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Article
Publication date: 17 October 2019

Tami France, Lize Booysen and Carol Baron

In this world of global interconnectedness, women continue to develop cross-cultural careers and their experiences impact global scholarship and practice. The purpose of this…

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Abstract

Purpose

In this world of global interconnectedness, women continue to develop cross-cultural careers and their experiences impact global scholarship and practice. The purpose of this paper is to explore the relationships, resources and characteristics that support female expatriate success, with specific focus on the role of mentor/coach relationships. The sample included 102 women from the USA, Canada, Australia and the UK working or formerly working in Mainland China, Hong Kong, Macau or Taiwan.

Design/methodology/approach

This three phase sequential mixed-methods exploratory research study included 10 one-on-one semi-structured interviews, 102 survey respondents and 3 facilitated focus groups attended by nine professional women.

Findings

This research offers evidence that resiliency-based characteristics must be cultivated and developed to support expatriate cross-cultural success. These characteristics can be cultivated through relying on multiple relationships, such as mentors, coaches, host country liaisons, expatriate colleagues, friends and family as well as by supporting and mentoring others. These characteristics can also be developed through specific cultural experiences, knowledge and skill building resources, as well as developing an informed view of self and identity clarity through reflective activities.

Originality/value

Based on the overall findings, a cross-cultural professional success model was designed and implications for scholarship, organizational effectiveness and cross-cultural leadership practice are presented.

Details

Cross Cultural & Strategic Management, vol. 26 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Book part
Publication date: 19 May 2009

June Carbone and Naomi Cahn

This chapter incorporates gender consciousness into critiques of the rational actor model by revisiting Carol Gilligan's account of moral development. Economics itself, led by the…

Abstract

This chapter incorporates gender consciousness into critiques of the rational actor model by revisiting Carol Gilligan's account of moral development. Economics itself, led by the insights from game theory, is reexamining trust, altruism, reciprocity, and empathy. Behavioral economics further explores the implications of a more robust conception of human motivation. We argue that the most likely source for a comprehensive theory will come from the integration of behavioral economics with behavioral biology, and that this project depends on the insights from evolutionary analysis, genetics, and neuroscience. Considering the biological basis of human behavior, however, and, realistically considering the role of trust, altruism, reciprocity, and empathy in market transactions requires a reexamination of the role of gender in the construction of human society.

First, we revisit Gilligan, and argue that her articulation of relational feminism faltered, in part, because she could not identify the source of the stereotypically feminine. Second, we consider the ways in which the limitations of the rational actor model meant that law and economics could also not resolve the relational concerns that Gilligan raised. Third, we discuss the rediscovery of gender that is emerging from the gendered results of game theory trials and the new research on the biological basis of gender differences. Finally, we conclude that incorporating the insights of this new research into law and the social sciences will require a new methodology. Instead of narrow-minded focus on the incentive effects in the marginal transaction, we argue that reconsideration of stereotypically masculine and feminine traits requires an emphasis on balance.

Details

Law & Economics: Toward Social Justice
Type: Book
ISBN: 978-1-84855-335-4

Book part
Publication date: 25 March 2010

Martin Ruef

When I arrived at Stanford in the fall of 1993, the university was a thriving site of organizational research. The department of sociology served as a sort of epicenter, with…

Abstract

When I arrived at Stanford in the fall of 1993, the university was a thriving site of organizational research. The department of sociology served as a sort of epicenter, with workshops on organizational ecology (led by Mike Hannan), organizations in the world polity (John Meyer and Francisco “Chiqui” Ramirez), and healthcare organizations (Dick Scott). In the school of education, Jim March was intriguing a new generation of students with his puzzles and wisdom. In addition to Mike Hannan's joint appointment, the Graduate School of Business featured such luminaries as Jeff Pfeffer, Joanne Martin, Jim Baron, Joel Podolny, and Bill Barnett. Slightly further afield, Ray Leavitt and Michael Fehling had begun to train engineers to think about organizational issues, as they developed computer simulations with nuanced attention to cognitive and decision-making processes. Steve Barley would join (what was then) the department of industrial engineering in 1994 and Mark Granovetter would join the department of sociology in 1995, adding fresh insights from the sociology of work and economic sociology, respectively, to what was already a firm foundation for organization studies. The umbrella organization that linked many of these efforts was the Stanford Consortium on Organizational Research (SCOR), which had been guided by Dick Scott's able leadership since 1988 and hosted an annual organizations conference at the beautiful Asilomar retreat in Monterey, California.

