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This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations.

This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis.

The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style.

This research is based on five case studies; further research is recommended to establish the current typology.

This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles.

This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.

The dynamism of competition in international markets requires managers to react accordingly and ensure the firm's survival and competitiveness. This study examines the impact of cognitive styles and dynamic managerial capabilities (DMC) on a firm's international performance and the mediating role of these capabilities in the relationship between cognitive styles and international performance.

This study adopts a quantitative cross-sectional research design, employing a sample of 306 firm owner-managers from exporting companies in Kosovo.

The findings suggest that managers' cognitive styles positively influence firm international performance, including their impact on DMC. Results also indicate that only managerial cognition mediates cognitive styles' effects on a firm's international performance, compared to managers' social capital.

In this study, the authors contribute to the literature by integrating cognitive styles with DMC in a transition country. Moreover, the authors demonstrate that DMC mediate the impact of cognitive styles on the firm international performance.

The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia.

The study is based on a sample of 482 line and middle managers covering eight geographic regions, 14 industries and 80 organizations in Russia.

Employing factor and cluster analyses the paper identifies four distinct managerial styles: paternalistic, exploitative, performance oriented and passive. In addition, the paper analyzes a number of contingent characteristics of these typological Russian managers such as their age, career development, regional, industrial and organizational presence.

The analysis enriches the understanding of managerial style idiosyncrasy, heterogeneity and evolution in Russia. The identified plurality of managerial styles, differentially related to a number of contingency variables, indicates that it pays off for western companies to avoid using stereotypical ideas when dealing with their Russian counterparts and employ conscious strategies when recruiting managers to their Russian operations instead.

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.

The purpose of this paper is to contribute further insights into how cognitive styles influence managerial behaviour, using a qualitative approach.

Written testimonies were gathered from people with different cognitive styles, and content analysed (n=100).

Qualitative evidence was found for managerial style preferences in accordance with cognitive styles, leading to various ways of decision making, conflict handling, and giving feedback.

Future research should explore how these results can be linked to contextual elements and to managerial performance.

This study contributes to increased managerial style awareness, which is important for intrapersonal development and interpersonal cooperation.

This is one of a few studies that have sought to qualitatively grasp the implications of having a particular cognitive style. It provides relevant insights into task‐ and people‐oriented managerial practices beyond previous, mainly quantitative studies.

Decision styles and Machiavellianism were studied among four groups of managers in pharmaceutical companies. Using a Decision Styles Inventory, directive, analytic, conceptual and behavioural decision styles were studied, each representing a different combination of cognitive complexity and brain hemisphere preference in decision making. Machiavellianism was assessed using the Mach IV scale of Christie and Geiss (1970) and its components, namely, tactics, views and morality. The sample studied comprised 39 marketing, 23 financial, 35 medical and 21 operations managers. No significant interdependence was found between decision style, Machiavellianism and managerial group. Further research is recommended to investigate differences in decision style between managers and non‐managers, and to establish the effects of Machiavellianism in the workplace.

This issue is a selected bibliography covering the subject of leadership.

The paper seeks to investigate and conceptualize differences in managerial styles and inter‐organizational relationship (IOR) strategies of small and medium‐sized enterprises (SMEs) in the international environment, and make managerial implications useful for business practitioners and educators.

The study applies comparative management research methodology. The management style dimensions analyzed in the paper are supervision, decision making, information‐sharing styles, and paternalistic orientation. The types of IOR strategies considered are conjugate, confederate, agglomeratic, and organic. Data were collected through surveying managers of entrepreneurial firms from the USA, China, and Russia, operating in the same industry. Factor analysis was applied for scale validation, and regression models were used for hypotheses testing.

The relationship between managerial styles and types of IOR strategies pursued by SMEs was documented. The cross‐cultural differences in terms of SMEs' orientation towards different types of IOR were also revealed.

The study indicated that it is possible to predict prevailing IOR strategies based on cultural differences in a systematic way. Because of SMEs' rapid globalization, the study findings contribute to the efforts of achieving better correspondence between IOR‐building strategies of small businesses in different countries. Educational and training programs preparing international SME managers to distinguish, substantiate and deal with the revealed cross‐cultural IOR differences will be helpful for achieving this goal.

The major value of the study is that it provides insight into IORs from the small business perspective in a cross‐cultural setting.

Research in educational settings has indicated, inter alia, that the organizer and administrator’s personality (principal’s), ways of working, the nature of her/his interpersonal relationships and administrative practices or behavior are likely to be some of the important reasons behind the differential performance of schools. Perhaps, this is so because “experience without wisdom” can be a trap. Headships who reflect on their own interpersonal behavior create opportunities for components of the school (teachers, students, non‐academics and parents) to realize their individual capabilities in the face of rapidly changing demands of growth and job satisfaction (e.g. reduced interpersonal conflicts). Every such stakeholder has an eye on the managerial capabilities of the principal of the school. Thus, more interpersonally skillful and gifted the leadership available in a school, the more performing the institution.

This article examines how cultural values influence managerial styles. Differences between Western and Asian cultures are discussed. Managerial practices in companies in Hong Kong that are run by both local Chinese and by Western management are discussed, and compared with American and Japanese style of management. The relative importance of cultural values and the level of industrialisation in the society is considered, and the influence of the level of technology on management style, with particular reference to changes that have taken place in management of Hong Kong enterprises as they have developed, is also discussed. The general conclusion appears to be that the management style is a function of the level of industrialisation, but is tempered by cultural characteristics.