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This study investigates one aspect of the multi‐source feedback process: the agreement between self‐ratings and coworker ratings of workplace behavior. Moderators of rating agreement (i.e., number of years that the coworker had known the employee, trustworthiness of the employee, and country status) are carefully examined. Eighty‐six Russian employee‐coworker dyads, 99 Polish dyads, and 95 U.S. dyads from more than 225 organizations participated. Regression results indicate that rating agreement was higher when the Polish and U.S. coworker knew the target employee a shorter period of time and when the Polish, Russian, and U.S. target employee was considered trustworthy.

The purpose of this study is to examine the relationship between an employee's trust of coworkers and that employee's enterprising behavior. The extent to which cultural dimensions, in‐group collectivism and power distance, moderate the trust‐behavior relationship is considered.

A rigorous research methodology was employed to minimize potential problems with common method variance. Trust ratings were provided by 135 US, 203 Turkish, 100 Polish, and 86 Russian focal employees. Their 524 coworkers provided enterprising behavior ratings for these focal employees.

The results show that both cognitive‐ and affect‐based trusts of coworkers is associated with enterprising behavior. The findings also indicate that the affect‐based trust/enterprising behavior relationship is stronger in higher power distance cultures than in lower power distance cultures. In‐group collectivism, however, does not moderate the trust enterprising behavior relationships.

Trust is thought to nurture enterprising behavior in the workplace. This study looks at the relationship between trust of coworkers and enterprising behavior, an under investigated but key behavior in the modern organization. The moderating role of power distance implies that organizational interventions promoting affect‐based trust in coworker relationships may have bigger payoffs as far as behavior change in the high‐power distance context than in the low.

This study examines the relationship of a supervisor's affect‐based trust and cognition‐based trust to a subordinate employee's self‐ratings of enterprising behavior, which includes creativity, risk taking, initiative, motivation, and assertiveness, and to the supervisor's and coworker's ratings of the subordinate's enterprising behavior. The extent to which the power distance and in‐group collectivism cultural variables moderate the relationship between affect‐based trust and enterprising behavior is assessed.

Survey responses of US, Turkish, Polish, and Russian supervisor‐subordinate‐coworker triads were collected in a number of firms. Regression results were employed to test the research hypotheses.

The findings of this study show that the supervisor's cognition‐based trust and affect‐based trust of the employee are associated with that employee's enterprising behavior. Significant two‐way interactions indicate that the relationship between affect‐based trust and enterprising behavior is stronger in the three collectivist countries than in the individualist USA. The moderating effects of power distance, on the other hand, appear to be negligible.

The main implication of this study's results is that human relations theories, which are based on the supervisor's top‐down trust of the subordinate employee, may be more effective in collectivist cultures than in individualist cultures.

The purpose of this paper is to empirically investigate the interactive effect of turnover and task interdependence on performance in work teams. Based on pervious research, the authors contend that turnover will have a negative effect on team performance and this effect will be more pronounced as teams perform highly interdependent tasks.

Using longitudinal data from the National Football League (NFL), the authors empirically examine the effect of player turnover on NFL team performance (i.e. wins and losses in the subsequent year), and the difference in team performance based on the high/low task interdependence of the work team.

Findings suggest a negative impact of turnover on organizational performance, regardless of the interdependent nature of work team tasks. In addition, the negative influence of turnover is enhanced by the task interdependence within a team.

This is one of the few studies that examine task interdependence as a moderating variable of the turnover – team performance relationship. More specifically, by examining an industry with high team member turnover (i.e. The NFL), the findings from this study give practicing managers a guide as to which work teams managers should attempt to minimize turnover.

Effective mass customization (MC) depends on accurately identifying customer needs and procuring appropriate components from supply base to manufacture the required product configurations in a timely manner. In essence, effective MC for a focal firm is contingent on effective supply chain management. However, extant literature is not very clear on how supply chain (SC) planning and integration activities affect MC. The purpose of this paper is to fill the gap by examining the impacts of SC-planning and SC-integration on MC.

Organizational information processing theory is used to link SC-integration with MC ability, and a link is hypothesized between SC-planning and SC-integration. The structural equation model is then analyzed using data from 262 manufacturing plants.

It is found that SC-integration fully mediates the relationship between SC-planning and MC-ability.

The SC-integration measure is from a focal manufacturer’s standpoint, rather than the standpoint of the entire SC.

The results indicate that using a SC perspective in planning activities helps a focal firm integrate with key stakeholders along the SC, which subsequently helps the firm mass customize. Practitioners should recognize the added importance of SC-planning and SC-integration if they want to mass customize.

This study provides a theoretical foundation for the relationship between SC-integration and MC. It also provides a more comprehensive conceptualization of SC-integration, which includes supplier integration, customer integration, as well as internal functional integration which was neglected in many previous studies.

Drawing upon Alfred Sohn-Rethel's work, we argue that, just as capitalism produces abstract labor, it coproduces both abstract mind and abstract life. Abstract mind is the split between mind and nature and between subject/observer and observed object that characterizes scientific epistemology. Abstract mind reflects an abstracted objectified world of nature as a means to be exploited. Biological life is rendered as abstract life by capitalist exploitation and by the reification and technologization of organisms by contemporary technoscience. What Alberto Toscano has called “the culture of abstraction” imposes market rationality onto nature and the living world, disrupting biotic communities and transforming organisms into what Finn Bowring calls “functional bio-machines.”

Managing demand and supply uncertainties is critical for all manufacturers, but it has added importance for companies that intend to achieve mass customization (MC) ability because these uncertainties are an intrinsic characteristic of MC. The purpose of this paper is to investigate how managing uncertainties in a firm's demand and supply affects its MC ability.

Regression analysis and analysis of variance (ANOVA) are conducted on data collected from 189 manufacturing plants to empirically test two hypotheses.

Both demand and supply uncertainty management have a positive impact on a company's MC ability. However, managing either demand or supply uncertainties independently of the other is not enough to achieve MC ability; instead, a company needs to concurrently manage both demand and supply uncertainties to achieve MC ability.

The current literature lacks a sound theoretical basis to link demand and supply uncertainty management with MC ability. The paper provides such a theoretical foundation, and systematically identifies several demand and supply uncertainty management mechanisms that enable firms to achieve superior MC ability. In addition, it is one of the first large‐scale empirical studies to address the impact of managing both demand and supply uncertainties on MC ability.

Entertainment is increasingly an integral part of the marketing strategy used by shopping centres to entice consumers. Further, entertainment can be a means of image differentiation for shopping centres, given that the image of a competitive retail institution is a critical determinant in consumer patronage decisions. However few studies have examined the contribution of entertainment to shopping centre image. Moreover, using entertainment as a means of identifying distinct market segments has not been explored. Hence, the purpose of this study was twofold. First, a model of attributes that represented the shopping centre image was identified. Three essential attributes that have been neglected in most shopping centre studies were revealed, namely entertainment, food and security. Second, six market segments of shopping centre patrons were identified and labelled the “serious” shopper, the “entertainment” shopper, the “demanding” shopper, the “convenience” shopper, the “apathetic” shopper and the “service” shopper. In particular, the “entertainment” shopper and the “service” shopper are identified as entertainment‐seeking segments. Managerial implications of the findings and future research directions are addressed.