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Transference-based trust (TBT) via referral sources is a cognitive process where trust in third-party information about an individual transfers to trust in the individual. TBT via referral sources can have significant effects on early trust development in a virtual team (VT). This study aims to examine the potential influence of Hofstede’s (1980) cultural variables and two proposed combinations of these cultural variables on early trust development in VT, including the effects of referral source.

This study adopted multigroup analysis partial least squares structural modeling to examine potential cultural differences in the responses of 357 university students from 51 different countries to understand early trust development in VT.

TBT via referral sources as in interpersonal construct has a positive, direct impact on early trust development. TBT mediated the individual and organizational model constructs. There were significant differences in the high/low values of 3 of the 56 tested cultural dimensions.

Reaffirmed the validity of cognitive-based trust models in understanding early trust development in VTs TBT as an interpersonal construct and has a significant influence on early trust development in VTs. TBT via referral sources mediated the individual and organizational constructs of the model. There were significant differences in the high/low measures of three cultural dimensions (i.e. IV, M and the combination of IV-M-LT) in the relationship of early trusting beliefs to early trusting intensions.

To positively influence interpersonal and organizational aspects of trust development, managers should ensure that the early phases of VTs, before actual implementation begins, are well organized. Managers could make VT members fully aware of how referral sources can influence early trust development. Managers could encourage individuals to have open access to relevant social media accounts for other VT members and encourage individuals to research referral sources on other VTs members. The implication for managers of culturally diverse VT is that the development of early trust is largely by individual choice, rather than differences in national culture.

People need to maintain and actively manage their online presence, ensuring that online information about them is accurate and updated. Referral sources could help VT members learn about one another, which might in turn help foster early trust in their online teams.

Although some studies have found significant cultural differences in early trust development, other studies, including a meta-analysis of 43 studies, found no significant cultural differences in early trust development. This study confirmed the results of the meta-analysis.

This paper aims to analyze cognitive-based trust development during the beginning phase of virtual teams (VT) before any trustor’s firsthand, knowledge-based trust of a trustee can develop. At this phase, early cognitive trust development is largely an individual construct that can help set the tone for subsequent phases and may also influence final VT effectiveness and performance.

This study begins with an analysis of cognitive-based trust and trust in VT and then focuses on the models and antecedents of early trust development in VT.

The conclusion offers a precise visualization of the research on early trust development in VT that identifies new research opportunities, particularly valuable for new field research.

This literature review could be useful to both researchers of early trust formation in VTs and to organizations that use VTs as a part of their workforce. The figures and tables produced in this literature could be useful to researchers of early trust development in VTs in two areas. First, researchers can use this information to quickly identify the academic literature associated with each component of early trust models, the type of research conducted for each component. Second, new research opportunities based on this sample for each component of the early trust model is clearly identified.

Organizations need to ensure that members of VTs can form quickly and operate effectively within a short period. Identifying factors that may influence early trust formation could give managers and VT members an understanding of the importance of trust development in the early stages of VTs and how this may ultimately influence a VTs performance, effective teamwork and productivity.

The conclusion offers a precise visualization of the research on early trust development in VT that identifies new research opportunities, particularly valuable for new field research.

Certain general principles of regulation and control are developed and substantiated by means of evidence from a variety of fields. First, success in regulation is a function of several variables including adaptability, use of heuristic devices, system structure and characteristics of its constituent parts. Second, both internal specialization of a system and the variety of its dependencies on the environment are important. However, while the variety is important only in the short‐run, system structure is important both in the short‐run and the long‐run. Third, according to the contemporary cybernetic paradigm, a self‐regulatory system must be an open system. This is concluded to be a myth. The theory is developed and illustrated.

Luck, altruism, shrewdness, parsimony, industry, generosity, and what some authors (and librarians, perhaps) call hardness of heart have always been the characteristics of a successful publisher. He has first of all been a man of energy, sure of his own judgement, ready to accept losses, and (after success) conceited about his flair. In early days ready to work until all hours and to read every manuscript submitted to him (although comparatively few unsolicited manuscripts are worth publishing), he has been forced with the growth of his business to accept advice from employees of a peculiar type—those who, with no wish for glittering rewards, can tell him exactly what he needs to know about the inevitable avalanche. He has made friends in all professions; and these friends, also disinterested, have lent him their brains, instructing him in all sorts of possibilities in their own fields. He has used these friends without scruple.

“New leadership” studies often suggest that transformational leadership in particular produces desirable leadership outcomes. However, few studies have demonstrated a direct link between the exercise of a particular type of leadership and organisational effectiveness. Efforts to establish such a link are hampered by the absence of a generally agreed definition of organisational effectiveness. This is particularly true in higher education where attempts to develop models of organisational effectiveness applicable to universities have been sparse despite worldwide calls for universities to demonstrate “value for money” performance. This paper examines the relationship between transformational/transactional leadership and university organisational effectiveness. In the course of the examination, the paper indicates possible modifications to the original conceptualisation of transformational leadership. The paper also argues for university leadership that is self‐reflective and capable of utilising the array of leadership characteristics subsumed under the transformational and transactional leadership notions.

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

Training can be personalized using online resources to determine an individual’s learning preferences and personality characteristics. This study provides an overview of learning style, personality types, and multiple intelligences theories; lists and describes selected testing instruments available on the Internet; and provides strategies for teaching and learning, considering different learning styles.

This article presents the results of an exploratory study of wage outcomes in the West Australian public sector. The research aimed to determine the effect of gender segregation on pay bargaining outcomes in a deregulated industrial relations regime. In the first part of the article, public sector employment relations are discussed and analysed. The second part provides a synopsis of the changes in the legislative and industrial relations environment in Western Australia. The final part examines the effect of gender segregation on bargaining outcomes in the Western Australian public sector.

A number of portfolio strategies have been proposed, based on the dividend yield of a small number of large companies. It has been suggested that, by following any one of these strategies, a return that is superior to that of the market can be obtained. In this paper, these portfolio strategies are tested for investors on the Johannesburg Stock Exchange. However, not only are strategies based on dividend yield scrutinized, but also comparable strategies based on earnings yield. The average return of various portfolios, selected in accordance with four methods of ranking, are compared. The major finding is that earnings yield is a better ranking method than the dividend yield method.

Notes how more and more companies are using information from their 800 number callers as a substitute for conventional survey research, analysing the monthly volume of complaints in a quantitative way. Assesses the merits of such practices based on the evidence available to date, considering representativeness and data recording problems for example. Offers managerial recommendations as well as suggestions for improving procedures. Concludes that the quantitative interpretation of data derived from 800 numbers is generally problematic and sometimes wholly inappropriate.