Related Research Articles
Collusion is a deceitful agreement or secret cooperation between two or more parties to limit open competition by deceiving, misleading or defrauding others of their legal right. Collusion is not always considered illegal. It can be used to attain objectives forbidden by law; for example, by defrauding or gaining an unfair market advantage. It is an agreement among firms or individuals to divide a market, set prices, limit production or limit opportunities. It can involve "unions, wage fixing, kickbacks, or misrepresenting the independence of the relationship between the colluding parties". In legal terms, all acts effected by collusion are considered void.
Organizational culture refers to culture related to organizations including schools, universities, not-for-profit groups, government agencies, and business entities. Alternative terms include corporate culture and company culture. The term corporate culture emerged in the late 1980s and early 1990s. It was used by managers, sociologists, and organizational theorists in the 1980s.
Knowledge transfer refers to transferring an awareness of facts or practical skills from one entity to another. That is, the particular profile of transfer processes activated for a given situation depends on (a) the type of knowledge to be transferred and how it is represented and (b) the processing demands of the transfer task. From this perspective, knowledge transfer in humans encompasses an expertise from different disciplines: psychology, cognitive anthropology, anthropology of knowledge, communication studies and media ecology.
Tacit knowledge or implicit knowledge—as opposed to formalized, codified or explicit knowledge—is knowledge that is difficult to express or extract; therefore it is more difficult to transfer to others by means of writing it down or verbalizing it. This can include motor skills, personal wisdom, experience, insight, and intuition.
In psychology, decision-making is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options. It could be either rational or irrational. The decision-making process is a reasoning process based on assumptions of values, preferences and beliefs of the decision-maker. Every decision-making process produces a final choice, which may or may not prompt action.
Decision theory is a branch of applied probability theory and analytic philosophy concerned with the theory of making decisions based on assigning probabilities to various factors and assigning numerical consequences to the outcome.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices.
Organizational behavior or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
Regime theory is a theory within international relations derived from the liberal tradition that argues that international institutions or regimes affect the behavior of states or other international actors. It assumes that cooperation is possible in the anarchic system of states, as regimes are, by definition, instances of international cooperation.
Testability is a primary aspect of science and the scientific method. There are two components to testability:
- Falsifiability or defeasibility, which means that counterexamples to the hypothesis are logically possible.
- The practical feasibility of observing a reproducible series of such counterexamples if they do exist.
Tacit collusion is a collusion between competitors who do not explicitly exchange information but achieve an agreement about coordination of conduct. There are two types of tacit collusion: concerted action and conscious parallelism. In a concerted action also known as concerted activity, competitors exchange some information without reaching any explicit agreement, while conscious parallelism implies no communication. In both types of tacit collusion, competitors agree to play a certain strategy without explicitly saying so. It is also referred to as oligopolistic price coordination or tacit parallelism.
Organizational memory (OM), sometimes called institutional memory or corporate memory, is the accumulated body of data, information, and knowledge created in the course of an organization's existence. The concept of organizational memory includes the ideas of components knowledge acquisition, knowledge processing or maintenance, and knowledge usage like search and retrieval. Falling under the wider disciplinary umbrella of knowledge management, it has two repositories: an organization's archives, including its electronic data bases; and individuals' memories.
In economics, implicit contracts refer to voluntary and self-enforcing long term agreements made between two parties regarding the future exchange of goods or services. Implicit contracts theory was first developed to explain why there are quantity adjustments (layoffs) instead of price adjustments in the labor market during recessions.
Expectation states theory is a social psychological theory first proposed by Joseph Berger and his colleagues that explains how expected competence forms the basis for status hierarchies in small groups. The theory's best known branch, status characteristics theory, deals with the role that certain pieces of social information play in organizing these hierarchies. More recently, sociologist Cecilia Ridgeway has utilized the theory to explain how beliefs about status become attached to different social groups and the implications this has for social inequality.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
The behavioral theory of the firm first appeared in the 1963 book A Behavioral Theory of the Firm by Richard M. Cyert and James G. March. The work on the behavioral theory started in 1952 when March, a political scientist, joined Carnegie Mellon University, where Cyert was an economist.
Text and conversation is a theory in the field of organizational communication illustrating how communication makes up an organization. In the theory's simplest explanation, an organization is created and defined by communication. Communication "is" the organization and the organization exists because communication takes place. The theory is built on the notion, an organization is not seen as a physical unit holding communication. Text and conversation theory puts communication processes at the heart of organizational communication and postulates, an organization doesn't contain communication as a "causal influence", but is formed by the communication within. This theory is not intended for direct application, but rather to explain how communication exists. The theory provides a framework for better understanding organizational communication.
Intuition in the context of decision-making is defined as a "non-sequential information-processing mode." It is distinct from insight and can be contrasted with the deliberative style of decision-making. Intuition can influence judgment through either emotion or cognition, and there has been some suggestion that it may be a means of bridging the two. Individuals use intuition and more deliberative decision-making styles interchangeably, but there has been some evidence that people tend to gravitate to one or the other style more naturally. People in a good mood gravitate toward intuitive styles, while people in a bad mood tend to become more deliberative. The specific ways in which intuition actually influences decisions remain poorly understood.
Arthur S. Reber is an American cognitive psychologist. He is a Fellow of the American Association for the Advancement of Science (AAAS), the Association for Psychological Science (APS) and a Fulbright Fellow. He is known for introducing the concept of implicit learning and for using basic principles of evolutionary biology to show how implicit or unconscious cognitive functions differ in fundamental ways from those carried out consciously.
Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors. ILT suggests that group members have implicit expectations and assumptions about the personal characteristics, traits, and qualities that are inherent in a leader. These assumptions, termed implicit leadership theories or leader prototypes, guide an individual's perceptions and responses to leaders. The term implicit is used because they are not outwardly stated and the term theory is used because it involves the generalization of past experiences to new experiences. ILTs allow individuals to identify leaders and aid them in responding appropriately to leaders in order to avoid conflict.
References
- ↑ Goldhaber, Maurice (1975). "Tacit Assumptions in Fundamental Particle Physics". Proceedings of the American Philosophical Society. 119 (1): 24–28. ISSN 0003-049X . Retrieved 4 February 2024.
