research relationships. Despite the risk that ethics codes may encourage instrumental compliance with minimal ethical obligations, we suggest they also have the potential to reflect a more aspirational agenda. The development of an ethics code for management research should therefore be seen as a potentially worthwhile project. [ABSTRACT FROM AUTHOR]

In spite of the increased interest in the role of situational factors as moderators of leader orientation-performance relationships, the possible role of organizational transience as a mediating variable has been ignored. The authors used Fiedler's Least Preferred Co-worker (LPC) Scale in a study of 39 construction site managers. It was found that these managers have a stronger task orientation than other occupational groups who are typically located in relatively permanent organizations. The degree of transience of construction sites (i.e. the length of projects) moderated the LPC-performance relationship. [ABSTRACT FROM AUTHOR]

A brief review of the literature notes that two styles of organizational analysis—the 'neo-human relations' and 'organismic' approaches—criticize bureaucracy and advocate the construction of organizations in which structure is less prominent. Evidence is cited which indicates that a certain degree of structure may in fact be beneficial to organizations and their members. This is in turn linked to a discussion of three social science approaches, each of which points to the possibility that structure may not be the bête noire that it is frequently taken to be in the neo-human relations and organismic orientations. [ABSTRACT FROM AUTHOR]

The main dimensions of the debate about the relative characteristics and merits of quantitative and qualitative methodology are outlined, emphasizing the philosophical issues which underpin much of the discussion. A distinction is drawn between epistemological and technical issues in relation to the controversy. Three areas are then selected which demonstrate a tendency for the debate to oscillate between epistemological and technical modes of expression. The question is raised as to whether it is possible to establish a clear symmetry between epistemological positions (e.g. phenomenology, positivism) and associated techniques of social research (e.g. participant observation, social survey). The conclusion is sceptical about the extent to which a neat correspondence can currently be established. [ABSTRACT FROM AUTHOR]

This paper examines the debate about whether early entrants/pioneers to an industry enjoy long-term advantage over theirs successors. While most of the research suggests that pioneers are advantaged, there are methodological problems with these studies that tend to enhance the likelihood that pioneers will be found to be more successful. Through a case study of the US animation industry, it is shown that being a late entrant was almost certainly advantageous to some of the companies concerned. The paper explores the reasons why some late entrants prevailed over others and some of the mechanisms that allowed late entrants to overcome pioneers. The factors involved in survival relative to pioneers include the limited, protection of patents, complacency, the mobility of staff with expertise in a new technology (in this case cel animation), and the neglected importance of managerial and organizational factors. It is shown that the findings also have implications for the population ecology approach. [ABSTRACT FROM AUTHOR]

The article addresses the criticism of redundancy leveled at rational system models of organizational analysis and rational decision-making. This article examines the main points of the rational debate, clarifying the concern over the discarding of the rational system model and its implications on notions of rationality in organizational analysis. Among the issues discussed are the retreat from rationality in organizational analysis, soft rationality, types of rationality, and organization and domination. The author argues that even soft or weaker concepts of rationality do have credence in organizational analysis, something to which even those at the forefront of the wave of natural system approaches to organizational analysis will agree.

Focuses on internal labour market (ILM) processes. Concept of the ILM and the range of theoretical perspectives on their growth and use; Discussion of empirical material on internal labour market recruitment in Great Britain; Studies demonstrating the importance of internal recruitment; Implications of studies of recruitment for the continuing conceptualization of the labour market as consisting of internal and external markets linked to internal and external processes.

Examines employers' strategies in relation to their demand for labour. Sociological concern on the demand for labour as result of growing awareness of the influence of market forces on employment opportunities; Application of the basic process underlying the production of crime statistics to the production of unemployment and vacancies statistics; Selection criteria used by employers to assess job candidates; Components in the generation of labour demand; Employers' recruitment practices.