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Managers need to be able to understand whether the constructs of organizational commitment apply cross culturally. This study adds to a growing knowledge base regarding organizational commitment internationally, and uses workers in government controlled, mixed economy, and privately owned businesses in China’s interior. The study uses questionnaires of antecedents of commitment and tests Mowday et al’s (1979) OCQ and Meyer and Allen’s (1991) ACS, NCS, CCS. While we were are able to verify some antecedent conditions surrounding Mowday et al (1979) and Meyer and Allen’s (1991) commitment measures, we discovered the conditions surrounding commitment in persons who live outside the commercial zones may be more complicated than theory predicts. Artifacts that may modify antecedent‐commitment main include culture, language, firm ownership/control, and expectations of workers moving from government employment more market based jobs. We suggest that more study is required in relationship to conceptual space, theory development, measurement, validation, and analysis in former centrally planned and communistic countries. As is usually true in China, things are not as straightforward or simple as they seem. This study seems to verify that sentiment.

Aggression in the workplace has increasingly become a focus of organizational behavior research given its debilitating effects on employees and consistent links to reduced organizational performance. The current literature on workplace aggression presents a bewildering array of definitions with overlapping meanings creating confusion for researchers and academics. In response to this, we consider a range of definitions of workplace aggression and build a taxonomy of workplace aggressive behaviors based on four dimensions: intensity, impact, intentionality, and indirect/direct aggression. This chapter contributes to the field offering a taxonomy of aggressive behaviors at work that can be used in subsequent research.

The purpose of this paper revisits the effect of entrepreneurship on economic growth.

Using a cross-country panel data set of 61 countries in the period 2002–2014, this paper empirically analyzes the differences in contribution to economic growth. Particularly, using an extension of the Cobb–Douglas production function, the authors show the role of entrepreneurship in developed and developing economies. Global entrepreneurship monitor data were used to estimate the proposed types of entrepreneurship.

Results indicate that economic growth can be explained by growth-oriented entrepreneurship, including developing economies. These results remain robust to a variety of specifications that include economic, social and cultural controls, and two ways of sorting countries by stage of development.

The authors split the total entrepreneurial activity (TEA) according to job expectations, in order to isolate the effect of entrepreneurial activity that is growth oriented (dynamic) and not (regular). Lastly, the empirical application presented comprises a more adequate timeframe to analyze the proposed relationship, determining possible differences for developed and developing economies.

El presente documento analiza el efecto de la actividad emprendedora sobre el crecimiento económico.

Mediante el uso de un panel de 61 países durante el periodo 2002–2014, se analizan las diferencias en contribución del emprendimiento hacia el crecimiento económico. Particularmente, con el uso de una función de producción extendida al estilo Cobb–Douglas, se muestra el rol del emprendimiento en países desarrollados y en vías de desarrollo. Por último, para la generación de las diversas medidas de emprendimiento propuestas se utilizó datos del Global Entrepreneurship Monitor (GEM).

La evidencia proporcionada indica que el crecimiento económico podría ser explicado por el emprendimiento orientado al crecimiento. Los resultados han permanecido robustos ante varias especificaciones que incluyen variables de control de corte económico, social y cultural, así como dos maneras de dividir la muestra de países según su etapa de desarrollo.

Los autores separan la TEA según expectativas de empleo futuro, aislando el efecto de la actividad emprendedora que está orientada hacia el alto crecimiento (dinámico) y la que no (regular). Finalmente, La aplicación empírica presentada comprende un periodo de estudio más adecuado para el análisis planteado, y a su vez permite encontrar diferencias para países desarrollados y en vías.

Since the arrival of mass production, commodification has been plaguing markets – none more so than that for music. By separating production and consumption in space and time, commodification challenges the very conditions underlying economic exchange. This chapter explores authenticity as the institutional response to the commodification of music, rekindling the relationship between isolated market participants in the increasingly digitized world of music. Building upon the “Production of Culture” perspective, we unpack the commodification of music across five different institutional realms – (1) production, (2) consumption, (3) selection, (4) appropriation, and (5) classification – and provide a thoroughly relational account of authenticity as an institutional practice.

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

Extensive human and animal research has examined approach and withdrawal motivation, which we define as the simple urge to move toward or away, respectively. In this chapter, we review seminal and recent research that showing that asymmetrical frontal cortical activity underlies approach and withdrawal motivation that occur during childhood, that characterize certain psychopathologies, and are present in everyday emotional experiences. Specifically, greater left-frontal activity is involved in approach motivation, including the expression and experience of anger, jealousy, desire, and joy. Conversely, greater right-frontal activity is involved in withdrawal motivation, including the expression and experience of some forms of sadness, crying, and depressed mood. We also review recent research suggesting that connectivity between the frontal and parietal cortices is a potential mechanism for the motivation-related effects of asymmetrical frontal activity.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.