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Individuals sometimes feel compelled to confront a rule‐violator. Because the goal of a confrontation is to stop the objectionable action, the violator may feel that his or her autonomy is being threatened and may resist complying. To reduce the likelihood of negative outcomes, confronters are advised to engage in discourse that makes them appear face‐sensitive. However, we argue that the authority of a speaker and the type of directive (imperative or suggestion) that is spoken interact so as to affect the degree of face‐sensitivity attributed to a confronter. We conducted an experiment to test this notion. Consistent with our position, authorities are perceived as more sensitive when expressing suggestions and are attributed coercive potential regardless of the directive enacted Peers, however, are attributed greater coercive potential when communicating imperatives, while face‐sensitivity is unaffected by the type of directive. Implications for confrontation are discussed.

This paper aims to study how three incumbent mobile network operators (MNOs) in Germany forecasted, framed and responded in terms of their strategy to the emergence of the wireless local area network technology (W‐LAN) and how they interpreted this potential technological disruption in their own strategic context.

Drawing on empirical evidence from case studies conducted with these three major MNOs in Germany using the theoretical framework of disruptive technology, the results were then evaluated in a cross‐case analysis to study how these firms interpreted and reacted to the potential disruptiveness of W‐LAN. To meet this objective, an explorative, multiple and holistic case study design was utilized. Data was collected by the combination of information gained through semi‐structured interviews with key informants and background information that were publicly available. Interviews were conducted with company representatives using a semi‐structured interview guide. Information gathered from the interview, documentation and direct observations was transposed into a content analysis framework to enable easy analysis of the information gathered for each company.

As a result, significant differences for the respective MNOs between their perception of W‐LAN as a potential disruptive technology, their strategic development processes inside the organisation to understand the potential impact of W‐LAN on their respective business model, and to enforce an appropriate response strategy and structural implementation were identified. The results indicated that corporate representatives from each incumbent interpreted potentially disruptive technologies like W‐LAN from a different perspective and direction depending primarily on the strategic and structural context and their organisation's resources, processes, and values. The findings also identified that practitioners inside the organisation were aware about the disruptive technology concept but however did not react in accordance with the theory. Forecasting results and categorisation that prove wrong can still lead to taking the right action since it seems to provide better results than non‐forecasting and inactivity due to a lack of awareness of potential risks.

Because of the chosen research approach, the research results may lack generalisation and need to be further studied in a larger number of cases with different technologies and industries.

For managers and forecasters the study indicates that they should consider the impact of the heterogeneity in firms when formulating a response strategy based on their respective perception of the impact of a potential disruptive technology on their business. They should also be considerate about the consistency between their motivation to respond, the strategic development processes inside their organisation supporting the development of the response strategy and the subsequent structural implementation. Threat‐framing seemed to be a key factor in unlocking resources even in the face of sustaining technological change and can be activated by threatening forecasts.

The consideration of incumbent heterogeneity in different framing settings and the resulting innovation categorisation with respect to the organisational actions and outcomes was not studied before.

The Significance of this Class of Injury THE vast and far‐reaching effect of an eye injury is seldom fully realized, either by the worker or by the management, a fact which, no doubt, explains much of the prevalent disregard of preventive measures. A worker who sustains an eye accident, and goes off duty, disappears for a varying period of time from the ken of his shop manager and workmates in much the same way as one who has sustained a simple laceration of the hand or arm, yet to the medical and compensation departments his case may present far greater problems.

The purpose of this paper is to assess strategy development processes in organizations operating in the Central and Eastern European region, and compare them with those headquartered in Western Europe.

Strategy development processes are measured using a multidimensional scale, incorporating elements of the following six dimensions: command, planning, incremental, political, cultural, and enforced choice. The study includes 366 participants from 52 organizations, with close to 40 percent headquartered in CEE countries.

While responses of western top management were consistent with previous findings, differences prevailed in comparison to the current sample reports of CEE top management. For example, managers in CEE organizations tended to place more emphasis on the top executive, while internal politics were significantly more pronounced in western firms.

Additional variables potentially influencing strategy development processes could be explored, using a more targeted sample.

The results suggest that despite surface level appearances, the overall management trends and business dealings characterizing CEE societies are still not identical to those in the west, highlighting the importance for top management teams to consider local approaches and practices when entering novel markets.

This study addresses a gap in the available literature by concerning strategy development processes through multiple dimensions, and in organizations operating in the relatively under-represented region of CEE countries.

In a study consisting of 202 currently‐employed undergraduate students, we examined relationships between employees' perceptions of organizational justice and the styles they use for managing conflict with their supervisors. Regression analysis of questionnaire data indicated that distributive, procedural, and interactional justice were generally positively related to the use of more cooperative conflict management styles (i.e., integrating, obliging, and compromising). Two 2‐way interaction effects were observed as well, such that higher interactional justice was related to greater use of the integrating style primarily when distributive justice was low and procedural justice was high. Additionally, distributive justice was positively related to use of the avoiding style. Theoretical and practical implications of the findings are discussed.

This paper aims to construct a process model of business founding in the biotech industry.

An inductive method is used, and five case studies analyzed. Data are coded by applying Gioia’s method.

