Explores the evolution and concept of strategic information management and focuses on the organizational and human implications of the information-based organization. Areas discussed include information valuation, the evolution of information systems, changing views of organizational structures, knowledge workers, and motivations toward strategic…

Finds that lower teaching assistant (TA) argumentativeness is positively associated with student affective learning and vice versa and that lower TA argumentativeness is associated with higher levels of power use and vice versa. Suggests that, although high argumentative TAs may be "social specialists" in power use, their high levels of…

Explores the multiple and heterogeneous deployment of the Other within discourses that intersect and contest each other. Shows how the 19th century discourse of "le femme orientale," which informed the Romantic critique of capitalism, was recuperated in a hegemonic manner to promote an expanding consumer culture. Discusses the colonial…

Students with learning disabilities (n=88) and without (n=84) were interviewed about 10 scenarios in which a teenager was caught after participating in misconduct. Students with learning disabilities were more likely to suggest escaping and less likely to suggest accepting the consequences. (Author/DB)

Analyzes the communicative activities of a project team in a large corporation in the computer industry, exploring the relationship of written text and authority. Discusses how written text is used in a number of specific ways to maintain group authority. (SR)

Case studies of six extension agents and four extension program developers show that three types of factors constrain or enable planning: organizational structure and culture, available resources, and power relationships. Planning is affected in terms of needs addressed and processes used; personal and organizational interests of adult educators…

Cunningham views codes of ethics as inappropriate because they help those in or working toward positions of power and inhibit change. Sork and Welock identify benefits of developing a code and consequences of not having one. (SK)

Offers new superintendents some practical survival strategies, including knowing the board, administrators, and union; understanding the power base and the power of administrator visibility; building good board meetings; and holding their families dear. (MLH)

A case is described that tested the relevance of Freire's "liberationist pedagogy." One student's improved language skills resulted in changing smoking arrangements at the local bingo hall and in gaining personal social and political skills in the process. (Contains two references.) (LB)

Social construction of knowledge by the holders of power traditionally devalues women. Discussion of female identity and role is conducted in terms of male-female power relations. To change social reality, the lives of illiterate and semiliterate women must be transformed. (SK)

Four conclusions were reached through case studies of four production improvement teams: (1) collective production of new knowledge requires active and reflective work; (2) members with insufficient formal power have difficulties with such work; (3) technical knowledge production occurs only when power differences are controlled; and (4) social…

Provides a feminist critique of the prevailing conceptual frameworks and methods used to examine leadership in colleges and universities, focusing on four organizational frames (bureaucratic, collegial, political, and symbolic), and a feminist reinterpretation of definitions of leadership given by one male and one female college president. (SM)

An effective leadership model places the target clientele--undereducated adults--at the top of a pyramid of influence. The leader's role is to convince others of the importance of the mission and assist them in achieving it. (SK)

A study investigated 454 internal promotions among the administrative and professional staff in a large public research university over a three-year period. Analysis indicated that despite controls for education, experience, age, and prior position, women received significantly less return to their administrative positions than men. (Author/MSE)

Data on 48 Japanese manufacturing plants suggest that participative decision making has not led to workplace democracy. Although workers are allowed to present ideas and suggestions, they do not have authority to make decisions, particularly in strategic, organizationwide situations. (SK)