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We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimensions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.

Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

Application of financial risk models in the emerging markets poses special challenges. A fundamental challenge is to accurately model the return distributions which are particularly fat tailed and skewed. Value-at-Risk (VaR) measures based on the Extreme Value Theory (EVT) have been suggested, but typically data histories are limited, making it hard to test and apply EVT. The chapter addresses issues in (i) modeling the VaR measure in the presence of structural breaks in an economy, (ii) the choice of stable innovation distribution with volatility clustering effects, (iii) modeling the tails of the empirical distribution, and (iv) fixing the cut-off point for isolating extreme observations. Pakistan offers an instructive case since its equity market exhibits high volatility and incidence of extreme returns. The recent Global Financial Crisis has been another source of extreme returns. The confluence of the two sources of volatility provides us with a rich data set to test the VaR/EVT model rigorously and examine practical challenges in its application in an emerging market.

We analyse the dynamics of social assistance benefit (SA) receipt among working-age adults in Britain between 1991 and 2005. The decline in the annual SA receipt rate was driven by a decline in the SA entry rate rather than by the SA exit rate (which also declined). We examine the determinants of these trends using a multivariate dynamic random effects probit model of SA receipt probabilities applied to British Household Panel Survey data. We show how the model may be used to derive year-by-year predictions of aggregate SA entry, exit and receipt rates. The analysis highlights the importance of the decline in the unemployment rate over the period and other changes in the socio-economic environment including two reforms to the income maintenance system in the 1990s and also illustrates the effects of self-selection (‘creaming’) on observed and unobserved characteristics.

My purpose is to describe for strategic management scholars in Africa, particularly graduate students and new faculty members, dynamic analysis and its significance in the African context so as to assist in the study of dynamic phenomena.

I discuss various types and methods of dynamic analysis. Dynamic analysis has been used extensively in such fields as cognitive psychology, social psychology, and management in Western countries.

I illustrate the various dynamics by reviewing four illustrative studies. I also provide procedures for studying dynamics in the African context.

I discuss the strengths and limitations of dynamic analysis and suggest ways of maximizing its potential.

The technique is a source particularly for graduate students of strategy in Africa. They can use it to supplement other approaches in studying strategic management phenomena.

This chapter discusses a typology of dynamic analysis consistent with empirical or variable modeling approaches. The lack of such a typology in the context of Africa makes it a valuable contribution. Thus, it fills a contextual gap in the research methodology literature.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

The authors propose a framework to estimate the probability of being poor in a dynamic setting based on a large information set that includes individual characteristics and macro-economic variables. The joint inclusion of personal characteristics along with contextual factors allows separation of idiosyncratic shocks from aggregate shocks affecting poverty. The authors combine data from different cross-sectional surveys and fit a dynamic logistic hierarchical model within a Bayesian framework using standard Markov chain Monte Carlo techniques. The authors’ approach is exemplified by estimating household poverty status in Kyrgyz Republic as a function of time, regions, country, regional level variables and household level socio-demographic characteristics.