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    Lori Muse

    PurposeThe purpose of this paper is to provide an overview of financial restatements by US companies to help students, professors, and practitioners gain a better understanding of restatements. Data from restatement activity that occurred... more
    PurposeThe purpose of this paper is to provide an overview of financial restatements by US companies to help students, professors, and practitioners gain a better understanding of restatements. Data from restatement activity that occurred between January 1, 1997 and June 30, 2002 is presented and relevant literature is cited to discus the players involved in restatements, the causes of restatements and their impacts.Design/methodology/approachA sample of 919 restatement announcements compiled by the General Accounting Office (GAO) that occurred between January 1, 1997 and June 30, 2002 is analyzed. The data and the relevant literature are used to examine the roles of companies, auditing firms, and the Security and Exchange Commission (SEC) in the financial reporting process and show how they are involved in prompting restatements. Literature is also reviewed on the root causes of restatements and their impact.FindingsThe misstatements that lead to earnings restatements are driven by a variety of forces, the most often studied and discussed being deceptive accounting practices by managers. The results of these restatements include a decline in the market value of the firm, an increase in the cost of capital, a loss of reputation for the firm and managers and an overall loss of confidence from investors. Key players in restatements by US companies are the Securities and Exchange Commission (SEC), the restating firms' auditors and the management of the restating firms. Restatements prompted by the SEC tend to be larger than those prompted by other entities. They also tend to involve firms with high profitability before the restatement. The Sarbanes‐Oxley act is the latest significant piece of legislation that impacts financial reporting by firms.Research limitations/implicationsData on US restatements occurring between January 1, 1997 and June 30, 2002 are presented. Restatements are a continuing, global, phenomenon so studies involving restatements by firms in various countries and from more recent periods would be useful.Practical implicationsThis paper provides a useful overview of restatement activity in the USA for any individual looking to become more familiar with the topic. Ideas for future research are presented.Originality/valueThis paper fills a hole in the literature by providing data and citing relevant literature to provide an overview of accounting restatement activity in the USA.
    The work–family literature to date does not offer a clear picture in terms of the relative importance of different types of supports for balancing work and family demands. Grounded in conservation or resources theory, we develop an... more
    The work–family literature to date does not offer a clear picture in terms of the relative importance of different types of supports for balancing work and family demands. Grounded in conservation or resources theory, we develop an integrative model relating multiple forms of social support, both formal (i.e., work–life benefit use) and informal (supervisor work–family support and family support) to
    ... our daughters Laura and Sarah, who are the center of my universe and make every day worthwhile; my parents, Dr. Paul and Doreen ... x Contents CHAPTER 16 Social Support and Work-Family Conflict 287 Roya Ayman and Amy Antani CHAPTER 17... more
    ... our daughters Laura and Sarah, who are the center of my universe and make every day worthwhile; my parents, Dr. Paul and Doreen ... x Contents CHAPTER 16 Social Support and Work-Family Conflict 287 Roya Ayman and Amy Antani CHAPTER 17 Face-Time Matters: A Cross ...
    Despite the fact that a business case exists for flexible work initiatives and employees consistently rank flexibility as the most important program to their success at work and home, little is known about why organizations adopt such... more
    Despite the fact that a business case exists for flexible work initiatives and employees consistently rank flexibility as the most important program to their success at work and home, little is known about why organizations adopt such programs and the process of developing a program. Even less is known about potential program outcomes and how these outcomes may differ across cultures. This case will document Merck and Company, Inc.'s (Merck) experience in creating and implementing a global workplace flexibility initiative. The purpose is threefold (1) to identify key catalysts moving Merck to consider such a program; (2) to provide a business example of how a multinational organization can successfully implement a policy to better support its employees worldwide; and (3) to examine both intended and unforeseen consequences of implementing the program. The case will conclude with design and implementation recommendations for practitioners as well as suggestions for future research surrounding workplace flexibility and other work-life programs.
