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Entrepreneurial intention is regarded as a useful and practical approach to understanding actual entrepreneurial behavior. Planned behavior has been widely applied to examine entrepreneurial intention. Nevertheless, how risk aversion affects entrepreneurial intention using the model of planned behavior is not well understood. The purpose of this paper is to develop an integrated model based on planned behavior to examine the direct and indirect effect of risk aversion on entrepreneurial intention concurrently.

The paper first uses factor analysis to study the latent constructs underlying determinants of planned behavior, risk aversion, and entrepreneurial intention. Then, it applies the technique of structural equation modeling to explore relationships among latent constructs. There are 306 survey responses collected from dental school students to run the analysis.

The determinants of planned behavior are positively associated with entrepreneurial intention. There is no direct relationship between risk aversion and entrepreneurial intention. Risk aversion only indirectly reduces entrepreneurial intention through determinants of planned behavior.

The results of the integrated model may be constrained by the sample context of dental students. Replicating the model by using other samples with various educational backgrounds can strengthen the implication of the study. Another limitation is the weakness of the cross-sectional study design, leaving room for improvement by using longitudinal data in the future.

Risk aversion only indirectly reduces entrepreneurial intention. To establish an environment with a strong entrepreneurial intention, a focus on developing a positive attitude and strengthening entrepreneurial skills are perhaps more fruitful than lowering risk aversion. This study also suggests that non-business students may need additional business education to improve the perception of self-efficacy.

The integrated model of this paper is original. The development of the model draws support from planned behavior adjusted to the context of starting a business.

The service-profit chain model (Heskett, Jones, Loverman, Sasser, & Schlesinger, 1994) highlights the well-documented relationship between employee and customer attitudes suggesting that employees who are satisfied and engaged with their work provide better customer service resulting in higher levels of customer satisfaction and, ultimately, driving firm revenue. The authors propose an expansion of the service-profit margin identifying the leadership behaviors that create positive employee attitudes and engagement. Specifically, the authors suggest that leaders who focus on recognition, involvement, growth and development, health and safety, and teamwork (Kelloway, Nielsen, & Dimoff, 2017) create a psychologically healthy workplace for customer service providers and, ultimately, an enhanced customer experience.

The purpose of this paper is to understand how the digital workplace, in particular employees using consumer tools at work (users), impacts how internal IT departments function and their relationships with users they have historically supported.

An interpretive, longitudinal case study highlighting how one IT department coped with the conflicts using consumer tools at work creates a trend called IT consumerization.

Internal IT departments manage the conflicts IT consumerization poses through an ongoing process of conflict and conflict resolution. This impacts the IT department’s relationship with users along three dimensions: IT-control, user-self-sufficiency and IT-user partnerships.

While there is an ongoing debate about internal IT departments needing to change, the study shows how one IT department did change in response to IT consumerization. The authors develop a data-driven model grounded in theories that explains how IT departments cope with the conflicts IT consumerization poses.

This study aims to examine the mediating role of the fairness of the performance evaluation system on the association between the controllability of financial and non-financial measures and managerial performance.

Data was collected using an online survey questionnaire, with 220 responses received from middle and lower-level managers in Australian manufacturing organisations. Covariance-based structural equation modelling using software AMOS 25 was applied to analyse the data. Specifically, Anderson and Gerbing’s (1988) two-step approach was followed with confirmatory factor analyses first conducted to ensure that the measurement model was valid and reliable before running the structural model.

The findings reveal that the influence of managers’ controllability of performance measures on managerial performance is enacted through their perceptions of fairness. Specifically, the impact of controllability of financial (non-financial) measures on managerial performance is enacted through managers’ perceptions of distributive (interpersonal) fairness.

The empirical findings contribute to the literature investigating the empirical consequences of managers’ controllability of performance measures on performance evaluation processes, with the results revealing that the controllability of both financial and non-financial performance measures is positively associated with managerial performance via managers’ perceptions of different dimensions of fairness. Such results suggest that organisations, most of which do not prioritise the use of controllable performance measures in the design of their performance evaluation systems, need to reconsider the importance of the controllability of both financial and non-financial measures in the performance evaluation processes.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

Purpose – The purpose of this chapter is to contribute to the growing academic literature on “post-racial” African American leadership by exploring the election and reelection of Sacramento Mayor Kevin Johnson. Johnson is emblematic of the current generation of young African American leaders: politically moderate, less likely to employ overt racial appeals, and able to assemble a multiethnic political coalition.Design/methodology/approach – This chapter utilizes a combination of semi-structured interviews and multivariate quantitative analysis of an original dataset to reveal both the diversity of the Johnson coalition and the high support for Johnson’s candidacy in Sacramento’s African American community.Findings – Johnson’s case demonstrates the durability of an explicitly moderate, reform-minded, and technocratic coalition and epitomizes the “universalized interest” approach to governance – simultaneously developing strategies to mobilize African American support and formulating public policies to advance group interests while articulating a universalized policy framework.Social implications – On the night that Barack Obama was elected president, Johnson became the first African American, to be elected Mayor of Sacramento. To do so, Johnson assembled a diverse electoral coalition that resembled the Obama coalition. However, this case study demonstrates the unique challenges facing an African American mayor in a majority white city and reveals the continuing importance of race in “post-Obama” urban politics.Originality/value – This chapter utilizes a unique dataset and rigorous methodology for analyzing voting behavior and multiracial coalition formation in American cities. The voter file data analyzed in this study remains an underutilized resource for urban scholars.

Exploiting a novel measure of hostile takeover exposure primarily based on the staggered adoption of state legislations, we explore a crucial, albeit largely overlooked, aspect of corporate social responsibility (CSR). In particular, we investigate CSR inequality, which is the inequality across different CSR categories. Higher inequality suggests a less balanced, more lopsided, CSR policy.

In addition to the standard regression analysis, we perform several robustness checks including propensity score matching, entropy balancing and an instrumental-variable analysis.

Our results show that more takeover exposure exacerbates CSR inequality. Specifically, a rise in takeover vulnerability by one standard deviation results in an increase in CSR inequality by 4.53–5.40%. The findings support the managerial myopia hypothesis, where myopic managers promote some CSR activities that are useful to them in the short run more than others, leading to higher CSR inequality.

Our study is the first to exploit a unique measure of takeover vulnerability to investigate the impact of takeover threats on CSR inequality, which is an important aspect of CSR that is largely overlooked in the literature. We aptly fill this void in the literature.