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This study explores the configurations of management control systems (MCSs) while taking into account entrepreneurial cognition styles (ECSs) in small and medium enterprises (SMEs). The objective is to understand the impact of ECS on deployment and identify the various modes of MCS configurations employed by SMEs. The authors draw on and synthesise two theoretical perspectives relating to cognition and management control packages to understand the associations between ECS and MCS employed by SMEs in managing their business. This study was conducted using a quantitative approach that utilises a questionnaire survey to collect cross-sectional data from 150 SMEs. The authors uncovered three cognitive styles: knowing (e.g. preciseness), planning (e.g. organising), and creativity (e.g. innovativeness). Furthermore, five configurations of MCS utilised by SMEs were identified: customer focus, performance monitoring, administrative focus, strategic focus, and development focus. By combining both analyses, the authors discovered three constellations of significant association between ECS and MCS characterised by Cluster 1’s cohesive integration approach, Cluster 2’s revealing strategic approach, and Cluster 3’s multifaceted exploration. The study is significant because it uncovers the complex relationship between ECS and MCS configurations, highlighting their interdependence within the institutional context. Using a cognitive view, the authors explore how the cognitive styles of entrepreneurs facilitated imprinting institutional context into MCS configurations. These insights enable us to envisage that ECS is not mutually exclusive but forms a continuum that provides more plausible explanations that relax the direct universal relationship between MCS configurations and contextual factors.

The aim of this study is to determine Turkish managers' conflict styles in different sectors, namely durable consumer goods, aviation, automotive and banking.

A total of 130 managers' conflict management styles were assessed by applying the Rahim's 1983 Organizational Conflict Inventory‐II.

First, integrating and, second, compromising are found to be the most preferred conflict styles of Turkish managers. The other important finding is that preferring obliging styles of conflict management changes according to the status of managers. Obliging is mostly used when the conflict partner has an upper level status.

Additional data from cross‐cultural studies are needed to form a comprehensive understanding of conflict management styles. Also, the number of respondents in the study is not enough to generalize the findings; additional data from different sectors could make the findings more valid.

There seems to be a need for seminars or practice‐oriented workshops on evaluating and understanding the nature of conflict and learning to manage conflict as a beneficial and creative process for the betterment of both individuals in organizations and organizations themselves.

The study provides a revised base for cross‐cultural conflict management studies and also highlights the national dynamics of Turkish managers' relationships, especially for international investors.

Understanding how managers in position of leadership experience culture is essential to avoid instability and poor performance in international strategic alliances. This study tests the proposition that national culture, top management team culture, and manager's personality influence leadership and shapes intercultural fit through the predominant management style in US‐Mexican strategic alliances.

Strategic leadership and personality theories constitute the framework for this study. Managers from the US‐Mexican strategic alliances which partners hold an equity position were surveyed and provided data to test the hypotheses.

Findings show that American and Mexican managers construct their own social reality with rules and norms bounded primarily by the existing organizational culture in the alliance. Both managers' management styles are similar and converge into a participative “consultative” style emerging as a “third culture” characterized by task innovation and emotional concern as American managers' input and task support and social relationships as Mexican managers' contribution. This study suggests that if adequately balanced, individualism‐collectivism is a source of intercultural fit while building shared leadership.

Managers of international alliances may reconfigure individual and cultural orientations and styles of alliance partners in the design of management teams to build high levels of social effectiveness. The innovator style of American managers supports the dynamics of change for the alliance to advance while the adaptor style of Mexican managers builds stability, order, and maintains group cohesion and cooperation.

Intercultural fit in international strategic alliances is achieved through designing organizational cultures that incorporate partners' cognitive diversity into the relationship.

During the twentieth century, much of the discussion about managerial behaviour centred on the difference between management functions and manager roles, with much of the debate centring on “Who is right, Mintzberg or Fayol?” Reports on a study, involving 523 Australian managers, which suggests both are right – Fayol gave us management as we would like it to be and Mintzberg gave us management as it is. In doing so, promulgates a set of new constructions of managerial behaviour – preferred managerial style (management as we would like it to be) and enacted managerial style (management as it is). Taken together, we now have available to us a more integrated theoretical base for research on management and managerial behaviour, and a measure that can be used to progress the required research.

This study aims to explore the impact of well-educated young Chinese employees’ notions of work on their conflict management styles in the increasingly turbulent workplace to help better manage work-related conflict in the time of transition in China.

Self-administered questionnaires were used to collect data from over 400 young Chinese employees. The data were first factor analyzed to explore the underlying dimensions of contemporary work notions in China’s transition period. Hierarchical regression analysis was then conducted to explore the relationship between dimensions of work notions and conflict management styles.

The results showed that well-educated young Chinese employees’ notions of work consisted of sense of control, fulfilling and rewarding, holistic concerns, personal growth and development and meaningfulness. The results further indicated that young Chinese employees with strong needs to satisfy individual interests in their work tend to use competitive methods to manage work-related conflicts, employees with strong needs to satisfy group interests in their work prefer to use collaborative methods and those who believe in collective efforts in achieving individual goals through group goals’ obtainment are more likely to use collaborative and compromising approaches.

