_{Jone L. Pearce (Forthcoming in Journal of Management Inquiry)}

_{There are countless analyses of the processes of teaching, however the importance of our teaching to our scholarship is largely ignored.  It almost seems that we have internalized the oft expressed complaint that teaching gets no respect, by ignoring its role in how we construct our scholarship and think about our research.  Here I propose that who we teach (students with management experience), and the institutional context in which we teach them (tuition-dependent and rankings-focused university business schools), are as much a cause of the fractured visage of management scholarship as any actions of the field’s elites.  The argument serves both to suggest more practical courses of action to address the fractured visage, and to reintroduce readers to the intellectual importance of teaching.}

 _{Jone L. Pearce}

_{She takes us far beyond Organizational Behavior’s well-studied dependent variables of employee performance, affect, and cognitions, and develops a well argued case for how employees’ organizational empowerment provides the training and confidence needed to peaceably settle disputes. She introduces Organizational Behavior scholars to some valuable publicly available data resources and raises interesting questions that provoke us to ponder and explore new questions. I address just two of the questions this essay raises: questions of our assumptions about causality in organizational behavior, and our choices of problems to study.}

_{Jone L. Pearce, Katherine Xin, & Qiumei (Jane) Xu}

_{In tests designed to control for cultural values, we test the effects of relative government facilitation of high-performing organizations on managerial organizational behavior.  We found that those managers working in the less facilitative People’s Republic of China context reported more conflict, more bargaining, that they believed their associates withheld important information from them, and that they distrusted their associates more than did their counterparts working in Hong Kong SAR.  The organizational behavior literature has linked each of these with poorer organizational performance, providing indirect evidence for theories proposing that government facilitation can contribute to organization performance, when controlling for national cultural values.}

Marcia Frideger & Jone L. Pearce

_{Speakers of Standard English received significantly higher recommendations for managerial positions than did the speaker of Nonstandard English, regardless of speakers’ or observers’ race.  These American Subjects judged the nonstandard accented candidate to be significantly lower in Interpersonal Influence, and as hypothesized, the bias works through the assumed lower influence of nonstandard accented speakers.}