Volume 7, Number 1, Spring 2004

CONTENTS
REGULAR ARTICLES
Work Commitment, Job Satisfaction, and Job Performance:
An Empirical Investigation ........................................................... 289
A. Carmeli and A. Freund
SYMPOSIUM
Symposium on Organization Theory and Management in the
Twenty-First Century: Continuing the Philosophical Approach 310
P. L. Cruise and C. E. Lynch
Symposium Introduction .............................................................. 311
P. L. Cruise and C. E. Lynch
Enduring Narratives from Progressivism ...................................... 315
L. S. Dudley
Mary Parker Follett Lost and Found – Again, and Again,
and Again ................................................................................... 341
M. A. Feldheim
Positively No Proverbs Need Apply: Revisiting the Legacy
of Herbert A. Simon ..................................................................... 363
P. L. Cruise
Marshall Dimock's Deflective Organizational Theory ............. 385
J. A. Stever
Phenomenology and Public Administration .............................. 405
W. L. Waugh, Jr. and W. W. Waugh
The Existentialist Public Administrator .................................... 432
W. L. Waugh, Jr.

ABSTRACT. Using an action research method to study the vision-based strategic planning processes of four nonprofit human service organizations, the author identifies factors that influence the successful initiation of the planning process, the formulation of a vision-based plan, and the use of the plan to guide organizational performance. The author identifies transformational leadership and an organizational commitment to cultural change as important to the mobilization of these success factors and to the subsequent achievement of viable vision-based strategic plans.

ABSTRACT. This paper reports on an intervention for improving the strategic decision making and strategic planning in a specific quasi-public organization: the Illinois Soybean Program Operating Board and on how decision support systems can alter perceptions of the decision making environment, which in turn affect strategic planning. The study hypothesis is that if the use of a sophisticated 3-D modeling tool, the Protein Consumption Dynamics (PCD) model, broadens perspectives to include a more global and long-term outlook, then the quality of planning should be enhanced. Before and after questionnaires are used to capture the changes in 121 soy industry decision- makers' perceptions of the decision making environment. The perceptions of soybean industry decision makers change to reflect more long-term thinking about the industry, indicating that the PCD model's visualized presentation of complex information did influence strategic behavior.

ABSTRACT. The research presented here contributes to our understanding of strategic planning and its relationship to performance in nonprofit organizations. Based on a sample of 303 nonprofit organizations, the study emphasizes individual and diverse elements of the planning process. Multiple measures of performance highlight a nonprofits need to garner resource contributions from several constituencies. Using factor analysis and canonical correlation analysis, we find a positive association between scope of planning and executive satisfaction and a negative association between administrative informality and volunteer involvement. Our results suggest that two critical resource contributors, executive directors and donors, may not value formalized decision-making and planning to the extent previously assumed.

ABSTRACT. This study examined the moderating effect of perceived control on the relationship between perceptions of organizational politics and two outcome variables: job stress and intent to quit. Survey data from 103 employees of a company in Malaysia were analyzed using moderated multiple regression. The results showed that perceived politics had adverse effects only on employees with low perceived control. Specifically, in a work environment that is perceived to be political, employees with low levels of perceived control reported experiencing more job stress and expressed greater intention to quit their job than did employees with high levels of perceived control. Implications of the findings and suggestions for future research are discussed.

ABSTRACT. This article addresses the nature of strategic planning in nonprofit organizations through a discussion of relevant literature and the use of a case study of an organization created by a recent merger. Within the framework of a strategic plan, the concepts of continuous quality performance improvement (CQPI) and accountability for achieving nonprofit organizations' goals are discussed. In today's world, nonprofit organizations need to develop a strategic plan to respond to their dynamic and changing internal and external environments. A CQPI system is a useful tool for nonprofit leaders and their staff, to help them adapt the organization to its current environment; clarify needs of its clients; and set priorities to better meet its mission.

ABSTRACT. Perceived environmental uncertainty (PEU) is a foundational concept in organization studies. The PEU typologies used in organizational research were developed using private sector managers. But, do public sector managers perceive the same uncertainty sources? We asked public sector managers in Hong Kong to identify and group uncertainty sources facing their organizations. Multidimensional scaling and cluster analysis yielded classes of uncertainty sources that differ from those developed using private sector managers.

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