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Suggests that because of the unique characteristics of services, the behavior of service employees is a key determinant of organizational performance and that the effective management of employee behavior has therefore become the central theme of an emerging body of theory and research in the services marketing and management venue. Reviews this work, and suggests the need to extend it by examining the behavior of service employees in a more holistic sense. Introduces the concept of a behavioral repertoire, defined as the specific combinations or patterns of behavior that comprise employee roles. Uses data gathered from service employees in a wide range of service firms are used to demonstrate the morphology of behavioral repertoires, and offers implications and recommendations for services marketing and management practice.

The purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and their reflective and learning ability (integrator). This model seeks to provide a more complete picture on the factors that contribute to effective leadership. Drawing on Quinn’s (1984) competing values framework and Vilkinas and Cartan’s (2001) integrated competing values framework, this study addresses the question of what motivates leaders to engage in effective leadership behaviours.

The current study examines the effects of motivation to lead (MTL), the integrator and behavioural repertoire on leadership effectiveness of 439 managers. Data were gathered in an online questionnaire using the online survey tool “Survey Monkey”.

Results show that the integrator (Vilkinas and Cartan, 2001) and the behavioural repertoire (Hooijberg, 1996) are significant predictors of leadership effectiveness. Affective identity and social-normative motivations to lead are strong predictors of leadership effectiveness, while non-calculative is a weaker predictor.

The study is limited by the use of self-perceptions. Future research could broaden the current results by including perceptions of work colleagues.

The results have implications for human resource managers as regards selecting and developing leaders.

This study is the first to examine the ways in which the integrator, behavioural repertoire and MTL predict leadership effectiveness.

The development and reinforcement of context‐specific behaviors support the implementation of marketing strategy. Discusses the limitations of traditional strategy implementation pursuits and then proceeds to report the results of two independent but related studies that consider two methods of behavior management – market orientation profiling, and behavioral repertoires – and their effect on marketing strategy and organizational performance. Results indicate that these methods provide a context for the implementation of specific marketing strategies by serving as a moderator of employee behavior and can be used strategically by organizations to guide service applications. Concludes by providing prescriptive steps that managers can consider in efforts to adopt these approaches to marketing strategy implementation.

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior.

The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data.

The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion.

The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior.

This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Access to financing has long been identified as a stumbling block for the economic endeavors of immigrant entrepreneurs (IEs) in host countries. Yet, little is known about the internal enablers for the IEs success to overcome their financing barriers in host countries. Accordingly, the purpose of this paper is to introduce the theoretical concept of the financial ambidexterity of IEs as a potential behavioral ability some IEs develop over time to access financing in both host and coethnic contexts.

The paper uses sociopsychological lenses to introduce and discuss the term “financial ambidexterity of IEs” by synthesizing empirical evidence drawn from the different literature on immigrant entrepreneurship, biculturalism, financial literacy and cultural intelligence. This discussion is carefully embedded within the framework of the immigrant entrepreneurship literature.

The study proposes and discusses the role of bicultural identity integration, cultural intelligence and financial literacy in enabling the “financial ambidexterity of IEs.” It further defines the “financial ambidexterity of IEs” as their ability to explore and exploit financing opportunities, either simultaneously across the contexts within which they are embedded, e.g. coethnic and mainstream, or alternately in one context when barriers occur in the other.

The paper mainly contributes to the literature on immigrant entrepreneurship by suggesting an explanation for how IEs overcome financing barriers in their host countries, and why some IEs are more successful in that than other peers. Moreover, the paper attempts to advance the understanding of immigrants' entrepreneurial endeavors using a sociopsychological lens that considers cultural, cognitive and knowledge-related factors.

