Reactions to change in the authority-dependency relationship

1978 ◽  
Vol 6 (1) ◽  
pp. 82-94 ◽  
Author(s):  
M.L.J. Abercrombie ◽  
P.M. Terry
Keyword(s):  
Dependency Relationship ◽  
Reactions To Change

THE STEREODYNAMICS STUDY OF THE C(3P) + OH (X2 Π) → CO(X1Σ+) + H(2S) REACTION

2010 ◽  
Vol 09 (05) ◽  
pp. 935-943 ◽  
Author(s):  
PENG SONG ◽  
YONG-HUA ZHU ◽  
JIAN-YONG LIU ◽  
FENG-CAI MA
Keyword(s):  
Angular Momentum ◽  
Cross Sections ◽  
Collision Energy ◽  
Energy Surface ◽  
Center Of Mass ◽  
Title Reaction ◽  
High Collision Energy ◽  
Dependency Relationship ◽  
Energy Dependency ◽  
Mass Frame

The stereodynamics of the title reaction on the ground electronic state X2A' potential energy surface (PES)1 has been studied using the quasiclassical trajectory (QCT) method. The commonly used polarization-dependent differential cross-sections (PDDCSs) of the product and the angular momentum alignment distribution, P(θr) and P(Φr), are generated in the center-of-mass frame using QCT method to gain insight of the alignment and orientation of the product molecules. Influence of collision energy on the stereodynamics is shown and discussed. The results reveal that the distribution of P(θr) and P(Φr) is sensitive to collision energy. The PDDCSs exhibit different collision energy dependency relationship at low and high collision energy ranges.

Modular Decomposition of Flow Chart Path Method and its Application

2011 ◽  
Vol 418-420 ◽  
pp. 2206-2210
Author(s):  
Meng Qi Li ◽  
Dong Ying Li
Keyword(s):  
Complex System ◽  
Case Analysis ◽  
Flow Chart ◽  
Function Model ◽  
Modular Decomposition ◽  
Dependency Relationship ◽  
Product Function ◽  
Paper Product ◽  
Material Information ◽  
Relationship Of

Modular decomposition is the key to simplify complex system. In this paper product function model is built based on flow chart description of energy, substance/material information. According to dependency relationship of function, function modularization is done respectively with module defining ways of main path method (MPM), branch path method (BPM) and conversion-conduction method (CCM). And modular decomposition of flow chart path method is established, concerned procedures and cautions during the implementing course are defined, and the purpose and effectiveness of modular decomposition of flow chart pass are confirmed through case analysis.

scholarly journals Interdependence between networks and member firms in the evolution of inter-organizational networks

2019 ◽  
Vol 17 (spe) ◽  
pp. 732-749
Author(s):  
LEANDER LUIZ KLEIN ◽  
BRENO AUGUSTO DINIZ PEREIRA
Keyword(s):  
Organizational Networks ◽  
Dependency Relationship ◽  
Over Time ◽  
Network Interdependence

Abstract Cooperation among firms through networks is a form to obtain a variety of resources. Over time, networks can become an exclusive provider of some resources used by members, leading to dependencys. This study is interested in this phenomenon, and aims to examine how firm-network interdependence grows throughout the development of inter-organizational networks. The research was conducted with networks that were in distinct stages of evolution (formation, development, and professionalization). Interviews were carried out with the presidents of the networks and two member firms of each network. The study identified an inversion in the relation of interdependence investigated, where the network is dependent of its members in the first stages of evolution and, as its governance and structure consolidate, members develop a dependency relationship toward the network and the benefits it offers.

Embracing and Harnessing Uncertainty

2021 ◽  
pp. 21-40
Author(s):  
Camilla Ellehave ◽  
Erin Wilson Burns ◽  
Dave Ulrich
Keyword(s):  
Leadership Practices ◽  
Effective Leadership ◽  
Emotional Reactions ◽  
Positive Outcomes ◽  
Customer Needs ◽  
Effective Leaders ◽  
The Future ◽  
Effective Leadership Practices ◽  
Reactions To Change ◽  
Insight Into

This chapter offers insight into how change and uncertainty challenges effective leadership practices and offers guidance on how leaders can successfully lead in uncertain times. It adds to the existing field of studies by offering leaders a framework and specific ways to understand and consequently embrace and harness uncertainty. With the turmoil of 2020 as backdrop, effective leaders will need to master 3 tasks: 1) to pace the changes to which their teams are exposed, 2) to shape how changes are perceived by their team, and 3) to manage the team's emotional reactions to change. As leaders envision the future, guide choices, tame apprehension, regulate expectations, experiment nimbly, and collaborate frequently, they will be able to channel the pressures of change to create positive outcomes for their teams and organizations. More importantly, organizations that create routines and processes that encourage, develop, and enable these behaviors internally will lead in a world where customer needs, employee demands, and shareholder expectations are continuously evolving.

Theory of Planned Behavior and Different Forms Of Organizational Change Behavior

2018 ◽  
Vol 46 (10) ◽  
pp. 1657-1671 ◽  
Author(s):  
Yuha Yang ◽  
Jin Nam Choi ◽  
Kyungmook Lee
Keyword(s):  
Organizational Change ◽  
Theory Of Planned Behavior ◽  
South Korea ◽  
Change Management ◽  
Planned Behavior ◽  
Management Support ◽  
Behavioral Reactions ◽  
Change Behavior ◽  
Reactions To Change ◽  
The Relationship

Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, the change efficacy of employees predicted their compliance with change, management support for change predicted employees' cooperation with change, and change favorableness was related to proactive championing for change. Magnitude of change was a positive predictor of the 3 forms of change behavior (compliance, cooperation, and championing) and moderated the relationship between change efficacy and compliance with change. We have contributed to the literature by elaborating on the microlevel dynamics of organizational change by introducing the TPB to explain behavioral reactions to change.

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