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Findings yielded a comprehensive portrait of the predictive relations among children's aggressive or withdrawn behaviors, peer rejection, and psychological maladjustment across the 5u12 age period. Examination of peer rejection in different variable contexts and across repeated intervals throughout childhood revealed differences in the timing, strength, and consistency of this risk factor as a distinct (additive) predictor of externalizing versus internalizing problems. In conjunction with aggressive behavior, peer rejection proved to be a stronger additive predictor of externalizing problems during early rather than later childhood. Relative to withdrawn behavior, rejection's efficacy as a distinct predictor of internalizing problems was significant early in childhood and increased progressively thereafter. These additive path models fit the data better than did disorder-driven or transactional models.

Analytic evaluation of conflict management in marketing outlets using LISREL VII provides comprehensive results of power sources impact on productivity performance. A study over independent pharmacists and wholesalers reveals application of expert power source to produce positive results during conflicts. It also shows coercion and opportunism destroy quality and timely production in the marketing channel.

Leadership in organizations should recognize that organizations are communities composed of several individuals with various personalities and needs. Leadership styles must be adapted to the needs of the individuals as well as the needs and goals of the organization. Several leadership styles can be adopted from models based on transactional analysis.

This article examines interorganizational strategies from a transactional value, rather than transaction cost, perspective. It argues that the transaction cost perspective has at least two major limitations when used to analyse interorganizational strategies: (1) a single-party, cost minimization emphasis that neglects the interdependence between exchange partners in the pursuit of joint value, and (2) an over-emphasis on the structural features of interorganizational exchange that neglects important process issues. We propose instead a transactional value framework for analysing interorganizational strategies that addresses (1) joint value maximization, and (2) the processes by which exchange partners create and claim value. We discuss the implications of the present approach for the study of interorganizational strategies and for the transaction cost perspective itself. (Reprinted by permission of the publisher.)

To gain analytical precision and simplicity, proponents of scientific management have ignored the distinction between the concepts of task and job. This effort is analogous to the attachment, despite its artificiality, to the concept of discrete exchange. In economic and marketing theory the concept of relational transaction has helped to inform economic analysis with phenomenal reality. Considering job in the light of relational transactions promises to improve management theory in regard to employer-employee relations. The power vectors inherent in all human relations thus become explicit variables, not exogenous or irrational factors. Any loss in analytical precision is offset by a greater comprehension of the reality of employee-manager interactions.