Details

Stanford's Organization Theory Renaissance, 1970–2000
Type: Book
ISBN: 978-1-84950-930-5

Article
Publication date: 11 April 2016

Carol Reade and Hyun-Jung Lee

The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative…

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Abstract

Purpose

The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative conflict management style adopted by supervisors plays a moderating role.

Design/methodology/approach

Drawing on the conflict, organizational behavior and innovation literature, the study examines the main and interaction effects of employee sensitivity to ethnic conflict, organizational frustration and collaborative conflict management style of supervisors on employee engagement with colleagues to innovate products, services and job processes. Hypotheses are tested using hierarchical regression analysis, controlling for ethnic diversity in workgroups.

Findings

Employee innovation behavior is greatest when employee sensitivity to ethnic conflict is high, organizational frustration is low and when supervisors are perceived to be highly collaborative in managing conflict, regardless of whether the workgroup is ethnically homogenous or diverse.

Research limitations/implications

The study findings expand our knowledge of the effects of sociopolitical conflict on employee behavior and the role of collaborative conflict management. Future research can address limitations including self-reports, cross-sectional design and single country setting.

Practical implications

The findings of this study suggest that employee innovation behavior can be enhanced through developing collaborative conflict management skills of those in leadership positions.

Originality/value

This is the first study to empirically examine the influence of ethnic conflict on employee innovation behavior and is of value to businesses operating in conflict settings.

Details

International Journal of Conflict Management, vol. 27 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 10 May 2013

Sarah Yang Spencer, Carol Adams and Prem W.S. Yapa

This paper aims to examine the antecedent factor, top management's commitment to environmental sustainability, for the adoption of a sophisticated internal environmental…

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Abstract

Purpose

This paper aims to examine the antecedent factor, top management's commitment to environmental sustainability, for the adoption of a sophisticated internal environmental information system; measured by the broad‐scope, timeliness, aggregation and integration of such information. The paper also seeks to examine whether the availability of such a system would lead to improved environmental performance.

Design/methodology/approach

The paper investigates responses from a survey of Chief Financial Officers or chief management accountants in the top 200 listed companies in Australia. It uses linear regression analysis based on a multiple‐mediator model with percentile‐based bootstrap, bias‐corrected (BC) and bias‐corrected and accelerated (BCa) bootstrap confidence intervals to identify significant mediators.

Findings

It was found in this study that top management commitment to environmental sustainability was associated with the adoption of a sophisticated internal environmental information system. Further, the availability of aggregated environmental information was found to mediate the relationship between top management commitment to environmental sustainability and environmental performance. However, there was no significant relationship to other mediating variables.

Research limitations/implications

Limitations relate to the collinearity of mediators which make it difficult to identify the impact of specific mediators in a multi‐mediator model. The implications are that other methods may provide further value, but these may need to be based on either different data or larger samples.

Practical implications

The findings point to the importance of aggregated environmental accounting information to organisations aiming to improve their environmental performance.

Originality/value

The study contributes to the corporate environmental accounting literature by empirically linking the top management commitment to environmental sustainability and to environmental performance through the adoption of accounting information provisions. The results of this study also provide guidance to practitioners about how to ensure their commitment to environmental sustainability will be translated to environmental performance and to some extent provide some answer to whether countries such as Australia should implement Emission Trading Scheme (ETS) to account for carbon costs.

Details

Sustainability Accounting, Management and Policy Journal, vol. 4 no. 1
Type: Research Article
ISSN: 2040-8021

Keywords

Article
Publication date: 1 August 2016

Michelle Brown, Carol T. Kulik and Victoria Lim

Delivering negative feedback to employees is highly problematic for managers. Negative feedback is important in generating improvements in employee performance, but likely to…

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Abstract

Purpose

Delivering negative feedback to employees is highly problematic for managers. Negative feedback is important in generating improvements in employee performance, but likely to generate adverse employee reactions. However, if managers do not address poor performance, good performers may become demoralized or exit the organization. The purpose of this paper is to investigate how managers communicate negative feedback and the factors that drive their choice of tactic.

Design/methodology/approach

The authors use interview data from practicing line managers with experience in delivering negative feedback to learn whether their tactic choices are consistent with Implicit (“best practice”) or Contingency (“best fit”) theory.

Findings

The authors identify five negative feedback tactics: evidence, emotive and communication tactics are foundation tactics while evidence + communication and evidence + emotive tactics are bundles of the foundation tactics. Managers apply a “best fit” approach from a set of “best practice” negative feedback options. The choice of negative feedback tactic is driven by the manager’s assessment of the “best fit” with the employee’s personality.

