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The purpose of this study is to use the grounded theory approach to develop a theoretical understanding of managerial resourcefulness in Turkish culture from the perspective of both hospitality managers and subordinates.

This study adopts the grounded theory approach to systematically analyze the real experience of participants. Semi-structured interviews were conducted with 55 participants, namely, 15 general managers and 40 department managers of five star hotels in Antalya. Computer-based qualitative data analysis software (NVivo 10) was used to analyze the data.

The data from the interviews suggest that Turkish managers can regulate their emotions, thoughts, and behaviors while performing their managerial tasks. Furthermore, they are acutely aware of the role of subordinates in maximizing managerial and organizational efficiency and place such priorities at the center of the organization. The role of culture on managerial resourcefulness is visible. Despite this, organizations are not affected by the high power distance culture within the country. Specifically, managers have a management model based on mutual trust with their subordinates, giving importance to their feelings, thoughts and well-being, communicating strongly with them, expressing appreciation and gratitude for them, and emphasizing human values.

The paper is the first attempt to develop a hotel-specific model of managerial resourcefulness, which could serve as a theoretical foundation in the further examination of managerial resourcefulness. Therefore, this study contributes to the existing literature by shedding light on the importance of sector-specific competencies in effectively managing subordinates in Turkish culture.

本研究运用了扎根理论作为研究方法旨在运用酒店管理者和下属员工的双重视角来研发在土耳其背景下的管理智慧的理论认知。

本研究采用了扎根理论来系统分析参与受访者的真实体验。对55位来自安塔利亚一座五星级酒店的15位总经理和40位部门经理进行了半结构化的访谈。计算机定性研究软件（NVivo 10）用来分析数据.

访谈结果表明土耳其的管理者可以在履行职责的时候有效控制情绪, 思想和行为。他们能够尖锐的认识到组织下属对于最大程度优化组织效率的重要性, 并且将其放在组织的中心。本土文化在管理智慧中起到了可见的作用。尽管如此, 组织并没有受到本土高权力距离文化的影响。特别指出的是, 管理者采用以互相信任而建立起来的管理模型, 重视下属的情绪, 思想和主观幸福感, 并且强调沟通, 善于表达对下属的感谢和欣赏, 以及重视人文价值。

本研究是首次提出了以酒店为背景管理智慧模型, 从而可以为今后的管理智慧研究提供理论基础。因此, 本研究强调了以土耳其为文化背景行业特定的专业能力在有效管理属下过程中的重要性, 从而补充了已有文献。

The purpose of this paper is to explore the extent to which entrepreneurial resourcefulness and competencies theories and practice can be applied in small youth entrepreneurship in Ghana as well as develop an entrepreneurial resourcefulness model for youth entrepreneurs that incorporates their competencies.

A qualitative exploratory approach using semi-structured in-depth interviews amongst 32 youth entrepreneurs in Accra, Ghana was used.

Youth entrepreneurial resourcefulness embraces some relevant concepts of traditional entrepreneurial resourcefulness and competencies. It also emerged that there were other competencies including discipline, understanding business numbers and being empathic which are competencies associated with youth entrepreneurial resourcefulness.

This paper was limited to a small sample of youth entrepreneurs in Ghana; thus, the generalisation of findings should be done with care.

A “3Ps” model for entrepreneurial resourcefulness in youth micro-entrepreneurship is proposed, which encompasses the attributes of personal, people and political competencies. This paper is one of the few attempts to study and explain the type of competencies and resources embedded in youth entrepreneurial resourcefulness.

The current research proposes a model that integrates certain psychological and demographic factors in developing and strengthening young Saudi women's perceptions of entrepreneurial resourcefulness, which eventually may lead to the development and enhancement of their entrepreneurial intentions. The study also examines the ways in which changing socio-cultural norms and values may augment investments and/or efforts to enhance cognitive enablers, including entrepreneurial resourcefulness, and thereby build and strengthen entrepreneurial intentions among female entrepreneurs (i.e. human capital) in a transitioning society. Saudi Arabia is a relevant research context because the Saudi government has invested enormous resources to develop the country's human capital, particularly Saudi government intends to enhance Saudi women's participation in entrepreneurial spheres to be enhanced significantly. Saudi Arabia is undergoing a radical socio-cultural transition, and the kingdom seeks to capitalise on this ongoing transformation to further encourage women to tap into their under-utilised potential. This study seeks to corroborate such moderation effects.

The authors utilise the intellectual capital (IC) framework and theory of planned behaviour (TBP) to propose the conceptual model in this study. Using a sample of 628 young female respondents – potential entrepreneurs studying at various universities in Saudi Arabia, the authors test the hypothesised associations through partial least squares (PLS)-based path modelling.

The authors found a significant positive impact of psychological factors, such as perceived behavioural control, attitude towards entrepreneurship, subjective norms and entrepreneurial self-efficacy, on the development and enhancement of perceived entrepreneurial resourcefulness. In addition, demographic factors, including family income, family background, family business experience and entrepreneurship education, play a significant positive role in enhancing individuals' entrepreneurial resourcefulness perceptions. The authors further found that enhanced perceptions of perceived entrepreneurial resourcefulness develop and enhance entrepreneurial intentions among female entrepreneurs. However, the transformation in social and cultural norms significantly moderates this cause and effect relationship.

