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CHAPTER 1 GLOSSARY

absorptive capacity the ability to recognize the value of new

information, assimilate it, and use it for value added activities

corporate social responsibility (CSR) organizational activities

intended to bene1it society and the environment beyond the 1irms

immediate 1inancial interests or legal obligations

counterproductive work behaviors, (CWs) voluntary behaviors that

have the potential to directly or indirectly harm the organization.

deeplevel diversity differences in the psychological characteristics of

employees, including personalities, beliefs, values, and attitudesethics the study of moral principles or values that determine whether

actions are right or wrong and outcomes are good or bad

evidencebased management making decisions and taking actions

based on research evidence

globalization economic, social, and cultural connectivity with people

in other parts of the world

high performance work practices (HPWP) a perspective that

effective organizations incorporate several workplace practices that

leverage the potential of human capital

human capital the stock of knowledge, skills, and abilities among

employees that provide economic value to the organization

intellectual capital companys stock of knowledge, including human

capital, structural capital and relationship capital.

lean management a cluster of practices to improve organizational

efficiency by continuously reducing waste, unevenness, and overburden

in the production process

open systems a perspective that organizations depend on the

external environment for resources, affect that environment through their

output, and consist of internal subsystems that transform inputs to

outputs

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organizational behavior (OB) the study of what people think, feel,

and do in and around organizations

organizational citizenship behaviors (OCBs) various forms of

cooperation and helpfulness to others that support the organizationssocial and psychological context.

organizational effectiveness a broad concept represented by several

perspectives, including the organizations fit with the external

environment, internal subsystems configuration for highperformance,

emphasis on organizational learning, and ability to satisfy the needs of

key stakeholders

organizational efficiency

the amount of outputs relative to inputs inthe organizations transformation process.

organizational learning a perspective that organizational

effectiveness depends on the organizations capacity to acquire, share,

use, and store valuable knowledge

organizational memory the storage and preservation of intellectual

capital

organizations groups of people who work interdependently toward

some purpose

stakeholders individuals, organizations, or other entities who affect,

or are affected by, the organizations objectives and actions

surfacelevel diversity the observable demographic or physiological

differences in people, such as their race, ethnicity, gender, age, and

physical disabilities

values relatively stable, evaluative beliefs that guide a persons

preferences for outcomes or courses of action in a variety of situations

virtual work work performed away from the traditional physical

workplace using information technology

work/life balance the degree to which a person minimizes conflict

between work and nonwork