Show simple item record

dc.contributor.authorDoerr, Kenneth Howard
dc.contributor.authorMitchell, Terence R.
dc.contributor.authorSchriesheim, Chester A.
dc.contributor.authorFreed, Tali
dc.contributor.authorZhou, Xiaohua (Tracy)
dc.date.accessioned2014-03-11T21:28:29Z
dc.date.available2014-03-11T21:28:29Z
dc.date.issued2002
dc.identifier.citationAcademy of Management Review 2002, Vol. 27, No. 4, 594-607.
dc.identifier.urihttp://hdl.handle.net/10945/39401
dc.description.abstractWe propose a model in which between-individual differences in performance (heterogeneity) and within-individual differences in performance over time (variability) affect flow line performance. The impact of heterogeneity and variability is contingent upon the flow line context, particularly the rules of governing the way work moves between employees (work flow policy). We show how subtle changes in this policy can have a motivational effect on heterogeneity and variability and how these, in turn, and impact the relationship between work flow policy and flow line performance.en_US
dc.publisherAcademy of Management Reviewen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. As such, it is in the public domain, and under the provisions of Title 17, United States Code, Section 105, may not be copyrighted.en_US
dc.titleHeterogeneity and Variability in the Context of Flow Linesen_US
dc.typeArticleen_US
dc.contributor.departmentGraduate School of Business & Public Policy (GSBPP)


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record