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A number of phenomena of interest to management and organizational scholars have been investigated within the context of sport (e.g., compensation-performance relationships, escalating commitment, executive succession, sustainable competitive advantage). The authors are unaware, however, of any systematic effort to address the rationale, benefits, and potential of conducting organizational research within sport. The purpose of this article is to investigate how studying within the context of sport can contribute to an understanding of management and of organizations with a focus on how such contribution can be achieved with creative and innovative research approaches. The authors present a general overview of the rationale for studying organizational phenomena within sport and provide a concise review of such research. With this as background, the authors discuss a number of organizational phenomena that they have studied within the domain of sport. The article suggests how organizational research might benefit by using sport as a context in ways not yet evident in the literature.

Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformational leader behavior by school principals as it related to organizational commitment, organizational citizenship behavior, teacher satisfaction with leader, and student academic performance. Attitudinal and behavioral data were collected from both teachers and principals; student academic performance was collected from school records. School level analyses showed that transformational leadership had significant add-on effects to transactional leadership in the prediction of organizational commitment, organizational citizenship behavior, and teacher satisfaction. Moreover, transformational leadership was found to have indirect effects on student academic achievement. Finally, it was found that transactional leadership had little add-on effect on transformational leadership in predicting outcomes. Implications and directions for future research are discussed.

This article exploits a natural experiment initiated by Oregon and Washington voter referendums to show that the minimum wage is a blunt instrument that differentially affects low‐wage workers within and across industries. Specifically, employment growth specifications indicate that the minimum wage generates consistently negative employment effects for eating and drinking workers where the minimum is shown to be relatively binding, but not for hotel and lodging workers where the minimum is less binding. Regressions using job‐specific want‐ad data from Portland and Seattle newspapers also indicate a reduction in hiring solicitation relating to the extent that the minimum wage binds. (JEL J31, J38)

The purpose of this study was to evaluate the effects of a revised worksite health promotion program that featured an employee steering committee/menu approach to intervention. The \"Take Heart II\" program was evaluated using a quasi-experimental matched-pair design with worksite as the unit of analysis. Experimental and control worksites did not differ on baseline organizational or employee demographic variables or on baseline levels of dependent variables. Outcome and process results revealed consistent, but modest effects favoring intervention worksites on most measures. Cross-sectional analyses generally failed to produce statistically significant intervention effects, but cohort analyses revealed significant beneficial effects of the Take Heart II intervention on eating patterns, behavior change attempts, and perceived social support. Neither analysis detected a beneficial effect of intervention on cholesterol levels.

We conducted a field study to test empirically the relationship between perceptions of peer mentoring and perceptions of the creation and sharing of knowledge within the context of a peer mentor training program. Results based on 222 employees of a software firm who completed a web survey before, after and two months following the training program indicate that: a) peer mentor training increased perceived levels of peer mentoring and b) employees with higher perceived levels of peer mentoring also had higher perceived levels of organizational knowledge creation and sharing. Feedback from peers and managers also supported a positive significant relationship between perceptions of peer mentoring and knowledge creation and sharing. We suggest directions for future mentoring research and implications for training and development programs for managers.

Moneyball (Lewis, 2003) is a book about baseball. The book describes how a small-market Major League Baseball team, the Oakland Athletics, has been able to compete with large-market teams by being innovative in a tradition-laden industry. However, when read through a business management lens, one discerns that this baseball book, in fact, has general management lessons in a variety of areas including leadership, innovation, overcoming resistance to change, and creating a sustainable competitive advantage. In this article, we outline and illustrate the valuable lessons for business that emerge from the Moneyball story. More specifically, we provide a brief overview of the book; summarize arguments for applying Moneyball ideas to management as presented in the popular media as well as in academia; determine the underlying management themes contained in the Moneyball story; and propose Moneyball lessons for managers.

The relative importance of person characteristics versus situation characteristics as it influences behavior is being argued in interactional psychology. This overview defines interactional psychology as an approach of studying behavior resulting from the multidirectional interaction between person and situation characteristics in order to explain the transactions through which individuals select, interpret, and change situations. Person and situation interaction is described in 5 different ways: 1. non-additivity, 2. differential validity, 3. overlapping main effects, 4. reciprocal influence, and 5. cognitive sense-making of experience. This perspective of behavior can also be combined with facet design techniques for study of personal behavior in organizations.