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This paper develops a theory regarding the determinants of post-bankruptcy performance of healthcare firms. Specifically examined are the potential effects of strategic change (i.e. refocusing), organizational size, slack and munificence on post-bankruptcy performance. It is theorized that bankrupt healthcare firms that refocus have greater post-bankruptcy performance than all other firms. It is also theorized that greater organizational size, slack, and munificence enhance post-bankruptcy performance. The theory developed in this paper highlights the benefits of refocusing the diversified healthcare firm, the liabilities associated with diversification in the healthcare industry, and organizational ecology theories and perspectives regarding organizational size, slack, and munificence. In addition, this paper aims to provide richer insight into our understanding of the post-bankruptcy performance of healthcare firms.

The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.

In total, 346 employees of a US manufacturing facility were surveyed.

Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support.

The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization.

The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support.

This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.

The purpose of this paper is to examine the moderating role of mentoring on the relationships between perceived organizational support, supervisor support, and job fit on turnover intentions.

The paper explains the topics, provides background and discussion of the main concepts. The study uses regression analyses to test the moderating relationships using a total sample of 610 employees split among three separate organizations.

The results suggest that mentoring becomes more effective in reducing turnover intentions as employees experience increasing levels of perceived organizational support, supervisor support, and job fit.

The results suggest mentoring can be beneficial to both organizations and individuals. Organizations benefit by improving employee retention. Likewise, individuals benefit through strengthened relationships provided by mentoring and the associated positive outcomes.

The paper makes a contribution to the literature by being among the first to examine mentoring as a potential moderator in the context of perceived organizational support, supervisor support, job fit, and turnover intentions.

John Andrews Fitch spent a year studying labor conditions in the steel industry around Pittsburgh during 1907 and 1908. The results of his research became The Steel Workers, one of six volumes in the Pittsburgh Survey, a groundbreaking 1910 analysis of conditions faced by working people in a modern industrial city. Introducing his discussion of common employment practices in the steel industry, Fitch declared, “A repressive regime…has served since the destruction of unionism, to keep the employers in the saddle.” He traced the origins of management’s arbitrary power to the Homestead lockout of 1892, when Carnegie Steel destroyed the last stronghold of organized labor in the mills of western Pennsylvania. During his stay in Pittsburgh, Fitch saw the results of fifteen years of management domination. “The steel worker,” he wrote, “sees on every side evidence of an irresistible power, baffling and intangible. It fixes the conditions of his employment; it tells him what wages he may expect to receive and where and when he must work. If he protests, he is either ignored or rebuked. If he talks it over with his fellow workmen, he is likely to be discharged” (Fitch, 1989, pp. 206, 232–233).

The purpose of the paper is to present a case example of the power struggles and gender issues one daughter faced when she became a partner, and future successor, in the family business. This paper uses an ethnographic approach in order to study a small family farm in England. The case focuses on a small family farm, these businesses are unique in terms of their values and expectations for succession (Haberman and Danes, 2007), and identified by Wang (2010) as a fruitful avenue for research on daughter succession.

The empirical work was gathered through the use of a single site ethnographic case study involving participant observation as the researcher worked on the family farm and semi-structured interviews with family members over two years.

The results shed light on some of the social complexities of small family farms and power struggles within the family exacerbated by perceived gender issues. The work also highlights the potential threat to the daughter’s position as a partner, from her father’s favouritism of male employees.

Institutions that provide help to family farm businesses need to be aware of the potential power issues within the family specifically related to gender, particularly in terms of succession planning.

Using ethnography in family firms allows the researcher to be a part of the real-life world of family farmers, providing rich data to explore daughter succession.

The purpose of this paper is to explore accountancy students’ pre‐employment decisions as regards pursuing a career after completing an internship. The paper aims to analyse the mediating effect of aspects of students’ training experience in firms as direct/indirect factors which influence their career decisions.

The data were collected from a class after the students had completed internships and analysed using structural equation modelling (SEM). The aim was to establish a model after nesting the second‐order confirmatory analysis of the data. The final stage was to analyse multiple mediating factors, such as the type of company (TOC) and the students’ opinion of the company.

The interns perceived opportunities for promotion in accounting firms as a long‐term advantage over salary and benefits and as a key criterion for pursuing a career in accountancy. The results indicate that person‐job (P‐J) fit affects students’ career choice more than person‐organisation (P‐O) fit, and that students’ negative opinion of the company environment mediates their intention to pursue a career in the firm after graduation.

The sample size of 121 students was limited by the number of student intake per year and the study was conducted based on per intake. This may limit the generalisability of the results.

The internship coordinators should provide sufficient information to students about the expectations of accounting firms before embarking on them and encourage an open feedback loop when they return from training to improve the internship programmes. Accounting firms, in turn, should prepare comprehensive work schedules that balance out routine administrative work with challenging auditing or tax tasks. These would improve the students’ judgement and lead them to better decisions to pursue the career and reduce turnover.

This study highlights the importance of the transitional career decisions of graduating students as regards pursuing a career in accountancy, and therefore adds to the second cycle of early employment among college graduates in the vocational literature. It also confirms the mediating factors which indirectly affect students’ career decisions and therefore how firms can improve these circumstances for future recruitment.

The purpose of this paper is to analyse the impact of gender (F/M), at the management level, on the family company’s performance.

Company size, age, region and business sector were used as control variables in order to confirm the adjustment of the model to the theory. GMM dynamic panel models were used in order to control for: endogeneity; time-invariant characteristics; possible collinearity between independent variables; effects from possible omission of independent variables; elimination of non-observable individual effects; and the correct estimation of the relationship between the dependent variable in the previous and current periods. The study used data from 199 Portuguese family companies, from 2006 to 2014.

The results confirm the hypothesis from corporate governance literature, which argues that board diversity is potentially positively related to firm performance, showing that the presence of a female element in family firms’ direction has positive impacts on their performance, compared to those with only male elements. Also, the results show that region and sector of activity are factors influencing family firm performance. Finally, the study confirms that company size and age are variables helping to explain these companies’ life-cycle.

The study contributes to the literature on family firms regarding the effect of gender on family firm performance. The use of dynamic panel data models will make a strong contribution to this, as the problem of endogeneity is dealt with correctly here through using these models, and the possible collinearity between independent variables and correct estimation of the relationship between the dependent variable in previous and current periods.

Leader succession is a traumatic event in any organization and unfortunately the list of successor candidates rarely includes women. In order to extend current knowledge regarding leader succession, this study examines the effect of leader successor gender on post‐succession performance. Juxtaposes theories regarding gender stereotypes, organization leadership, and leadership succession. Hypotheses are tested using a sample from one of few forums that yields a sufficient mix of male and female leaders – US NCAA Division I women's head basketball coaches. Results suggest neither gender outperforms the other. More importantly, finds that gender successor origin moderates the relationship between the gender of the successor and short‐term organizational performance.