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150325s1994 xx |||||o 00| ||eng c |
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|a (JST)2635072
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|a DE-627
|b ger
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|e rakwb
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|a eng
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|a Miner, John B.
|e verfasserin
|4 aut
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|a Congruence and Fit in Professional Role Motivation Theory
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|c 1994
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|a Text
|b txt
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|a Organization theory has been preoccupied for many years with the bureaucratic form. Insufficient attention has been given to alternative designs, including, in particular, professional organizations of various types. This article considers these professional organizations at length within the context of professional role motivation theory. It also considers the concept of fit or congruence as it enters into professional role motivation theory and into organization theory generally. Considerable support for the congruence concept is provided via an analysis of data on over 100 labor arbitrators. The findings indicate that (1) arbitrators work in a predominantly professional context and (2) professional motivation is closely associated with various indexes of arbitrator effectiveness. Effective arbitrators are more motivated to provide help to others, more desirous of status, more interested in acquiring knowledge and learning, more professionally committed, and to a somewhat lesser degree more desirous of acting independently. These patterns are found to characterize the lawyers within the sample to at least and equal degree. The data indicate that the professional organizational form encompasses professional components of otherwise bureaucratic organizations such as universities and governments, professional organizations such as law firms, and private professional practices. It is apparent that professional systems are important in the practice of organizational design and that they are distinct from the bureaucratic form.
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|a Copyright 1994 The Institute of Management Sciences
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|a Professional Organizations
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|a Role Motivation Theory
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|a Labor Arbitrators
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|a Organization Design
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|a Law
|x Civil law
|x Civil remedies
|x Alternative dispute resolution
|x Arbitration
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|a Business
|x Business structures
|x Professional associations
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|a Business
|x Business administration
|x Business management
|x Management principles
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|a Business
|x Business administration
|x Corporate governance
|x Corporate bureaucracy
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|a Education
|x Formal education
|x Educational institutions
|x Schools
|x Universities
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|a Behavioral sciences
|x Human behavior
|x Organizational behavior
|x Organizational theory
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|a Applied sciences
|x Research methods
|x Survey research
|x Survey methods
|x Questionnaires
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|a Mathematics
|x Applied mathematics
|x Statistics
|x Applied statistics
|x Descriptive statistics
|x Statistical distributions
|x Normal distribution curve
|x T score
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|a Behavioral sciences
|x Psychology
|x Personality psychology
|x Motivation
|x Motivation research
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|a Economics
|x Economic disciplines
|x Labor economics
|x Employment
|x Occupations
|x Legal professionals
|x Attorneys
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|a research-article
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1 |
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|a Crane, Donald P.
|e verfasserin
|4 aut
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1 |
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|a Vandenberg, Robert J.
|e verfasserin
|4 aut
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0 |
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|i Enthalten in
|t Organization Science
|d Institute for Operations Research and the Management Sciences
|g 5(1994), 1, Seite 86-97
|w (DE-627)320635775
|w (DE-600)2024496-4
|x 15265455
|7 nnns
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773 |
1 |
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|g volume:5
|g year:1994
|g number:1
|g pages:86-97
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|u https://www.jstor.org/stable/2635072
|3 Volltext
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|d 5
|j 1994
|e 1
|h 86-97
|