Interactive behaviour describes the methods people employ when dealing with others. Examines the case for teaching school‐leavers the techniques required for effective interactive behaviour. Would they find it as useful as those already in the workforce? The two parties involved in the initiative were Huthwaite, an organization specializing in delivering training programmes to businesses, and a group of 14 students from Penistone Grammar School who had recently sat their A‐level exams. The results were compiled using “behaviour analysis”, a method perfected by Huthwaite over the last 20 years. The initiative was found to be extremely worthwhile by both parties in both the short and the long term, and the sixth formers will evidently find the training useful in their imminent work or further education. Huthwaite is currently seeking Department for Education co‐operation in carrying this pilot further.

While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role and behavioral style. The purpose of this paper is to illustrate how a behavioral diagnostic tool – the Competing Values Framework (CVF; Quinn and Rohrbaugh, 1983) – can be utilized to develop managers in the behavioral skills needed to stay relevant and effective amid new organizational realities.

The conceptual anchor of this paper is in complexity theory. The authors conducted a literature search for articles on complexity theory in selective management journals, and reviewed them to extract key lessons for effective managerial behavior.

Three behaviors found to be central to managing complexity were: enabling, sensemaking, and facilitating shared leadership. It is suggested that the CVF is a useful tool for helping managers develop their behavioral repertoire and hence their skills for enacting these behaviors.

The paper synthesizes a guiding frame for developing managers in some of the behavioral skills needed to handle complexity at the workplace. Toward this end, useful tips are offered for putting together a short training workshop where the CVF is rediscovered as a unique developmental tool.

Inspired by leadership research, this paper aims to further the literature on management controls (MCs) by highlighting two managerial capabilities that cultivate dynamic tension. More specifically, we explore how countervailing MCs can be designed and used to create a coordinated and adaptable organisation. These capabilities reveal key insights into dynamic tension because they help us to understand the role of managers and why, how and when some companies succeed in creating dynamic tension while others struggle.

These research objectives are met through a case study on a global manufacturing company called GLOCOMP to preserve anonymity. The authors chose GLOCOMP because it comprises many internal units that must work in a coordinated fashion. However, it is equally important that the units are flexible enough to adapt to their unique local conditions. These two aspirations must be balanced, which necessitates dynamic tension between MCs. Hence, the case provides fertile ground for us to investigate the capabilities that help managers design and use countervailing MCs.

The empirical setting shows that cognitive and behavioural complexity are the keys to successfully designing and using countervailing loose and tight MCs concurrently. Using MCs that work in opposite directions produces a dynamic tension that helps individual units to coordinate their internal supply chains while adapting to fulfil unique roles within the company.

This paper extends previous research by exploring two specific managerial capabilities that enable dynamic tension – cognitive and behavioural complexity. The authors provide specific insights into how managers can create dynamic tension and, further, by highlighting the specific capabilities that give rise to dynamic tension, the authors outline a procedural perspective where a manager’s capabilities and dynamic tension inform one another. The resulting virtuous circle extends the understanding of the relationship between dynamic tension and managerial expertise beyond what the authors currently know as a linear cause-effect correlation.

The current research aims to determine to what extent Australian managers are behaviourally flexible and to identify what factors are associated with the development of leader behavioural flexibility (LBF) and its contribution to positive organisational outcomes.

Because of the exploratory nature of the questions to be addressed, a qualitative approach to data collection was selected. In particular, the grounded theory methodology was utilised due to its ability to aid with the theory building process. Semi‐structured interviews based on the critical incident interview technique were used as the data source.

The findings illustrate that the Australian managers who participated in this study exhibited significant degrees of LBF. The results also suggest that education level and group size may be antecedents to LBF. In addition, it appears that leader‐member exchange may mediate the relationship between LBF and positive organisational outcomes, while social intelligence may moderate this relationship.

The current research makes several contributions in terms of theoretical development and reveals a richer insight into the underlying processes associated with the relationship between LBF and positive organisational outcomes.

As the current research was conducted in the field with 20 practising organisational managers, the findings also highlight some important practical applications regarding LBF.

Although previous studies have been able to establish a relationship between LBF and positive organisational outcomes, they have explained very little about the processes associated with this relationship. The present study attempted to uncover some of these processes.