Where next for PSMs - a grass-roots revolution?

Over the last 30 years, the field of problem structuring methods (PSMs) has been pioneered by a handful of 'gurus'—the most visible of whom have contributed other viewpoints to this special issue. As this generation slowly retires, it is opportune to survey the field and their legacy. We focus on the progress the community has made up to 2000, as work that started afterwards is ongoing and its impact on the field will probably only become apparent in 5–10 years time. We believe that up to 2000, research into PSMs was stagnating. We believe that this was partly due to a lack of new researchers penetrating what we call the 'grass-roots community'—the community which takes an active role in developing the theory and application of problem structuring. Evidence for this stagnation (or lack of development) is that, in 2000, many PSMs still relied heavily on the same basic methods proposed by the originators nearly 30 years earlier—perhaps only supporting those methods with computer software as a sign of development. Furthermore, no new methods had been integrated into the literature which suggests that revolutionary development, at least by academics, has stalled. We are pleased to suggest that from papers in this double special issue on PSMs this trend seems over because new authors report new PSMs and extend existing PSMs in new directions. Despite these recent developments of the methods, it is important to examine why this apparent stagnation took place. In the following sections, we identify and elaborate a number of reasons for it. We also consider the trends, challenges and opportunities that the PSM community will continue to face. Our aim is to evaluate the pre-2000 PSM community to encourage its revolutionary development post-2006 and offer directions for the long term sustainability of the field.

A cross-culture, cross-gender comparison of perspective taking mechanisms

Being able to judge another person's visuo-spatial perspective is an essential social skill, hence we investigated the generalizability of the involved mechanisms across cultures and genders. Developmental, cross-species, and our own previous research suggest that two different forms of perspective taking can be distinguished, which are subserved by two distinct mechanisms. The simpler form relies on inferring another's line-of-sight, whereas the more complex form depends on embodied transformation into the other's orientation in form of a simulated body rotation. Our current results suggest that, in principle, the same basic mechanisms are employed by males and females in both, East-Asian (EA; Chinese) and Western culture. However, we also confirmed the hypothesis that Westerners show an egocentric bias, whereas EAs reveal an other-oriented bias. Furthermore, Westerners were slower overall than EAs and showed stronger gender differences in speed and depth of embodied processing. Our findings substantiate differences and communalities in social cognition mechanisms across genders and two cultures and suggest that cultural evolution or transmission should take gender as a modulating variable into account.

A test of basic assumptions of Affective Events Theory (AET) in call centre work

Based on data from 2091 call centre representatives working in 85 call centres in the UK, central assumptions of affective events theory (AET) are tested. AET predicts that specific features of work (e.g. autonomy) have an impact on the arousal of emotions and moods at work that, in turn, co-determine job satisfaction of employees. AET further proposes that job satisfaction is an evaluative judgement that mainly explains cognitive-based behaviour, whereas emotions and moods better predict affective-based behaviour. The results support these assumptions. A clear separation of key constructs (job satisfaction, positive and negative emotions) was possible. Moreover, correlations between several work features (e.g. supervisory support) and job satisfaction were, in part, mediated by work emotions, even when controlling for gender, age, call centre type (in-house versus outsourced centres) and call centre size. Predictions regarding consequences of satisfaction and affect were partly corroborated as continuance commitment was more strongly related to job satisfaction than to positive emotions. In addition, affective commitment and health complaints were related to both emotions and job satisfaction to the same extent. Thus, AET is a fruitful framework for explaining why and how specific management strategies used for designing work features influence important organizational attitudes and well-being of employees. © 2006 British Academy of Management.