Mg-Ed-Dv-ers
"Comments on the accuracy of perceptions of a manager. Role of managerial
perceptions in filtering objective reality; Need for research on perceptions
of managers."
Hey write 'em for a copy!
Cybercollegially,
Charles Wankel
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British Journal of Management Volume 14: Issue 1
Special Issue - Managers' and their Inaccurate Perceptions: Good, Bad or
Inconsequential?
We are pleased to send you the Table of Contents for British Journal of
Management 14:1, an exciting special topic forum which opens with John M.
Mezias and William H Starbuck's controversial paper, Studying the Accuracy
of Manager's Perceptions: A Research Odyssey. The basis of two symposia
(held at AOM 2002 and BAM 2002), the Mezias and Starbuck paper appears
alongside commentaries from some of the world's leading researchers.
Selected contents:
Studying the Accuracy of Managers' Perceptions: A Research Odyssey - John M.
Mezias, William H. Starbuck
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.00259/abs/
Much organizational activity and academic research relies on the accuracy of
managers' perceptions. However, few studies have assessed the accuracy of
managerial perceptions, and these studies indicate that managers'
perceptions are often very inaccurate. This article discusses an odyssey
into the study of managerial perceptions spanning two decades and two
empirical studies. It depicts the evolution of research questions, samples,
study designs, problems with such research and inferences drawn. It also
identifies some errors that tend to be especially large and suggests some
corrective actions. These corrective actions include using education and
training to inform managers about organizational and environmental
properties, exploiting improved technology, helping organizations to
identify and correct misperceptions and designing robust organizations that
can tolerate misperceptions.
Asking a Straightforward Question: Managers' Perceptions and Managers'
Emotions - Kevin Daniels
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.00260/abs/
Managerial Perceptions and the Essence of the Managerial World: What is an
Interloper Business Executive to Make of the Academic-Researcher Perceptions
of Managers - T. K. Das
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.00261/abs/
Re-appraising Managers' Perceptual Errors: A Behavioural Decision-Making
Perspective - A. John Maule, Gerard P. Hodgkinson
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.1401007/abs/
Mistaken Perceptions: Cases and Consequences - Sidney G. Winter
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.00263/abs/
Mezias and Starbuck (2003) review previous work and report striking new
evidence indicating that managers can be quite mistaken in their perceptions
regarding some matters, even matters quite close to their jobs. This is
reminiscent of much evidence on politicians and ordinary citizens that
generally show a weak grip on basic facts. In assessing how much difference
this weakness makes, it is useful to distinguish among four perspectives on
managers as: (i) informants for academic research; (ii) performers of their
normal work; (iii)problem-solvers in novel situations; (iv) strategic
thinkers. Mezias and Starbuck's results suggest a negative assessment on(i)
and (iii), but are less clearly relevant on (ii); some open questions
regarding (iv) are put forward.
The Odyssey Continues - John M. Mezias, William H. Starbuck
www.blackwell-synergy.com/links/doi/10.1111/1467-8551.00264/abs/
A full Table of Contents for Volume 14:1 is available at
www.blackwell-synergy.com/links/toc/bjom/14/1
To sign up for regular table of contents email alerts visit:
www.blackwellpublishing.com/ealerts