This article reviews 66 clicker technology-based studies focusing on student perceptions/outcomes. Eight major perceptions/outcomes are noted, including high levels of performance (actual and perceived), student attention span, attendance, and participation, as well as student perceptions of satisfaction, feedback, and ease of use. Because the review revealed that studies involving clickers within the management discipline were nonexistent, an empirical study was conducted to determine whether the perceptions/outcomes of clickers realized in other disciplines could be duplicated in the management discipline. The results of the empirical study indicate that the same perceptions/ outcomes can be attained within the management discipline.

Numerous approaches to scenario planning exist. In fact, as a discipline that has grown more in practice than in any other domain, much about the process is not fully understood.This has led to extreme variety in method and process for conducting scenario projects.The authors begin the task of investigating the elements that appear common to multiple models and processes with intent of aggregating these elements toward a best practice approach. In this article, the authors present and describe several prominent scenario planning models in detail, highlighting the strengths and areas for improvement in each.They then discuss opportunities for solidifying best practices in terms of a sound approach to scenario planning in addition to offering the basis of a unifying model for moving the study of scenario planning forward. Conclusions and suggestions are provided for organizational decision makers and researchers.

Purpose This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs. Design/methodology/approach Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses. Findings Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs. Research limitations/implications Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are. Practical implications Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance. Originality/value First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

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We analyzed the role of three organizational stressors, organizational change, perceptions of politics, and interpersonal conflict at work on the relationship between leader member exchange (LMX) and turnover intention. Our contention is that LMX reduces various organizational stressors and, through that reduction, reduces turnover intention. We tested our model using 281 respondents from a diverse set of organizations. Results indicated that each stressor partially mediated the LMX-turnover intention relationship. In light of the findings, we recommend managers take efforts to develop strong LMX relationships and reduce the level of organizational stressors through appropriate information sharing.