    The Human Relations school of managerial thought (e.g., Roethlisberger and Dickson, 1967), which basically argues that employee performance will improve as the employment relationship improves, has resulted in a wide variety of theories... more
    The Human Relations school of managerial thought (e.g., Roethlisberger and Dickson, 1967), which basically argues that employee performance will improve as the employment relationship improves, has resulted in a wide variety of theories attempting to explain why this change occurs. One of the most prominent of those theories is social exchange theory (e.g., Blau, 1964), which is supplemented by the norm of reciprocity (e.g., Gouldner, 1960). The explanation provided by social exchange argues that the employee may perform at a higher level because s/he perceives an obligation to reciprocate for social "gifts" granted by the employer (e.g., raises, promotions, top project assignments, positive feedback (Organ, 1977)). Social exchange, as studied through research on perceived organizational support (POS), has been used to explain positive impacts on both work attitudes (job satisfaction, e.g., Eisenberger et al., 1997; affective commitment, e.g., Rhoades et al., 2001; Wayne et al., 1997) and behaviors (e.g., attendance, Eisenberger et al., 1986; in-role performance, e.g., Eisenberger et al., 2001; Settoon et al., 1996; extra-role performance, e.g., Shore and Wayne, 1993; turnover intentions, e.g., Wayne et al., 1997; withdrawal behaviors, e.g., Eisenberger et al., 2001). Whereas social exchange theory has certainly been useful in helping identify positive outcomes associated with POS, it does not provide guidance to researchers on how to appropriately model these outcomes in order to understand the complete underlying mechanism of how perceptions of organizational support result in employee behavioral change. Specifically, social exchange does not direct researchers to consider that workplace attitudes and behaviors may be linked to each other, aside from their relationship to POS. Thus, there is the possibility that current research has not investigated the complete picture of the impact POS has on consequences that may be more appropriately modeled as distal outcomes versus those that are actually more proximal. An alternative for how to model the associations between POS and both attitudinal and behavioral outcomes is found in the work of Fishbein and Ajzen (1975), who developed the theory of reasoned action and the subsequent theory of planned behavior (Ajzen, 1991). In this body of work, they argue that individual perceptions, which are thought to be nonaffective belief statements (i.e., I believe my organization is supportive of me), need to be distinguished from attitudes which incorporate emotional, judgmental components (i.e., I like that my organization is supportive of me). It is these emotional attitudes that result in subsequent behavioral intentions and outcomes. They posit that it is the affective reaction toward the attitude object that triggers behavioral change, not the perception of the object. Whereas attitudinal mediation has been supported between POS and other behavioral outcomes (e.g., intent to quit, Wayne et al., 1997), to our knowledge there is only one study that has specifically examined mediation for the POS-performance relationship. Recently, Chen et al. (2005) found evidence that trust and organizational-based self-esteem fully mediated the relationship between POS and in-role (task) performance. Therefore, this study is designed to clarify the POS-performance association. We compare two theoretical models for the outcomes of POS by selecting two work attitudes that have been strongly linked to both POS and performance: job satisfaction and affective commitment. The first model relies on social exchange theory and reflects the results of Rhoades and Eisenberger's (2002) recent meta-analysis. The second model uses the theory of reasoned action to investigate whether work attitudes should be antecedent to work performance, thus mediating the POS-performance relation. A literature review of the POS, performance and work attitudes research is presented first, followed by a description of the method and results of this study. …
    ABSTRACT More and more firms are adopting health promotion programs. They reduce costs, and increase employee productivity. The authors review the types of programs companies are offering, discuss the pros and cons, and note some of the... more
    ABSTRACT More and more firms are adopting health promotion programs. They reduce costs, and increase employee productivity. The authors review the types of programs companies are offering, discuss the pros and cons, and note some of the best programs available today. They also offer helpful advice for implementing a wellness program. ©1999 John Wiley & Sons, Inc.
    Given the increasing application of cutback strategies in the workplace, and an underlying need to understand explanatory process at work, we investigated the effects of one cutback strategy to dea...
    Focusing on the employee well‐being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees'... more
    Focusing on the employee well‐being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees' use and perceived value of a work‐life benefit package associated with their positive attitudes and behaviors in the workplace? Grounded in social exchange theory and the norm of reciprocity, we develop and estimate a model identifying differential relationships of benefit use and perceived benefit value with employee attitudinal and performance outcomes. Employing the multigroup method, the hypothesized model was fit to the data of two dissimilar organizations. Results support our hypothesis that providing work‐life benefits employees use and/or value is part of a positive exchange between the employee and employer. This exchange is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of higher levels of task and contextual performance behaviors. Results also revealed that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well‐being inside as well as outside the workplace. Copyright © 2008 John Wiley & Sons, Ltd.
    The Human Relations school of managerial thought (e.g., Roethlisberger and Dickson, 1967), which basically argues that employee performance will improve as the employment relationship improves, has resulted in a wide variety of theories... more
    The Human Relations school of managerial thought (e.g., Roethlisberger and Dickson, 1967), which basically argues that employee performance will improve as the employment relationship improves, has resulted in a wide variety of theories attempting to explain why this change occurs. One of the most prominent of those theories is social exchange theory (e.g., Blau, 1964), which is supplemented by the norm of reciprocity (e.g., Gouldner, 1960). The explanation provided by social exchange argues that the employee may perform at a higher level because s/he perceives an obligation to reciprocate for social "gifts" granted by the employer (e.g., raises, promotions, top project assignments, positive feedback (Organ, 1977)). Social exchange, as studied through research on perceived organizational support (POS), has been used to explain positive impacts on both work attitudes (job satisfaction, e.g., Eisenberger et al., 1997; affective commitment, e.g., Rhoades et al., 2001; Wayne e...
    Given the increasing application of cutback strategies in the workplace, and an underlying need to understand explanatory process at work, we investigated the effects of one cutback strategy to dea...
    Gathering valid and reliable data on the work side of work-family issues is essential to furthering knowledge on the conditions of work that matter in the lives of employees and to the bottom-lines of employers. The focus of this... more
    Gathering valid and reliable data on the work side of work-family issues is essential to furthering knowledge on the conditions of work that matter in the lives of employees and to the bottom-lines of employers. The focus of this encyclopedia entry is on improving the rigor of work-family research by drawing on organizational documentation and multi-level survey data to develop meaningful measures of organizational processes, structures, and outcomes. Organizational documentation may include both published and unpublished documents. Published documents such as the organization’s annual report, press releases, and financial statements are used to inform the organization’s stakeholders, such as shareholders, potential investors, employees, community members, and the general public. Unpublished or internal organizational records such as employee handbooks, policies and procedures, personnel documents, and attendance records are typically used as a basis for decisions concerning employe...