This study is among the first of its kind to investigate the moderating effects of social and cultural transformation on efforts and/or investments to enhance intellectual capital (more specifically, human capital) and thereby promote entrepreneurship. The study is also valuable for its focus on a unique context, i.e. female entrepreneurship in the Middle East and, more specifically, Saudi Arabia. The study offers useful insights and implications both for theory and practice, particularly for policymakers seeking to augment their intellectual capital formation efforts through an effective orchestration of socio-cultural transformation, which seeks to empower female entrepreneurs to succeed in the face of significant socio-cultural impediments.

The purpose of this paper is to develop and validate an instrument/scale to assess the performance of Indian software professionals (SPs).

Data were collected from 441 software and senior software engineers from eight Indian software firms. The team leaders assessed the performance of software and senior software engineers on 16 items. The software engineers self‐reported their experience, need for achievement, and need for social power. The financial performance (FP) of the software firms where the software engineers were working was procured from secondary sources.

The exploratory and confirmatory factor analyses of scores on 16 items of the instrument suggest six dimensions of performance. They are work‐efficiency, personal resourcefulness, inter‐ and intra‐personal sensitivity, productivity orientation, timeliness, and business intelligence. The dimensions have reliability and high convergent validity. SPs having more years of experience, higher need for achievement, and higher need for social power are high performers. The (low) high performing SPs are from firms that have (lower) higher FP.

Human resource managers can evaluate the performance of SPs holistically on six dimensions for training, reward administration, job rotation, and promotion decisions.

This paper develops a behavioural instrument to assess the performance of Indian SPs.

This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.

Data were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.

The analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.

Managers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.

This study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.

Extant literature highlights the inadequacy of using just four domains – leadership, strategy, structure, and environment – for identifying firms’ configurations. The purpose of this paper is to answer the questions – what firm-level and external elements should be used to identify young firms’ configurations? Which among these is the core element?

This paper relies on literatures on configuration approach and entrepreneurial orientation (EO) to build the assertions concerning the issue of theoretical specification used for generating young firms’ configurations, and its core element. Crisp-set qualitative comparative analysis (CS-QCA) of the data collected from 70 young firms supports the arguments. Various robustness analyses reaffirm these assertions.

Literature review reveals that EO represents a firm’s decision-making proclivity concerning new entry and proactive risk-taking. CS-QCA supports the assertions that: inclusion of EO improves the configurational explanation of young firms’ performance; EO is the core element of young firms’ configurations; and market orientation or social capital cannot substitute EO in configurational studies of young firms’ performance. CS-QCA serves as a tool to support an alternative theoretical stance that questions the adequacy of extant domains used to identify configurations.

This paper theorizes for inclusion of EO as an additional domain for identifying young firms’ configurations, and exploits novel capability of set theoretic methods of CS-QCA to explore the issues of model specification and conjunctural causation, and ascertain the core element of configurations.

This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged by the human factor of businesses. Consequently, businesses often waver with the fulfillment of their strategic goals and face harmful repercussions. Subsequently, strategic leadership plays a crucial role in the advancement of incorporating spirituality in the workplace and cultivating a perception of the spiritual domain at the individual, team, and organizational levels. To succeed, organizations need to overcome the challenges pertaining their members' retainment and wellness. This is because members often act on their emotional, moral, and ethical concerns that are pillared by their spirituality-centric views on colleagues and management. As the overarching term, workplace spirituality has been linked with organizational learning, togetherness, sense of nurturement, and interpersonal fulfillment with tasks and often coincidences with managerial application of strategic approaches. For the synthesis of service focused businesses, authors exemplify studies within tourism and hospitality industries.

The purpose of this paper is to explore and compare causal recipes for high performance among young Indian and UK firms in high-tech industries.

The traditional configuration approach suggests using the leadership, strategy, structure, and environment domains to identify configurations. In response to calls to improve causal linkages, and drawing on work on start-ups’ configurations, entrepreneurial orientation is used with these four domains to identify configurations. Fuzzy-set qualitative comparative analysis is used to analyze data collected via questionnaires from 70 Indian and 21 UK young firms.

In all five configurations identified in UK context, firms adopt high external integration, and employ inorganic development strategies, exhibit high internal integration, or do not operate in a highly competitive industry. These firms carve out niches, enjoy strong linkages with supply chain partners, and have strong enough reputations that their environment is not highly competitive. Although employees are told what to do, autonomy is provided on how to do it. Among the nine Indian configurations, a large number of managers with high-growth experience is absent in eight, high internal integration is lacking in six, and high external integration is missing in five. These firms employ alternative recipes for success, as discussed in the paper.

Comparing configurations in the Indian and UK contexts, the paper highlights similarities and differences across configurations, and that founders devise alternate pathways to achieve high performance. It also notes changes in relationships among variables across configurations.

The purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find an answer to enhance expatriate mission accomplishment rate at subsidiaries abroad.

This study examines the development of global human resources. In-depth face-to-face interviews were employed to collect data from eight senior HR managers in three financial institutions in Taiwan, while data from 28 expatriates in the overseas subsidiaries were obtained from asynchronous e-mail interviews. Conventional content analysis was used to code categories directly from the data.

The results of the study revealed that organizational policies do not focus on developing global human resources. To portray a global image, the focus is on staffing overseas subsidiaries with foreigners and Taiwanese that can speak English. Development to prepare staff for expatriation is limited to pre-departure training that focused mainly on language and cultural awareness training. However, organizational support during expatriation and repatriation is important. Expatriates view security briefing crucial and familiarization visit helps them to decide whether or not to accept expatriation. Organizational policies favor those that were not expatriated in terms of career progression deter managers from accepting international assignments.

It highlights some best practices in developing global human resources taking into consideration the herd mentality and social perspective. Social support, social learning and social capital are instrumental in developing global human resources as these hasten cultural adjustment.