Research limitations/implications

Most of the managers believed that their negative feedback tactic had been effective. Future researchers should investigate which negative feedback tactics employees regard as most effective.

Practical implications

A best fit approach to the delivery of negative feedback requires organizations to give managers discretion in the delivery of negative feedback. Managers may mis-assess fit which can undermine the effectiveness of the appraisal process.

Originality/value

The authors focus on how negative feedback is communicated by managers. Existing research focusses on reactions to negative feedback without taking into account how it is delivered.

Details

Personnel Review, vol. 45 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 23 April 2007

Carol A. Caronna

How do organizations act as entrepreneurs and what are the outcomes of their innovations? This paper intersects two broad areas of organizational research: the sociology of…

Abstract

How do organizations act as entrepreneurs and what are the outcomes of their innovations? This paper intersects two broad areas of organizational research: the sociology of entrepreneurship and the study of organizational forms. A case study of Kaiser Permanente's role as an institutional entrepreneur in the creation of the health maintenance organization form illuminates the benefits and pitfalls of institutional entrepreneurship – in this case, the act of turning identity into form. Examining organizations as institutional entrepreneurs also raises questions and challenges for future research about both entrepreneurs and models of organizing.

Details

The Sociology of Entrepreneurship
Type: Book
ISBN: 978-1-84950-498-0

Article
Publication date: 6 June 2016

Kathyayini Rao and Carol Tilt

This paper aims to examine the relationship between corporate governance, in particular board diversity, and corporate social responsibility (CSR) reporting among the top 150…

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Abstract

Purpose

This paper aims to examine the relationship between corporate governance, in particular board diversity, and corporate social responsibility (CSR) reporting among the top 150 listed companies in Australia over a three-year period.

Design/methodology/approach

The quantitative analysis involving a longitudinal study is used where content analysis is undertaken to analyse the extent of CSR disclosures in annual reports. Regression analysis using panel data is used to analyse the potential association between CSR disclosure and five important board diversity measures, specifically independence, tenure, gender, multiple directorships and overall diversity measure.

Findings

The results based on the regression analysis reveal that three of the board diversity attributes (gender, tenure and multiple directorships) and the overall diversity measure have the potential to influence CSR reporting. The relationship between independent/non-executive directors and CSR disclosure however is unclear. In addition, three of the control variables (firm size, industry and CEO duality) are found to have some influence on CSR disclosure, whereas board size and profitability are found to be insignificant. The results also indicate the existence of some possible interaction effects between gender and multiple directorships.

Originality/value

The paper has implications for companies, for policymakers and for the professional development needs of board members. Australian companies should consider identifying board attributes that enhance CSR disclosures, as it has been shown in previous studies that CSR disclosure in Australia is low when compared to other developed countries. Moreover, given that there is such limited research linking board diversity and CSR disclosure, the results of this paper provide scope for further research. Moreover the paper contributes to the existing literature on board composition and CSR disclosure by extending the literature to board diversity and provides preliminary evidence of the influence of board diversity on CSR disclosure in Australia.

Details

Meditari Accountancy Research, vol. 24 no. 2
Type: Research Article
ISSN: 2049-372X

Keywords

Book part
Publication date: 17 January 2022

Allan Villegas-Mateos

This chapter examines experts’ perceptions of the conditions of their entrepreneurial ecosystems to analyse women’s disadvantages, identify which conditions can improve in…

Abstract

This chapter examines experts’ perceptions of the conditions of their entrepreneurial ecosystems to analyse women’s disadvantages, identify which conditions can improve in comparison to men in Latin America, and if the level of development of their country affects the support women entrepreneurs have. The study is based on regional data collected in Chile and Mexico with one of the Global Entrepreneurship Monitor surveys between 2015 and 2018. With a total sample of N = 2,230 male and female experts, the author uses principal component analysis and non-parametric statistics to compare means between genders and also women in different countries. First, male and female experts’ perceptions are compared at the macrolevel and then total women as a subsample are compared between the women experts’ perceptions by country at the mesolevel. At the macrolevel, the results show a clear perceived disadvantage for women entrepreneurs in all conditions except internal market dynamics. At the mesolevel, the findings show that support for women entrepreneurs is better in most conditions for Mexico, which is a less developed country, in comparison to Chile for this case. This chapter goes from studying the general to the particular issues causing gender gaps in entrepreneurial ecosystems in developing Latin American countries. The dataset used represents the biggest data-gathering project in the field of entrepreneurship for the region.

Content available
Book part
Publication date: 18 January 2024

Michael Jenkins

Abstract

Details

Toxic Humans
Type: Book
ISBN: 978-1-83753-977-2

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