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Notes that previous researchers have investigated the relationship between gender role (i.e. sex‐role identity) and leadership style, and they also have investigated the relationship between decision style and leadership style. However, points out that they have not investigated the relationship between gender role and decision style. Using three validated questionnaires with 90 participants, attempts to test the relationship between gender role, decision style and leadership style. Reveals, from the results, strong support for the proposed relationships: masculinity/directive/analytical/task‐oriented styles and femininity/conceptual/behavioural/relations‐oriented styles. Provides implications/application questions for practitioners, for example that “linking the people with the strategic needs of the business” (i.e. strategic human resource management emphasizing competence acquisition, development and utilization) requires an in‐depth analysis for many organizations. Suggests that instead of relying on a single measure, a combination of different measures may result in higher reliability and predictability. Concludes that the development of effective human resources training and management programmes requires further exploration of the relationship between gender role, decision style and leadership style.

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours (relations‐oriented leadership style) are devalued. However, it has been frequently observed in the past that organizational goals could not be exclusively achieved by either masculine or feminine characteristics of leaders. Suggests that an integration rather than a polarization becomes necessary for leaders and organizations. That is, an androgynous leadership style can be the most appropriate for achieving high performance in many organizations.

Global entrepreneurship study is primarily concerned with why, when, and how entrepreneurial opportunities are discovered and exploited in the global market. The purpose of this paper is to present a framework for pursuing global entrepreneurship where supply chain management (SCM) can often serve as a platform for resource acquisition, market development, and risk mitigation.

This paper presents a case study to show how SCM is utilized by entrepreneurs in China for developing two formats of entrepreneurship: domestic private companies through horizontal supply chain clustering and vertical (forward and/or backward) supply chain extensions. In particular, the paper explores firm‐level behavior in supply clusters to discern patterns at the collective level of supply clusters.

Entrepreneurs rely on their existing supply chain networks to pursue new venturing opportunities. Two types of supply chain expansions (horizontal supply chain clustering and vertical supply chain extensions) are found in China. Competitive rivalry in this paper of supply clusters is found to demonstrate “co‐opetition” (collaboration amongst competitors).

This paper's theoretical framework offers unique perspectives towards global entrepreneurship, and is empirically supported by numerous real business examples. The paper integrates SCM with international entrepreneurship and identifies two distinct patterns that are evident in China. In particular, the paper describes the specific contexts in which each of the two patterns is successful. These patterns provide valuable guidance for future Chinese entrepreneurs interested in globalization. The paper is a harbinger to future research on collective behavior of competitors in supply clusters. This could potentially redefine competitive rivalry (in Porter's 5‐forces) in more cooperative terms.

The purpose of this paper is to introduce a dynamic outsourcing framework for making and implementing process outsourcing decisions in a rapidly changing environment.

The theoretical framework incorporates three major concepts/techniques: the order winner concept to identify strategic level competitive priorities, the modularization concept to reconfigure enterprise organizational structure, and the analytical hierarchy process technique for linking critical demand attributes with process modules at the operational level.

The study presents a dynamic outsourcing approach through organizational modularization and shows when and how core and non‐core activities can be outsourced in a fast changing market.

The complexities of the framework will need facilitation and supports on issues such as organizational modularity, multi‐goal optimization, and empirical validation.

This paper offers practical insights and clarifies common confusions associated with strategic outsourcing.

The paper tries to fill the gap between the existing outsourcing literature and the practical need for choosing specific outsourcing activities at the operational level. The dynamic framework creates a foundation for continuous process improvement on a cyclic basis.

Volume 18 Number 2 of the Journal of Organizational Behavior includes an article by Dail L. Fields and Terry C. Blum entitled “Employee satisfaction in work groups with different gender composition”. This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, the analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender‐balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to analyze and compare the effects of conventional and unconventional FDI on the host country in a more comprehensive and systematic way.

Both the OLI paradigm and the imbalance theory are linked to the diamond model in order to compare the effects of conventional and unconventional FDI on the host country. This methodology is then applied to the real world as a case study, FDI toward the Korean automobile industry.

Conventional FDI is often said to be more beneficial to the host country than the unconventional type. However, the actual effect of unconventional FDI is shown to be more positive with better management and is often larger than perceived. Therefore, unconventional FDI emerges as important as conventional FDI for sustainable economic development.

In general, unconventional FDI has often been criticized severely because of misperceptions derived from the dominance of conventional FDI on theoretical aspects, incomprehensive perspectives toward assessing the effects of FDI, and negative political views. Therefore, rigorous and holistic case study analyses based on solid analytical tools are needed in order to better understand the effects of unconventional FDI and to draw up effective and proper FDI promotion policies.

This paper provides a way to better understand the effect of unconventional FDI on the host country comprehensively and systematically by expanding and deepening existing theories. Based on this, the effects of conventional and unconventional FDI on the host country are compared theoretically and empirically, particularly with the case of the Korean automobile industry.

The purpose of this article is to analyse and illustrate selected aspects of management in South Korea. South Korean management is placed within its South East Asian context; but western influences on it are also identified. Parallels with French management are drawn. The article describes the national and business culture of South Korea. It analyses prevailing approaches to organisation and communication. It discusses and illustrates the changing role of the taipan, the family, the clan, and professional management within the context of the ownership and management of Korean enterprises. It examines working practices and relations. It analyses and comments on style of management. It deals with issues of internationalisation and globalisation. The article concludes by analysing a number of issues that are likely to affect South Korean management after the crisis of 1997‐1998, and more generally in the foreseeable future. The analysis is illustrated by a variety of case examples.