Editor’s introduction

Citation

Cunha, R.C.e. (2014), "Editor’s introduction", Management Research, Vol. 12 No. 1. https://doi.org/10.1108/MRJIAM-04-2014-0547

Editor’s introduction

Article Type: Editorial From: Management Research: The Journal of the Iberoamerican Academy of Management, Volume 12, Issue 1

This first number of Volume 12 of Management Research: The Journal of the Iberoamerican Academy of Management (MRJIAM) starts with a brief summary of the events that marked the International Conference of the Iberoamerican Academy of Management (IAM), which took place in São Paulo, Brazil, in December 2013, organized by Fundação Getúlio Vargas, Escola de Administração de Empresas. The conference was clearly a great success, with 247 papers approved for presentation, out of 506 submissions. In addition to the good-quality papers, the conference counted with excellent keynote speakers, symposia and a doctoral consortium. These numbers are here to show you how alive the IAM is.

Two other facts are worth mentioning, the best paper award, sponsored by Emerald and MRJIAM, and the election of the new board of IAM. The selection for the best paper award was difficult, given the quality of the finalist papers, selected by the Conference Program Committee, according to five criteria: contribution, structure, rigor, relevance and up-to-date. The final decision by MRJIAM went to “Attitudes towards women’s career advancement in Latin America: the impact of gender role perceptions and global mind-sets”, co-authored by Newburry, Alvarado-Vargas, Galli Geleilate, Olivas-Lujan, Hermans, Borda, Ortiz Baldo, Durán-Zurita, Guerra and Las. As a curiosity, the award-receiving co-author told us that the paper was born in the previous meeting of the IAM, in Peru, from discussions during the conference and the empirical sample reflects the diversity of nationalities of the Iberoamerican geography. Congratulations to the authors!

Finally, a new board of the IAM was approved, whose elected President is now Herman Aguinis. No words are needed to introduce Herman, who represents scholarly excellence in all aspects, and I just want to wish him all the best in this new and important challenge.

The Editorial and Advisory Board of MRJIAM has also changed, to include a wider and more diverse set of members. It’s an impressive board and I welcome all the new members and thank everyone for their support to the development of the journal.

The first number of the Volume 12 of MRJIAM is dedicated to organizational behavior topics. The articles use different methodologies, both qualitative and quantitative, as well as samples from Spain, Portugal and Argentina.

The article by Moodie, Dolan and Burke uses a sample of more than 2,000 nurses working in Spain, to analyze the impact of both work engagement and burnout on physical and mental health, together with the drivers of the psychological states. While some known results were confirmed, this article innovatively explores the situations where both engagement and burnout coexist at the same level, both high and low. The authors highlight the fact that these joint states of engagement and burnout have unique antecedent factors and, therefore, open new perspectives for research in this topic.

Golik and Blanco study the interrelationships between talent identification tools (performance management and potential identification) and the implementation of development processes. Their sample includes 112 Argentine companies, and results demonstrate that the greater the number of identification tools, the greater the use of development processes and the contribution to development investment decisions. These findings are particularly significant when mentoring programs are considered.

In the third article, Mafalda Casimiro uses a qualitative design to explore several variables in relation to organizational culture in small family businesses in Portugal. She identified three of Dyer’s cultural patterns and highlights the role of characteristics such as founder’s age and educational level, the existence of an HR department and joint-reign, in addition to the proposed generation variable, to interplay in complex models of culture development and change.

Ferreira, Li, Reis and Serra use a bibliometric study on a 35-year period, on the importance of four main models of national culture in international business research. Their results reveal Hofstede and House et al.’s models as the most cited ones in the literature, but also that national culture is a key element of the international business environment to which firms need to adapt, as it may exert either a direct or a moderator effect.

As usual in the first number of each volume, we have a special section dedicated to young Iberoamerican scholars. This year, we have a very interesting paper by Javier Martínez-del-Rio and Miguel Pérez-Valls, who organized a professional development workshop in the 2013 Meeting of the Academy of Management, in Orlando, for a rich discussion between younger and more experienced scholars about succeeding in an international research experience, particularly in North America. The result of this discussion is summarized in “The long jump: How to succeed in a North American stage of your career”, which I clearly recommend reading.

Thank you for your continuing support. Keep submitting and reading MRJIAM!

Rita Campos e Cunha