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Maintaining momentum is a key influence on the ultimate success of large-scale change. In this paper, we develop theory to explain how stable versus shifting change-supportive perceptions over time differentially influence the perceived momentum associated with goal-directed change (i.e., change-based momentum). We use cross-level polynomial regression and data obtained early and 1 year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for 'Champions' (stable and high perceptions over time) as compared to 'Converts' (increasing perceptions over time), but momentum perceptions are lower for 'Defectors' (decreasing perceptions over time) as compared to 'Doubters' (stable and low perceptions over time). We find that even if participants converge upon change-supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes. [ABSTRACT FROM AUTHOR]

Despite the numerous forays into understanding the concept and consequences of Corporate Social Performance (CSP), very little is known about how CSP impacts employees. In response, this study examines the relationship between employee perceptions of CSP and organizational commitment in a manufacturing industry setting. Survey data are collected from 136 production employees at three kitchen cabinet manufacturers in the United States. The results of the study show that both community-related and environmentally-related CSP are positively related to organizational commitment. These results imply that companies should communicate their CSP to all employees because it has the potential to increase their employees’ organizational commitment, which may result in positive organizational outcomes. This study contributes to extant literature by highlighting the importance of employees as a relevant stakeholder for CSP research, as well as employing comprehensive perceptual measures of both community-related and environmentally-related CSP, in a manufacturing context. [ABSTRACT FROM PUBLISHER]

Environmental certification is playing an increasingly important role in the strategies of many businesses. This is due in large part to consumer demand for environmentally friendly products. Little is known, however, about why executives adopt environmental certification for a product or process, or how they view the benefits and challenges of certification. This paper seeks to advance our knowledge in this area by exploring executives' perceptions of benefits and challenges associated with adopting an environmental certification program. We surveyed executives in the kitchen cabinet industry about a second party certification scheme initiated for producers in that industry. Results suggest that perceptions of the benefits and challenges of environmental certification differ significantly based on whether the company had or had not adopted the certification scheme in question. The paper considers the implications for companies considering adopting environmental certification as well as for organizations providing certification schemes. [ABSTRACT FROM AUTHOR]

This article seeks to test whether a leader's position in the team's informal network strengthens or weakens the leader's team. Based on data collected from 231 employees working in 19 teams in a manufacturing organization, the study tested whether two different leader network centralities in teams' advice networks predicted team conflict and viability. Teams with more prestigious formal leaders (i.e., leaders whom a high proportion of subordinates sought out for advice) experienced lower levels of team conflict and had higher levels of team viability. In contrast, teams with leaders who brokered across subordinates within a team's advice network (i.e., leaders who had advice ties with subordinates who did not have advice ties with each other) reported elevated levels of team conflict and lower levels of team viability, even when controlling for the team leader's prestige. Team conflict mediated the effects of the two leader network positions on team viability. [ABSTRACT FROM AUTHOR]

This paper describes a new method for detecting individual tree stems that was designed to perform well in the challenging hardwood-dominated, mixed-species forests common to the northeastern U.S., where canopy height-based methods have proven unreliable. Most prior research in individual tree detection has been performed in homogenous coniferous or conifer-dominated forests with limited hardwood presence. The study area in central Pennsylvania, United States, includes 17+ tree species and contains over 90% hardwoods. Existing methods have shown reduced performance as the proportion of hardwood species increases, due in large part to the crown-focused approaches they have employed. Top-down approaches are not reliable in deciduous stands due to the inherent complexity of the canopy and tree crowns in such stands. This complexity makes it difficult to segment trees and accurately predict tree stem locations based on detected crown segments. The proposed voxel column-based approach has advantages over both traditional canopy height model-based methods and computationally demanding point-based solutions. The method was tested on 1125 reference trees, ≥10 cm diameter at breast height (DBH), and it detected 68% of all reference trees and 87% of medium and large (sawtimber-sized) trees ≥28 cm DBH. Significantly, the commission rate (false predictions) was negligible as most raw false positives were confirmed in follow-up field visits to be either small trees below the threshold for recording or trees that were otherwise missed during the initial ground survey. Minimizing false positives was a priority in tuning the method. Follow-up in-situ evaluation of individual omission and commission instances was facilitated by the high spatial accuracy of predicted tree locations generated by the method. The mean and maximum predicted-to-reference tree distances were 0.59 m and 2.99 m, respectively, with over 80% of matches within <1 m. A new tree-matching method utilizing linear integer programming is presented that enables rigorous, repeatable matching of predicted and reference trees and performance evaluation. Results indicate this new tree detection method has potential to be operationalized for both traditional forest management activities and in providing the more frequent and scalable inventories required by a growing forest carbon offsets industry. [ABSTRACT FROM AUTHOR]

This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In answering the first question, the research investigated whether demographic diversity in teams played a role in predicting the proportion of structural holes in team friendship networks. For 19 teams at a wood products company, there were no effects of ethnic and gender diversity on structural hole proportions. However, age diversity significantly reduced the extent of structural holeyness. In investigating the second question, two countervailing tendencies were considered. In the absence of structural holes, teams are likely to be at low risk for new ideas. But fragmented teams in which team members are separated by many structural holes are likely to have difficulty coordinating. The researchers demonstrated a curvilinear effect: a moderate level of structural diversity in teams was positively associated with team performance. Thus, the research suggested that it is structural diversity (measured in terms of the proportion of structural holes) rather than demographic diversity that matters in the prediction of team performance. [ABSTRACT FROM AUTHOR]

Recently graduated forestry majors will start their jobs with preexisting perceptions regarding the reciprocal obligations between themselves and their employers. These perceptions will form a type of implied contract between the two parties. To investigate the problems thatcan arise when a new employee perceives an employer to have broken that contract, we surveyed senior forestry majors (before and after they found jobs) and employers. Results indicate that agency and industry employers create significantly different expectations for their new employees. Moreover, negative outcomes related to turnover, performance, and satisfaction will result when new employees perceive that employers have not fulfilled their obligations. [ABSTRACT FROM AUTHOR]