SummaryWe tested the psychological structure of the work values ratings of 119,167 Canadian workers using confirmatory smallest space analysis (SSA). Contrary to our hypotheses, the SSA did not support a two-dimensional radex structure, but suggested a three-dimensional cylindrex structure composed of three facets: (a) A modality facet comprised of four types of work values (cognitive, instrumental, social, and prestige) forming angular sectors of a circle; (b) a growth-orientation facet with growth-related work aspects located closest to the center of the circle and context-related work aspects located in the peripheral ring; and (c) a level of focus facet that divided the overall cylindrical structure into three separate vertical levels (individual, job/organizational, and societal). The findings extend the theory of work values by providing a richer typology of work values and a more complete picture of the complex structure of their inter-relations.

Background: Determiningtheprevalence of neuromuscular disorders for the general population is important to identify the scope of burden on society and enable comparisons with other health conditions. This systematic review aims to identify and collate the findings of studies published between 1960 and 2013 on the prevalence of all types of muscular dystrophies. Summary: Relevant articles were identified through electronic database searches and manual searches of reference lists. There were 38 articles from across 19 countries that met the inclusion criteria. The total combined prevalence for all muscular dystrophies for studies classified as having a low risk of bias ranged between 19.8 and 25.1 per 100,000 person-years. Myotonic dystrophy (0.5-18.1 per 100,000), Duchenne muscular dystrophy (1.7-4.2) and facioscapulohumeral muscular dystrophy (3.2-4.6 per 100,000) were found to be the most common types of disorder. There was wide variation in study methodology, case ascertainment, and verification procedures and populations studied, all of which may contribute to the wide prevalence range, in addition to the likely variation in prevalence by country. Key Messages: Greater consistency in the conduct and reporting of neuroepidemiological studies is urgently needed to enable comparisons to be made between studies, countries, and over time.

Using the act frequency approach we developed and operationalized two constructs: perceived organizational readiness for change and perceived organizational unreadiness for change. Using a sample drawn from five Canadian public sector organizations, it was found that perceived readiness for change can be conceptualized with three sub‐constructs: commitment of senior managers to the change, competence of change agents, and support of the immediate manager. Perceived unreadiness for change had two sub‐constructs: poor communication of change and adverse impact of change on work. Using structural equation modelling techniques, the measurement scales of all these constructs were tested for reliability and validity using job stress and perceived organizational support as outcome variables.

Information systems researchers, like those in many other disciplines in the social sciences, have debated the value and appropriateness of using students as research subjects. This debate appears in several articles that have been published on the subject as well as in the review process. In this latter arena, however, the debate has become increasingly like a script—the actors (authors and reviewers) simply read their parts of the script; some avoid the underlying issues whereas others cursorily address generalizability without real consideration of those issues. As a result, despite the extent of debate, we seem no closer to a resolution. Authors who use student subjects rely on their scripted arguments to justify the use of student subjects and do not always consider whether those arguments are valid. But reviewers who oppose the use of student subjects are equally culpable. They, too, rely on scripted arguments to criticize work using student subjects, and do not always consider whether those arguments are salient to the particular study. By presenting and reviewing one version of this script in the context of theoretical discussions of generalizability, we hope to demonstrate its limitations so that we can move beyond these scripted arguments into a more meaningful discussion. To do this, we review empirical studies from the period 1990–2010 to examine the extent to which student subjects are being used in the field and to critically assess the discussions within the field about the use of student samples. We conclude by presenting recommendations for authors and reviewers, for determining whether the use of students is appropriate in a particular context, and for presenting and discussing work that uses student subjects.

Despite the general consensus regarding the critical role of top management in the information systems (ISs) implementation process, the literature has not yet provided a clear and compelling understanding of the top management support (TMS) concept. Applying metastructuring (Orlikowski et al., 1995) as a guiding framework for understanding TMS behaviors, this paper attempts to address the gap by focusing on two key questions: (1) What supportive actions do top managers engage in during IS implementations? (2) How do these actions affect IS implementation outcomes? Analyses of in-depth case studies at two Canadian universities that had implemented a large-scale enterprise system revealed three distinct types of TMS actions: TMS - resource provision (TMSR - actions related to supplying key resources such as funds, technologies, staff, and user training programs); TMS - change management (TMSC - actions related to fostering organizational receptivity of a new IS); and TMS - vision sharing (TMSV - actions related to ensuring that lower-level managers develop a common understanding of the core objectives and ideals for the new system). Results suggest that different support behaviors exercise different influences on implementation outcomes, and that top managers need to adjust their support actions to achieve the desired outcomes. In particular, TMSR affected project completion, TMSC impacted formation of user skills and attitudes, and TMSV influenced middle manager buy-in. Theoretical and practical implications of these findings are discussed.