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11 – 20 of over 132000The purpose of this study is to analyze the effect of education and training and management supervision on the development of entrepreneurship attitude and growth of small and…
Abstract
Purpose
The purpose of this study is to analyze the effect of education and training and management supervision on the development of entrepreneurship attitude and growth of small and micro enterprises (SMEs) developed by state-owned enterprises (SOEs) in Pekanbaru City.
Design/methodology/approach
This research focuses on a discussion of the effects of education and training management oversight of entrepreneurial attitudes and business growth from the distribution of PKBL funds as one attitude of corporate social responsibility (CSR) and the development of small and micro entrepreneurs in Riau Province by selecting three SOEs companies that distribute CSR funding program in Pekanbaru City, namely, PT. Jasa Raharja, PT. Angkasa Pura and PT. Pegadaian Riau region, whereas the scope of this study includes a review of material on the beneficiary of PKBL from 2016 to 2017.
Findings
Education and training conducted by SOEs toward micro, small and medium enterprises (MSMEs) entrepreneurs do not give a positive contribution to the business growth. Management supervision that has been conducted so far has not contributed to the growth of MSMEs business. The entrepreneurship attitude of MSMEs entrepreneurs determines the success of MSMEs. Attitude not only directly contributes to the growth of business but also indirectly mediates education and training in making a positive contribution to the development and growth of the business. Attitude also mediates the management supervision in splitting the growth of MSMEs business.
Originality/value
No previous study has comprehensively studied the education and training and management supervision toward entrepreneurship attitudes and its implications to business growth, especially in Riau, Indonesia.
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Prashant Srivastava and Gary L. Frankwick
The purpose of this paper is to develop a framework for organizational learning in an alliance‐based context. An interaction effect of environmental turbulence on the relationship…
Abstract
Purpose
The purpose of this paper is to develop a framework for organizational learning in an alliance‐based context. An interaction effect of environmental turbulence on the relationship between top management attitude towards learning and organizational learning is proposed.
Design/methodology/approach
The paper begins with the notion that alliances provide an opportunity for organizations to learn from one another. The paper describes three basic tenets of organizational learning. It then proposes how top management attitude will affect these. It also proposes that these relationships will be affected by the environment in which the organizations are operating.
Findings
The proposed framework makes clear that, for organizational learning to take place, both top management attitude toward learning and environmental turbulence will affect the way organizational learning takes place.
Practical implications
The paper proposes an important relationship between top management attitude, environmental turbulence, and organizational learning. In highly turbulent environments, even a positive top management attitude will not always help to improve organizational learning.
Originality/value
The paper fills a gap in the alliance and organizational learning literature by proposing environmental effects on the relationship between top management attitude and organizational learning.
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Josep Llach, Maria Del Mar Alonso-Almeida, Jordi Martí and Alfredo Rocafort
The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to…
Abstract
Purpose
The purpose of this paper is threefold: first, to test the role of the managerial team’s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness.
Design/methodology/approach
Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis.
Findings
The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers’ perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample.
Practical implications
The management team should understand that its attitude toward quality management could affect the company’s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers’ requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm’s employees and the service quality offered to the customers is crucial to achieving better financial performance.
Originality/value
The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team’s attitudes toward innovativeness and the implementation of a quality management standard.
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The study examines the antecedents of responsible financial management behavior among young adults in India and explores the role of financial risk tolerance as a moderating…
Abstract
Purpose
The study examines the antecedents of responsible financial management behavior among young adults in India and explores the role of financial risk tolerance as a moderating variable.
Design/methodology/approach
The sample includes young adults in the age group of 18–35. The analysis uses a two-step approach via standard partial least squares structural modeling (PLS-SEM) and ordinary least square (OLS) regression.
Findings
Structural modeling results show that financial attitude fully mediates the relationship between financial knowledge and responsible financial management behavior, and locus of control influences responsible financial management behavior. Financial risk tolerance moderates the relationship. Among demographic factors, age and occupation influence responsible financial management behavior.
Research limitations/implications
The financial knowledge used in the survey are based on self-reported responses. The future study can include participants from both developed and emerging countries to assess similarities and differences.
Practical implications
Despite the growing focus on improving financial literacy, there are growing concerns regarding responsible financial behavior. Since financial services is related to fiduciary responsibility, managers and policymakers need to ensure that financial knowledge results in improving financial attitude, which further leads to responsible financial behavior.
Originality/value
The present study from an emerging country will add value to the literature.
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Erol Sozen, Imran Rahman and Martin O’Neill
Centered on upper echelons theory, this study aims to examine the interplay of US craft brewery owners’ green consumption values, environmental attitudes and environmental…
Abstract
Purpose
Centered on upper echelons theory, this study aims to examine the interplay of US craft brewery owners’ green consumption values, environmental attitudes and environmental proactivity of their craft breweries. In addition, the moderating role of business challenges on the effect of environmental attitudes on environmental proactivity is assessed.
Design/methodology/approach
An online questionnaire was distributed to a convenience sample of US craft brewers through the Brewers Association Brew Forum Blog. A total of 237 valid responses were received. Structural equation modeling was used for testing hypothetical relationships among key constructs in the proposed research model: environmental values, environmental involvement, environmental sustainability practices and business challenges.
