Your workplace relationships with co-workers as well as bosses have a huge impact on how you view the organization, and whether you perceive your work as being worthwhile. That perception has a direct bearing on your attitude and how you perform, according to a new study co-authored by a management professor at the W. P. Carey School of Business. The traditional "top-down" organizational culture tells only part of the story; it's often the person occupying the next cubicle that shapes who you are at work, the study found.

Businesses rely on research to gather data and process it into the knowledge needed to identify markets and satisfy customers. When exploring questions about attitudes, beliefs and other intangibles, researchers use Structural Equation Modeling (SEM) to analyze data. A W. P. Carey School of Business marketing professor and her co-authors have discovered that a significant percentage of academic researchers used the wrong measurement approach in their studies, resulting in deceptive conclusions. If the researchers performing studies for businesses follow the pattern, companies may be making critical business decisions based on misleading research findings.

Building an ethical culture has become increasingly important for boards and CEOs, but the task is not as simple as instituting policies and procedures. Employees are looking for consistent role models, according to a researcher at the W. P. Carey School of Business. Setting high standards means companies must take a good, hard look at their leadership and view it in all settings. They must recognize that executive behavior off the job can affect the firm in a variety of ways.

At the most basic level, the performance of individuals allows organizations to realize their strategic goals. But what is performance? A W. P. Carey School of Business management professor says that the way organizations define, think about and measure performance profoundly impacts the effectiveness of its people. For many years performance was conceived simply as the ability to accomplish a list of tasks. Organizations whose mission requires a dynamic environment are finding that they need a new way of thinking about performance in order to succeed. For those firms, task-oriented standards are giving way to a model of performance based on roles or values.

Knowledge Management (KM) systems have provided companies with a tool that allows them to collect and provide access to the collective expertise of their employees. The appeal is obvious: Sharing experiences and lessons leads to efficiency and innovation. But KM is not a system where "if you build it they will come." Some companies have reported impressive returns, but others have declared KM a disappointing underperformer. The key, according to an information systems professor at the W. P. Carey School of Business, is a holistic management approach that takes into consideration corporate culture and climate.