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The purpose of this paper is to examine the relationships between CEO ownership, stock option compensation, and risk taking. The authors include important CEO power variables as moderators.

The paper uses a longitudinal regression analysis. In addition, the paper includes interactional plots for further interpretation.

The results indicate that CEO ownership reduces risk taking, while there is a partial support that stock options increase risk taking. CEO tenure is a powerful moderator that decreases risk taking in both CEO ownership and CEO stock option scenarios. Board independence, counter to the hypothesis in this paper, may encourage risk taking.

The findings in this paper provide support for the inclusion of CEO power variables in CEO compensation studies. However, the study examines large publicly traded companies; thus, all findings may not be applicable to small- and medium-sized companies.

Scholars have encouraged more complex CEO compensation models and the authors have examined both main effect and interaction models.

This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.

A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.

The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.

This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.

Drawing from life course theory, the purpose of this paper is to investigate the mediating role of family influence on career development (FICD) on the relationship of helicopter-parenting (over-parenting behavior) and US millennials’ work attitudes.

In Study 1 (n=268), confirmatory factor analysis was tested on all scales to derive fit models. Mediation analyses using PROCESS (Preacher and Hayes, 2004) were conducted on Study 1 and Study 2 (n=196) on survey collected data sets.

Capturing life course theorists’ proposition that parental involvement now extends itself through childhood and into millennials’ adulthood, results from both studies indicate helicopter-parenting is related to FICD. Further, for both studies, information support (FICD factor) positively mediates the relationship between helicopter-parenting and, affective commitment and job satisfaction, and negatively mediates the relationship between helicopter-parenting and turnover intentions. Additionally, direct effects on helicopter-parenting on work outcomes were found in both studies.

CEOs and managers seem perplexed on how to manage millennial workers. Understanding the co-occurring positive and negative effects of the millennial-parent relationship on work attitudes can help alleviate this conundrum to create better supervision, retention and engagement of millennial workers.

This study contributes to the sparse empirical literature on millennial’s work attitudes and is the first to provide empirical evidence of the role parents play in shaping millennial’s work attitudes. The findings highlight the concerns CEOs have in managing their millennial workers via their parental relationship and provide insightful management strategies.

The purpose of this paper is to examine the effects trustworthiness can have on the perception of organizational politics and organizational outcomes. Most studies on organizational politics examine the negative effects of organizational politics on organizational outcomes such as organizational commitment. This study focuses on moderators that can decrease these negative effects.

The organization landscape consists of Chinese organizations, with a total of 249 employees who were surveyed in 2009. Multiple and moderated hierarchical regression were used in the analyses.

The results show that trustworthiness moderates the negative effects of organizational politics on job satisfaction, affective commitment and normative commitment. These findings support the importance of combating the negative effects that are in most, if not all, organizations.

This study uses as its sample an Asian culture that has been under-represented in organizational politics studies, as the majority of these studies are conducted in North America. Yet, organizational politics likely occurs in organizations worldwide.

The paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression.

Sensemaking is used as a basis for designing an aggression model. Organizational justice and attribution theory are key components of sensemaking triggers. In addition, the model includes both organizational and personal influences on the sensemaking process. Finally, information processing theory provides explanations as to the importance of retrospect in sensemaking.

The sensemaking framework: presents the workplace antecedents of the sensemaking process; specifies the sensemaking triggers that provoke aggressive responses; identifies the individual and organizational factors that affect both the sensemaking triggers and the link between triggers and aggressive behaviors; and incorporates a full range of aggressive behaviors (e.g. violence, verbal abuse, or refusal to return telephone calls) that occur in organizations.

The paper proposes that by taking a sensemaking perspective, leaders can understand and proactively manage aggressive behavior in the workplace.

This paper provides a comprehensive aggression model that can assist both researchers and practitioners regarding the sensemaking process and its role in workplace aggression.

This paper aims to investigate the effects task conflict has on agreement seeking behavior and interpersonal conflict. In addition, it seeks to examine the moderating role of trust on the effects of agreement seeking behavior and interpersonal conflict on the styles of handing conflict, namely, avoidance, collaboration, and third party intervention.

Using a structured survey instrument, this paper gathered data from 252 senior executives from Mainland China and analyzed these using the regression technique to see how interpersonal trust between executives moderates the relationship between conflict and conflict response mechanisms. The study also investigates the relationship between task and relationship conflict as well as agreement‐seeking behavior among Chinese executives in Mainland China.

