Search results

Understanding how to manage the boss requires an awareness of the different types of bosses, their personality and their management styles. Describes six different types of manager: the bureaucrat, the autocrat, the wheeler‐dealer, the laissez‐faire manager, the reluctant manager, and the open manager. Suggestions are given, using behaviour modification as a framework, as to how each of these can best be influenced by a subordinate.

Economics laboratories have become the primary locations of experimental economics research by the 1990s. They were a result of a decade long development from ad hoc opportune places to dedicated, purpose designed spaces. The distinctive feature of the economics laboratory and its key instrument became networked computers running custom-built software. However, the history of the economics laboratory is not just a history of evolving technology. I argue in this article that it is mainly a history of learning how to build an experimental economics community. Only a functioning community was able to change a physical place to a laboratory space. The distinction between place and space originates in the work of Michael de Certeau and I use it to analyze the evolution of economics laboratories. To this end, I analyze the case of Austin Hoggatt’s Management Science Laboratory at Berkeley in the 1960s as it illustrates the indispensability of creating a community centered on the laboratory. In contrast, the laboratories in Arizona and at Caltech since the 1980s, and in Amsterdam since the 1990s have become successful spaces, because, unlike Hoggatt, they focused equally on community building as on infrastructure and technology. This gave rise to social infrastructure and division of labor in the laboratory space.

Considers various approaches to the study of comparative marketing, suggesting methodology that provides an adequate framework on which to base comparative domestic marketing studies. States the first objective here is to explore various definitions of the term ‘comparative marketing’ to place the area of study in its rightful place; second, is to suggest a methodology provide an adequate framework on which to base domestic comparative marketing studies. Proposes that if improvement in the state of knowledge is to take place, commonality of terminology and methodology must first be established. Concludes that information provided gives the background necessary to achieve desirable objectives.

In 1967, Louis P. Bucklin proposed the principle of postponement‐speculation as a basis for predicting and explaining the existence of speculative inventories in the marketing channel: “The combined principle of postponement‐speculation may be stated as follows: A speculative inventory will appear at each point in the distribution channel whenever its costs are less than the net savings to both buyers and sellers from postponement.” In other words, for a middleman to intervene between a seller and a buyer, he must demonstrate his ability and willingness to perform certain marketing functions in such a way that savings result, or satisfactions are greater, for both of the original trading partners. Therefore, the economic justification for a middleman's existence is his superior efficiency in performing basic marketing tasks and functions.

The purpose of this paper is to describe, analyze, and interpret the experiences of school superintendents who use multiple social media tools with stakeholders as part of their comprehensive communications practices. Additionally, it examined why superintendents have chosen to communicate with their stakeholders through social media.

Qualitative interviews were conducted with a total of 12 school superintendents; three each from the northeast, south, midwest, and west regions of the USA and Canada.

Six themes emerged from the 12 qualitative interviews with the superintendents and from the internet data regarding their social media use. The six emergent themes included: (1) more immediate and more frequent interactions between school superintendents and their stakeholders; (2) greater transparency regarding decision-making and budgeting processes; (3) impact on a school superintendent's personal and professional growth; (4) stronger connections to local stakeholders, to fellow educators, and to the world; (5) use is an expectation: it is no longer optional; and (6) accessing information from the superintendent in a multi-modal way.

This study was limited to the perceptions of superintendents who currently use two or more forms of social media to communicate with their stakeholders. The study did not include the thoughts and perceptions of superintendents who are only experimenting with social media use, those who have not been able to engage their stakeholders in two-way conversations, or those who have not yet implemented social media as part of a comprehensive communications approach.

Implications are provided for school administrators, boards of education, and educational leadership programs.

A unique study into the experiences of school superintendents who use multiple social media tools as part of their communications practices with stakeholders.

The purpose of this study is to examine key factors that affect cattle farmers’ selection of marketing channels and draw implications for China's beef supply chain development.Design/methodology/approach – A questionnaire was designed and face‐to‐face interviews were conducted with a random sample of 153 farmers located in three major cattle producing regions across China.Findings – Several variables related to transaction costs (chiefly, in the form of negotiation costs and monitoring costs), as well as socio‐economic factors, were identified as of significant influence on farmers’ choices of cattle marketing channels.Research limitations/implications – Further research should be conducted to measure the effects of risk preference in marketing decisions. Caution needs to be exercised when generalising the findings of this study to cattle farmers in other regions that are significantly different from the surveyed ones.Practical implications – This study will contribute to a better understanding of cattle producers’ marketing channel selection. Further, it will contribute to identifying which factors encourage or discourage farmers from using forward contracts; information needed urgently by private and public policy makers.Originality/value – This paper presents a model and case study that show how transaction cost minimisation affects the adoption of vertical coordination. Studies examining this area for China are scarce and this paper makes an important contribution to the literature.

Aims to describe the characteristics of women who have made it to the top and how they achieved their success. The results are drawn from interviews with a group of 48 women who have achieved recognized success in corporate, professional and public life. Provides an insight into the personal experiences of these women and helps to identify barriers en route to the top. Takes a life span development perspective to give a broad picture of successful women. Addresses issues such as childhood, education, personality and motivation, work history, power and politics at work, and the home‐work interface.

As part of a more extensive study designed to establish the characteristics of women who have succeeded in the male‐dominated world of management and entrepreneurship three questionnaires were used to assess gender identity, creative style and political style. These characteristics are thought to have a fundamental influence upon the career behaviour of women. Three main objectives are put forward: first, to present a number of ideas about the possible political style, creative style and gender identity of women managers and entrepreneurs; secondly, to present a discussion of the findings and their significance in relation to the behaviour of women at work and, finally, to attempt to illustrate that all three measures identify a common characteristic, that is, “independence of thought” which it is suggested may be essential for women operating in the male‐dominated world of work.

Compares the development and characteristics of three groups of highly successful British senior executives – self‐made entrepreneurs and intrapreneurs, and a group of intrapreneurs who are members of the family owning the company for which they work, but not the company′s founder. One important common factor within the first two groups (which distinguishes them from the third group) is the overcoming of adversity in childhood. This seems to set a pattern of behaviour throughout life which contributes to their success by giving them the ability to cope with and learn from different situations and setbacks during their careers. Other factors which discriminate between the groups are the degree of risk taking, innovation and political style. All three groups have much in common. They are all good communicators who work extremely hard and are intrinsically motivated.

There is a discernible trend for organizations to be moving away from directive and authoritarian management styles, towards a more participative approach, which involves subordinates in taking more responsibility. This is linked to a move from bureaucratic role cultures to a more integrated style of organization. This poses the problem of how to move the individual from the dependence engendered by authoritarian systems to a relationship, between managers and subordinates, which is characterized by interdependence, a move which is very difficult to make. Transitional contingency contracting, a technique which gradually transfers control from the manager to the subordinate, is suggested as a process which can develop interdependence, while reducing the risk of becoming stuck in mutual dependence or generating rebellion (or counter dependence).