Aspirant entrepreneurs conduct resource analysis and industry analysis to formulate research and development targets. They perform transactions and networks because they require resources, and they then deploy and coordinate these resources. Such coordination generates activities with social and financial impacts.

The results are specific to the biotech industry. A future study could examine business founding processes in other industries (e.g. entertainment, fashion, public utilities and sport). Additionally, the paper argues that during the founding process entrepreneurs show little concern for knowledge-sharing risk, as they want to collaborate to implement their ideas. Quantitative papers could test the consequences of such behavior.

The process model provides insights into aspirant founders on how to start a business in the biotech industry.

The paper shows: the differences between the founding process in the biotech industry versus other industries; and the shape of the Bower–Burgelman model in the context of biotech business founding. The paper delineates how private companies discover competencies in the public sector; a model of technology transfer from public to private sector; entrepreneurs’ absence of risk perceptions regarding knowledge-sharing during founding; and how conferences can serve as vehicles for benchmarking in networking.

The objective of this study was to test Ting‐Toomey's (1988a) theory on conflict face‐negotiation. More specifically, the study examined the relationship between face maintenance dimensions and conflict styles in Japan, China, South Korea, Taiwan, and the United States. The results were summarized as follows: (1) Cultural variability of individualism‐collectivism influences two face maintenance dimensions—self‐face concern and other‐face concern; (2) Cultural variability influences conflict styles, with U.S. members using a higher degree of dominating conflict style than their Japanese and Korean cohorts, and the Chinese and Taiwanese members using a higher degree of obliging and avoiding conflict management styles than their U.S. counterparts; (3) Overall, face maintenance dimensions served as better predictors to conflict styles rather than conflict styles to face dimensions; (4) Self‐face maintenance was associated strongly with dominating conflict style, and other‐face maintenance was associated strongly with avoiding, integrating, and compromising styles of conflict management. Directions for future testing of the conflict face‐negotiation theory were proffered.

The purpose of this paper is to empirically validate the moderating roles of organizational inertia and project duration in the new high‐tech product development process.

The study methodology involved two phases, viz. exploratory and descriptive. The exploratory phase, with the support of a focused literature survey, has resulted in a theoretical framework, which got later validated through the survey based empirical phase.

The study results suggest that organizational learning and absorptive capacity could trigger a firm's technology acquisition intent, which in turn could increase the firm's propensity to new product commercialization. Contrary to the authors' hypothesis, the study results did not support firm size as an antecedent to the firm's technology acquisition intent. Further, while the project duration is found to negatively moderate the technology acquisition intent to new product commercialization relationship, the study results did not support the moderating effect of organizational inertia on the same.

The study findings suggest that segmenting technology market based on firm size may not be an appropriate marketing strategy; instead organizational factors, viz. organizational learning and absorptive capacity, should be taken as the basis of high‐tech market segmentation. Further, the study has provided the much needed empirical support to the new high‐tech product development process by explaining the moderating effects of organizational inertia and project duration on the relationship between technology acquisition intent and new product commercialization.

The present study is one among those rare empirical investigations that explained the role of organizational variables in the new high‐tech product development process. In addition, the study provides the marketing practitioners the basis of segmentation for high technology markets.

This study aims to present a review of topics, conceptual models and methodologies in research on Iranian school principals over the past four decades.

The study adopted a descriptive quantitative form of a systematic review of research to analyze topics, conceptual models and methodologies employed in 565 studies published by Iranian scholars in the national and international databases.

The content analysis of the studies revealed the increasing interest of the Iranian scholars in the two topical foci, namely, the school leadership models and principal profile, with a focus on the direct-effects (Model B) and the antecedent-effects (Model A). The evidence also suggests the disinclination of the researchers to study leadership concerning student learning outcomes. The most frequently used school leadership model in the Iranian schools has been transformational leadership, while the distributive/collaborative and instructional leadership studies were few. The scholars have mostly relied on a survey-based quantitative research approach, using correlation analysis techniques.

The findings suggest that despite the increasing global acceptance of school leadership, its implementation in practice is inevitably shaped by the institutional policies and cultural values of different societies.

The findings of this study strengthen the supposition that the differences in school leadership across societies are influenced by various cultural and contextual factors.

This paper is the first systematic review of the empirical studies that present insight into topics, conceptual models and methodologies in research on school principals in Iran.

In reference to increasing consumerization, this article investigates how organizations react to employees’ adoption and use of personal devices at work, such as by incorporating innovative, individual, IT-driven changes into their corporate practices. The paper aims to discuss these issues.

Four in-depth, longitudinal case studies, conducted between 2006 and 2010, feature 92 interviews and observations to ensure triangulation.

We identify three types of organizational reactions (induction, normalization, and regulation) that depend on specific dimensions and affect the nature of subsequent IT-based organizational change.

Continued research into the consumerization of IT can explore how it affects organizations today and whether different effects might arise in other contexts and with different kinds of organizations.

Reversed IT adoption logics have deep consequences for organizations; companies could achieve great gains from them, if carefully considered and managed.

This article addresses a topic that has been analyzed only scarcely and rarely, namely, the consumerization of IT and the tactics organizations use to incorporate user-driven IT innovation. Although this article presents only a few cases, it constitutes an initial attempt to explore this research area theoretically and investigate the ways organizations can harness employees’ personal IT adoption logics to promote creative, IT-driven change in firms.