This study provides a new perspective to manage work-related conflict in the Chinese context. The findings of this study are able to help enrich conflict management theories in China and suggest insightful conflict resolution approaches to work-related conflicts in China’s changing environment. This study also helps bridge the research gap between work notions and conflict management styles. The results of this study can greatly facilitate Chinese companies’ endeavors toward crafting a more innovative workforce and help improve employee performance in China’s transition to industrialization.

The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.

The purpose of this paper is to examine the impact of collectivism on conflict management styles in Turkey and to help conflict management researchers and practitioners better understand conflict and conflict management in an international context.

Self‐administered questionnaires with the ROCI scale were used in this study. Data were collected by surveying 244 managerial employees from both public and private organizations. Factor analysis and regression analysis were then used to explore the relationships between conflict management styles and different aspects of collectivism. Differences in demographic factors were also discussed.

This study shows Turkish people are more likely to use collaborating style, instead of compromising or avoiding as expected from a collectivistic culture. Further, different aspects of collectivism have different effects on Turkish conflict management styles: the importance of competitive success leads to preferences for competing style; the value of working alone leads to less collaboration; the norms of subordination of personal needs to group interest are positively related to more collaborating and accommodating; and the beliefs of the effects of personal pursuit on group productivity are positively related to more compromising.

While Turkey has become more important in world markets, very few studies have been conducted to explore Turkish conflict management styles. This paper examines the ranking of preferences in conflict management methods in Turkey, as well as the impact of collectivism on different conflict management styles, which extends the understanding of cross‐cultural differences in conflict management.

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas.

The related literature on performance measurement, management control systems and management information systems, in the context of organisational culture, is examined and a framework for mapping the interplay of the three areas is developed. The research is based around five case studies where performance measurement systems were implemented in action research programmes, using identical implementation methods, by the same research team. The use of the performance measurement systems was then observed over a period of time in relation to the implementation lifecycle, changes to management style and organisational structure over time. The dynamic relationships were then mapped using the framework developed. Patterns were observed, which led to new insights.

Organisational culture and management style seem to be interdependent throughout the lifecycle of the performance measurement system. That is, management styles need to evolve as the maturity of the performance measurement system and the organisational culture evolve. A successfully implemented and used performance measurement system, through cultural change, leads to a more participative and consultative management style. Similarly, the correct use of performance measurement systems can encourage an achievement culture to emerge. All five cases suggested that an authoritative management style was essential at the start but this would change with the emerging culture.

The research results are limited to five socially constructed case studies. Whilst these findings remain valid, they cannot be used for universal generalisations. In terms of modelling the organisational culture, the research focuses on the organisation as a whole and does not take into account the possible existence of sub‐cultures within the organisation.

A better understanding of management styles and organisational culture will allow practitioners to better assess the organisations' readiness to implement performance measurement systems. Similarly, the results provide guidance towards the management styles that would be appropriate when implementing performance measurement systems in different cultural settings.

The framework for modelling the dynamic relationship between performance measurement, management style and organisational culture, together with the findings, should provide useful insights and methods for future researchers in this area.

Management style is associated with McGregor and his Theory X‐Theory Y, which he introduced in 1960. Comparatively little change in ideas about preferred styles took place throughout the sixties and seventies, once McGregor had established his approach, until around 1976 or so when social scientists began to look more closely into Japan's successful formula. As a result, one group of investigators claim to have identified an A style which grows out of American culture and a J style which grows out of the Japanese. These differ fundamentally in essential details and one new approach is to seek a hybrid style, known by the investigators as the Z style, which incorporates the best of both cultures. The terms A, J and Z, though not yet in wide usage, are beginning to creep into the literature and might eventually find their way into the manager's vocabulary, but in any case, the review of these new styles makes a valuable contribution to the study of management style. As seminar material this article is important in that it relates management style to the socio‐political environment.

The global COVID-19 crisis posed many managerial and leadership challenges for principals. More specifically, after the crisis passed noticeable changes in school climate manifested and affected principal management style. The present study examined perceptions of principals regarding school climate and its impact on management style. The research literature clearly affirms the profound impact of school climate in terms of the relationship between students and school leaders. The study focused solely on religious high schools because, in Israel, the negative impact of the pandemic was most marked there.

The study was qualitative in nature, and included semi-structured interviews with 10 religious school principals in Israel. Study participants were asked about the existing school climate and their management style in light of the COVID-19 period.

This study indicated that positive school climate and interpersonal relationships between principals and students were affected by the COVID-19 crisis. Study participants reported that principals had to work arduously in the post-COVID-19 period to restore and improve positive school climate and consequently their management style also needed altering. Specifically, restoring open lines of communication and a sense of belonging as the main components of the school climate were the main foci of principal work. The principals' management style had to be more open and inclusive to restore a sense of belonging and security among students.

The study highlights the importance of an open and inclusive management style to restore positive school climate after crises.