Findings
The results showed that green consumption values positively and significantly influenced environmental attitudes and environmental proactivity. Findings also confirmed the significant positive influence of environmental attitude on environmental proactivity. Furthermore, business challenges moderated the relationship between owners’ environmental attitudes and environmental proactivity of the breweries such that the higher the extent of business challenges weaker is the relationship between environmental attitudes and environmental proactivity.
Originality/value
It is accepted that upper management’s individual beliefs surrounding environmentalism are a contributing factor to the environmental management policy of their company. However, there is very little empirical evidence to demonstrate the impact that these values have in a tangible sense. To satisfy this deficit in the research, the study aims to analyze the relationship between the brewery owners’ environmental outlook and the sustainability practices of their brewery, regarding the former as a key psychological characteristic, which influences and motivates the direction of the latter.
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M.R. Ali, A. Khaleque and M. Hossain
Investigates the attitudes of managers, supervisors and workers toparticipative management and identifies obstacles to implement it inBangladesh: 306 employees, 181 workers, 73…
Abstract
Investigates the attitudes of managers, supervisors and workers to participative management and identifies obstacles to implement it in Bangladesh: 306 employees, 181 workers, 73 supervisors, and 52 managers, from eight medium‐sized industrial plants were interviewed by using a questionnaire. The results showed that workers expressed more positive attitudes than managers and supervisors. Supervisors expressed more favourable attitudes than managers. Managers expressed a lukewarm support to participation. Both workers and supervisors perceived certain organizational situations as barriers to participation. Managers did not perceive these situations as barriers. The implication is that a participative management system is likely to meet with resistance from managers, while workers and supervisors will support it. It is therefore suggested that training and educational interventional programmes should be introduced to change the attitudes of managers.
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Jarna Heinonen and Jouko Toivonen
The purpose of this research is to explore how employee attitudes affect management behaviour in the corporate entrepreneurship (CE) setting. The paper focuses on the…
Abstract
Purpose
The purpose of this research is to explore how employee attitudes affect management behaviour in the corporate entrepreneurship (CE) setting. The paper focuses on the co‐evolutionary processes of practices and elements of the social structure, i.e. simultaneous top‐down and bottom‐up influences.
Design/methodology/approach
Organisation‐level data from individuals in the Finnish public‐sector health and social care organisation was obtained. The questionnaire comprised Likert‐scale attitude statements on different aspects of management behaviour, enabling structures, and individual attitudes. The data analysed consisted of 523 responses. Factor analysis and reliability tests were used to create aggregated measures for different CE antecedents and hierarchical regression analysis in order to test the causal model derived from the previous literature.
Findings
Empirical evidence of the crucial role of individual attitudes and action in CE was found, thus indicating that certain attitude types influence management behaviour. Straightforward communication emerged as the most important bottom‐up modality in that it is needed if individual attitudes are to influence managers.
Originality/value
The results challenge and complement previous research in the field of CE in recognising the crucial role of individual employees. The findings suggest that CE is not catalysed from the bottom up by silent followers, even though superiors find them comfortable to manage. It is rather the self‐confident and satisfied corporate entrepreneurs with initiative who critically question the existing working modes and thus catalyse CE. Finally, suggestions for further research were offered.
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Mary Weir and Jim Hughes
Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that…
Abstract
Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.
Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict…
Abstract
Purpose
Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict management and whether observed differences are linked to cultural attitudes.
Design/methodology/approach
A questionnaire assessed conflict management practices and cultural attitudes of managers from four nations with considerable historical, geographical, and economic differences. ANOVA and ANCOVA were used to test hypotheses about groups differences in preference for three conflict management styles – competing integrating, and avoiding – controlling for differences in demographics and cultural attitudes.
Findings
Statistically significant differences were found on all three of the conflict management styles, although the hypotheses were only partly supported. Controlling for differences in demographics and cultural attitudes had little impact on the main findings. Some similarities among the nationalities were found: “integrating” was the most preferred style, and showed the least variation, among the groups. However, there was less similarity among the nationalities regarding “competing” and “avoiding”.
Research limitations/implications
Since the hypotheses – based largely on national culture differences among the nationalities – were only partly supported, future research should attempt to identify variables that better explain differences among nationalities in conflict management style.
Practical implications
The information on conflict management style preferences in these four nations will be valuable to those wishing to do business there. Further, refuting the common assumption of cultural homogeneity among Asians will better prepare Westerners for doing business elsewhere in Asia.
Originality/value
This paper demonstrates that national differences in conflict management style were not based on demographic differences in the sample or differences in cultural attitudes.
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Nancy E. Day and Patricia Schoenrade
There is currently very little research to support the popularly held claim that “closeted” homosexual workers will have a less positive work‐related attitude and no empirical…
Abstract
There is currently very little research to support the popularly held claim that “closeted” homosexual workers will have a less positive work‐related attitude and no empirical investigation of companies that prohibit discrimination on grounds of sexuality. This study used data from a survey of 744 homosexual employees to determine the relationships of reported disclosure of sexual orientation, anti‐discrimination policies and top management support for equal rights with relevant work attitudes. All three independent variables were found to be significantly related to affective organizational commitment and conflict between work and home. Additionally, anti‐discrimination policies and top management support were related to job satisfaction. However, none of the independent variables were significantly associated with continuance organizational commitment or job stress. It is suggested that human resource managers concerned with integrating gay and lesbian employees begin by educating top managers and creating a work environment in which disclosure of homosexual orientation is supported.
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