Results show that the presence of interpersonal trust among executives affects the conflict responses for the benefit of organization. The results show that task conflict in top management teams is positively related to relationship conflict and negatively related to agreement‐seeking behavior. The data support the view that intra‐group trust moderates the relationship between agreement‐seeking behavior and collaborating responses such that high‐trust groups will have greater collaboration than low‐trusting teams. Results also support that intra‐group trust moderates the relationship between agreement‐seeking behavior and third party responses such that high‐trust groups will have greater third‐party responses than low‐trusting teams.

Self‐report measures may have some inherent social desirability bias. Despite this potential weakness, this study examines Chinese executives and therefore provides insights into top management team literature.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that administrators need to focus on interpersonal trust while dealing with the outcomes of task and relationship conflict.

Although the study is related to Chinese executives, the findings from the study, that task conflict has its affect on interpersonal conflict and agreement‐seeking behavior, contribute to the strategic decision making literature.

Research on strategic decision‐making has emphasized the importance of team decision‐making as it brings the benefits of synergy. Literature on healthcare is silent on the role of professional doctors in the strategic decision‐making process and their impact on decision outcomes. The purpose of the present paper is to empirically examine the outcomes of decisions when physician executives were involved in strategic decision‐making process in healthcare organizations.

Using a structured survey instrument, this paper gathered data from 361 senior executives from 109 hospitals in USA and analyzed the data using regression techniques on whether the presence of physicians in strategic decision‐making processes enhanced decision quality, commitment, and understanding.

Results showed the presence of professional doctors in the decision‐making process enhances commitment and decision quality in healthcare organizations.

Only the healthcare industry was considered. Self‐report measures may have some inherent social desirability bias.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that healthcare administrators need to engage physician executives in strategic decision‐making to have successful decision outcomes.

To the extent strategic decision‐making process is similar in other industries, the findings can be generalizable across other industries.

This paper aims to examine the ethical foundations of Gen Z individuals by studying the impact of helicopter parenting on moral courage and moral disengagement. In addition, this study considers the implications for Millennial generation managers that are likely to be supervising this current generational cohort.

Hypotheses were tested using a two-wave online survey of 215 undergraduate students.

Helicopter parenting was associated with lower levels of moral courage and an elevated propensity to morally disengage in a sample of Gen Z individuals. The impact of helicopter parenting on these moral foundations was mediated by the children’s increased desire for continued parental involvement in their lives.

Similar to the Gen Z students surveyed in this study, many Millennials were raised by helicopter parents, thus, it is likely that they are also prone to moral disengagement and low moral courage. Furthermore, Millennial managers will be managing Gen Z workers. Thus, many companies will need to enhance their efforts in providing Millennial managers with business ethics training aimed at developing moral courage and reducing moral disengagement.

This study examines a previously unidentified antecedent of moral courage and moral disengagement

Education funding has been a significant concern of both providers and consumers of the educational system in the United States for many generations. This expenditure accounts for the single largest allocation in most state and local government budgets; and scholars, practitioners, and the general public often question whether or not American students are getting the most “bang for their buck”. While school board members are not responsible for the allocation of revenues from federal, state, and local governments, these individuals are directly responsible for the distribution of these funds for the operation of local schools within their districts. The purpose of this study is to determine if school board members in Tennessee understand the role they play in allocating educational finances which ultimately influence student achievement. The results of this analysis suggest that the perceptions of school board members in Tennessee are not always reflective of the actual outcomes when real data is examined regarding school district expenditures.

The purpose of this paper is to provide a comprehensive initial evaluation of the changing issuer objective and partial price adjustment hypotheses as applied to carve‐out parent initial and three‐year returns for the period 1988‐2006.

Using five primary variables: the percentage of the subsidiary retained by the parent, the ratio of offering size to parent market capitalization, filing range adjustments, the percentage of the offering used to retire subsidiary debt or to pay dividends, and the CBOE volatility index to predict initial and three‐year returns, the paper shows that ex ante variables can predict carve‐out parent initial and three‐year returns.

The paper shows that public information known prior to the offer date influences 7.52 percent of the variation in announcement, 5.57‐38.31 percent of the variation in ex‐date and 6 percent of the variation in three‐year market‐adjusted equity carve‐out parent returns.

This study makes several contributions to the literature. Although prior studies focus on ex post determinants of equity carve‐out returns, this study is the first to explore ex ante predictors of equity carve‐out parent returns. The implications of these results are that publicly available information known prior to the carve‐out offering date can influence market‐adjusted initial and three‐year parent carve‐out returns and can explain 6‐17 percent of the variation.