The concept of fit and its many applications in management research is discussed. An historical perspective is given and a pool of recent papers using fit concepts on several management research areas is inspected closer. The main purpose of this essay is to grasp the epistemological variety of approaches, concepts, applications, and measurability of fit, so as to establish context contributing to the formulation of future research questions involving such a concept and inherent dimensions.
{"title":"Fit Diversity, Structure and Measurability","authors":"José Pinheiro","doi":"10.2139/ssrn.2253612","DOIUrl":"https://doi.org/10.2139/ssrn.2253612","url":null,"abstract":"The concept of fit and its many applications in management research is discussed. An historical perspective is given and a pool of recent papers using fit concepts on several management research areas is inspected closer. The main purpose of this essay is to grasp the epistemological variety of approaches, concepts, applications, and measurability of fit, so as to establish context contributing to the formulation of future research questions involving such a concept and inherent dimensions.","PeriodicalId":340117,"journal":{"name":"ORG: Strategy & Motivation (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130588346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Informed by agency theory, the dominant theory and practice of CEO pay both exclude non-monetary incentives and treat money itself as pure exchange value. Drawing on the economics of non-monetary incentives and the sociology of money, we use qualitative evidence from UK FTSE100 CEOs, to challenge and supplement this perspective. We conclude that for these CEOs even incentive pay acts more as security than as incentive and that the monetary (exchange) value of pay matter less than its symbolic values and significantly less than peer group recognition and respect, personal achievement, job satisfaction, and the challenge of beating corporate competitors.
{"title":"CEO Pay, Motivation and the Meaning of Money","authors":"J. Hendry","doi":"10.2139/ssrn.2021972","DOIUrl":"https://doi.org/10.2139/ssrn.2021972","url":null,"abstract":"Informed by agency theory, the dominant theory and practice of CEO pay both exclude non-monetary incentives and treat money itself as pure exchange value. Drawing on the economics of non-monetary incentives and the sociology of money, we use qualitative evidence from UK FTSE100 CEOs, to challenge and supplement this perspective. We conclude that for these CEOs even incentive pay acts more as security than as incentive and that the monetary (exchange) value of pay matter less than its symbolic values and significantly less than peer group recognition and respect, personal achievement, job satisfaction, and the challenge of beating corporate competitors.","PeriodicalId":340117,"journal":{"name":"ORG: Strategy & Motivation (Topic)","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124577761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-03-01DOI: 10.1111/j.1467-9310.2011.00669.x
B. Vojak, A. Griffin, R. L. Price
A substantial body of literature addresses the motivation of technical professionals in large corporations. Included are considerations of the motivation of subgroups, such as contrasting the motivation of scientists and engineers. Notably absent, however, is an in‐depth, multiple‐perspective consideration of both the motivation and demotivation of the small number of individuals in nearly every corporation who contribute significantly and disproportionately to the growth and profitability of the corporation. These exceptional, high‐performing technologists, whom we refer to as technical visionaries (TVs), are the drivers of breakthrough, radical innovation. Through 64 in‐depth interviews with TVs, their direct technical managers (TMs) and their human resource managers (HRMs), this research explores the similarities and differences in perception between these three groups concerning TV motivation and demotivation. TMs predominantly apply informal, personalized, and relational management motivating techniques. HRMs predominantly perceive value in the formalized, standard corporate structures and reward systems that serve the ‘typical employee’ for motivating TVs. By comparing the perspectives of TVs, TMs, and HRMs, we observe that the TMs are in strong alignment with TV perspectives on motivation and demotivation, while the HRMs are not in alignment with TV perspectives. Interestingly, both TMs and HRMs emphasize techniques most readily available to them. Most notable relative to demotivating TVs, the HRMs are least able to articulate an understanding consistent with that of the TVs. Based on these and other observations, we offer recommendations for those who manage these critical and unique technical visionaries.
{"title":"Motivating and Demotivating Technical Visionaries in Large Corporations: A Comparison of Perspectives","authors":"B. Vojak, A. Griffin, R. L. Price","doi":"10.1111/j.1467-9310.2011.00669.x","DOIUrl":"https://doi.org/10.1111/j.1467-9310.2011.00669.x","url":null,"abstract":"A substantial body of literature addresses the motivation of technical professionals in large corporations. Included are considerations of the motivation of subgroups, such as contrasting the motivation of scientists and engineers. Notably absent, however, is an in‐depth, multiple‐perspective consideration of both the motivation and demotivation of the small number of individuals in nearly every corporation who contribute significantly and disproportionately to the growth and profitability of the corporation. These exceptional, high‐performing technologists, whom we refer to as technical visionaries (TVs), are the drivers of breakthrough, radical innovation. Through 64 in‐depth interviews with TVs, their direct technical managers (TMs) and their human resource managers (HRMs), this research explores the similarities and differences in perception between these three groups concerning TV motivation and demotivation. TMs predominantly apply informal, personalized, and relational management motivating techniques. HRMs predominantly perceive value in the formalized, standard corporate structures and reward systems that serve the ‘typical employee’ for motivating TVs. By comparing the perspectives of TVs, TMs, and HRMs, we observe that the TMs are in strong alignment with TV perspectives on motivation and demotivation, while the HRMs are not in alignment with TV perspectives. Interestingly, both TMs and HRMs emphasize techniques most readily available to them. Most notable relative to demotivating TVs, the HRMs are least able to articulate an understanding consistent with that of the TVs. Based on these and other observations, we offer recommendations for those who manage these critical and unique technical visionaries.","PeriodicalId":340117,"journal":{"name":"ORG: Strategy & Motivation (Topic)","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123037289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：