An integrative process model of leadership: Examining loci, mechanisms, and event cycles.

2013 ◽  
Vol 68 (6) ◽  
pp. 427-443 ◽  
Author(s):  
Marion B. Eberly ◽  
Michael D. Johnson ◽  
Morela Hernandez ◽  
Bruce J. Avolio
Keyword(s):  
Process Model ◽  
Integrative Process

AN INTEGRATIVE PROCESS MODEL OF COPING WITH JOB LOSS

1995 ◽  
Vol 20 (2) ◽  
pp. 311-342 ◽  
Author(s):  
Janina C. Latack ◽  
Angelo J. Kinicki ◽  
Gregory E. Prussia
Keyword(s):  
Process Model ◽  
Job Loss ◽  
Integrative Process ◽  
Coping With Job Loss

Brand religiosity

2017 ◽  
Vol 12 (1) ◽  
pp. 20-32
Author(s):  
Juhi Gahlot Sarkar ◽  
Abhigyan Sarkar
Keyword(s):  
Social Structure ◽  
Conceptual Framework ◽  
Large Volume ◽  
Design Methodology ◽  
Process Model ◽  
Brand Relationships ◽  
Business Policy ◽  
Content Type ◽  
Prior Literature ◽  
Integrative Process

Purpose The purpose of this paper is to define the brand religiosity phenomenon and develop a theoretical process model showing the interrelationships between brand religiosity and other related concepts leading to the formation of a distinct brand sub-culture or community. Design/methodology/approach A large volume of prior literature on consumer–brand relationships has been reviewed to develop the conceptual framework. Findings The framework developed shows several actionable antecedents and desirable marketing outcomes of brand religiosity. The framework also depicts that brand religiosity leads to the creation of social anti-structure by forming a distinct brand community that frees individuals from the regular social structure and motivates them to adopt a distinct brand sub-culture formed. Theoretical contributions and business policy-related implications of brand religiosity are discussed. Originality/value Value of the study lies in conceptualizing brand religiosity and developing an integrative process model centering the concept.

An Integrative Process Model of Coping with Job Loss

1995 ◽  
Vol 20 (2) ◽  
pp. 311 ◽  
Author(s):  
Janina C. Latack ◽  
Angelo J. Kinicki ◽  
Gregory E. Prussia
Keyword(s):  
Process Model ◽  
Job Loss ◽  
Integrative Process ◽  
Coping With Job Loss

Identification, intentions and entrepreneurial opportunities: an integrative process model

2016 ◽  
Vol 22 (2) ◽  
pp. 182-198 ◽  
Author(s):  
Lee C. Jarvis
Keyword(s):  
Cognitive Processes ◽  
Process Model ◽  
Theory Of Planned Behaviour ◽  
Entrepreneurial Intentions ◽  
Analytical Models ◽  
Planned Behaviour ◽  
Content Type ◽  
Entrepreneurial Behaviour ◽  
Integrative Process

Purpose – The purpose of this paper is to explore one of the cognitive processes whereby persons develop intentions to enact entrepreneurial behaviours via exploring entrepreneurial identification as a significant influence on an individual’s intentions to recognise and exploit opportunities. Design/methodology/approach – In this conceptual paper, insights from Ajzen’s theory of planned behaviour are utilised to develop propositions regarding the influence of entrepreneurial identification on intentions to search for opportunities and commit resources to exploiting opportunities. The role of two behavioural controls – entrepreneurial munificence and domain relevant knowledge – are discussed as influencing both an individual’s ability and desire to recognise and exploit opportunities. Opportunity recognition and exploitation are also suggested to reinforce an individual’s entrepreneurial identification, creating a recursive relationship between identification and entrepreneurial behaviour. Findings – The lack of insight into cognitive processes has contributed to what some have labelled the “death” of intentions research in entrepreneurship. In exploring identification, this study suggests that measuring identification – in place of attitudes toward entrepreneurship – may actually refine analytical models based on Ajzen’s theory of planned behaviour. Originality/value – Ajzen’s theory of planned behaviour has often been applied in entrepreneurial studies, but for the voluminous body of research devoted to intentions, little has delved into the cognitive processes whereby people develop intentions to entrepreneurial behaviours. This paper provides a conceptually unique marrying of identification with entrepreneurial intentions in an attempt to redress this gap in the entrepreneurship literature. This study also speculates as to how practitioners – educators, legislators or managers – might profitably use this study to guide their efforts to reinforce entrepreneurial behaviours in the classrooms, organisations and communities.

Psychological Foundations of Trust

2007 ◽  
Vol 16 (5) ◽  
pp. 264-268 ◽  
Author(s):  
Jeffry A. Simpson
Keyword(s):  
Interpersonal Relationships ◽  
Process Model ◽  
Interpersonal Trust ◽  
Dyadic Relationships ◽  
Integrative Process

Trust lies at the foundation of nearly all major theories of interpersonal relationships. Despite its great theoretical importance, a limited amount of research has examined how and why trust develops, is maintained, and occasionally unravels in relationships. Following a brief overview of theoretical and empirical milestones in the interpersonal-trust literature, an integrative process model of trust in dyadic relationships is presented.

Bridging and Integrating Theories on Organizational Identity

2016 ◽  
Author(s):  
Joep Cornelissen ◽  
Mirjam Werner ◽  
S. Alexander Haslam
Keyword(s):  
Identity Formation ◽  
Organizational Identity ◽  
Process Model ◽  
Social Constructionist ◽  
Theoretical Perspectives ◽  
Interactionist Perspective ◽  
Integrative Process ◽  
Social Interactionist ◽  
Compare And Contrast ◽  
Cross Fertilization

We review the existing literature on organizational identity and compare and contrast different theoretical perspectives, including social constructionist, social actor, and social identity theories. We argue that these perspectives can be usefully compared, and in turn integrated, by identifying the root metaphors, or images, of identity that form their theoretical base. By taking this approach, we are able to connect strands of organizational identity scholarship and identify possibilities for a greater cross-fertilization and integration between them. We in turn propose an integrative process model that describes key processes and outcomes of organizational identity formation and change, from a social interactionist perspective, and which provides a viable theoretical framework for further research.

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