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The purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting and comparing both the composition and compilation perspectives.

Data were collected over three time points from 410 undergraduate students nested within cross-functional project teams (N = 62). The data, including individual self-reports and judges’ ratings of team performance, were aggregated to the team-level using both composition (mean) and compilation (skewness) approaches.

The findings indicate that mean-levels of negative affectivity were associated with decreased psychological safety. The use of skewed conscientiousness counterintuitively suggests too many highly conscientious members can also be detrimental to psychological safety. Psychological safety influences team potency and ultimately performance.

The results of this study highlight that the aggregation approach used is important. For example, the use of skewed (but not mean-level) conscientiousness brought an undetected and counterintuitive relationship to light. Future research should use compilation approaches in addition to composition approaches.

This paper aims to examine the influence of future and past negative time perspectives on job satisfaction and organizational commitment. The effect of national culture (Mexico versus the USA) as a moderator of the above baseline relationships is also analyzed.

The research model is tested using survey data drawn from a sample of 287 Mexican and 274 US MBA students (N = 561). Regression analyses were used to test the hypotheses.

Future time perspective has a positive relationship with job satisfaction and organizational commitment. Past negative time perspective has a negative association with both job attitudes. The effect of future time perspective on job satisfaction was significantly stronger in Mexico than in the USA. No other significant differences between the countries were found in terms of the time perspective and job attitudes association.

The results have implications for managing dispositions that affect work-related attitudes and behaviors with consequences for organizational effectiveness.

The findings suggest that time perspective affects job attitudes. Further, they also suggest that the interplay between future time perspective and culture influences job satisfaction.

This paper aims to compare style and behavior-focused individual difference measures in their ability to uniquely predict naturally occurring conflict acts.

Primary participants (and a friend of their choosing) completed a style measure and a behavior-focused measure about the primary participants and reported on the occurrence of a variety of conflict actions over a 60-day period.

For self-ratings and friend ratings, both the style measure and the behavior-focused measure were significantly related to the occurrence of conflict acts. However, the unique effect of the behavior-focused measure was stronger than that of the style measure.

The data were collected from college students, thus limiting the generalizability of the findings. The measure of conflict acts was based on recall, which may also be subject to error and bias. In terms of implications, the findings strongly suggest that behavior-focused instruments are superior to style measures in predicting everyday conflict acts.

Because the behavior-focused individual difference measure was a better predictor of actual behavior than the style measure, investigators interested in such prediction may want to seriously consider using such measures.

Little research exists regarding the relative predictive abilities of style measures and behavior-focused measures; this paper provides some of the first such evidence.

Drawing on both the stakeholder theory and Carroll’s Corporate Social Responsibility Pyramid, this chapter explores sustainability practice challenges of a gold minning multinational enterprise in Ghana. Primary data was collected through observation and the interviewing of multi-stakeholder groups. We found that internal stakeholders perceive sustainability expenditure as costly. However, while employees of the case enterprise see the cost as depleting shareholders’ wealth, managers view them as investment with possible long-term benefits. Meanwhile, the external stakeholders perceive the gold mining enterprise’s sustainability expenditure as meagre and that beneficiary communities are not economically empowered to sustain those investments. Again, we found that government’s inability to clamp down illegal gold mining threatens economic and environmental sustainability. Additionally, members of the host community identify the lack of adequate employment opportunities within the entity as a hindrance to their economic empowerment. We submit that the resolution of the sustainability challenges would contribute to the balancing of stakeholders’ expectations: the conduct of ethical business through compliance to environmental laws; promotion of host communities’ social well-being; and improved economic returns for shareholders. By meeting the needs of stakeholders, gold mining enterprises could gain acceptance in their host communities and boost corporate reputation.

This article describes a systematic process initiated by Parke‐Davis Pharmaceutical Research and Development to increase the leadership capabilities of its scientific management staff. Our approach to helping scientists step up to the challenging responsibility of leading others was built around four powerful ideas: imagination, leadership, application, and community. A process of university based executive education programs and follow‐up sessions was initiated to help managers shift their perspective from following the science to leading other scientists. Achievement of this objective was accomplished by developing a partnership with the University of Michigan Executive Education Center.

The experience of waiting for service is often the first direct interaction between customers and most service delivery processes. The literature on satisfaction with waiting has paralleled the literature on general service satisfaction, in which the relative importance of actual performance, perceived performance, and the disconfirmation between expected performance and perceived performance has been the subject of much debate. This paper presents an empirical study of satisfaction with waiting for service in a fast food environment. The study demonstrates that actual waiting time, perceived waiting time, and the disconfirmation between expected waiting time and perceived waiting time are all related to satisfaction with the waiting experience. It further demonstrates that the relative importance of each of these variables in predicting satisfaction depends on the differences in the needs of the customers. The implications for both theory and practice are significant: the importance of the perception of the experience increases as the importance of the satisfaction measure increases. More specifically, for customers who are concerned about time, the perception of the time spent waiting is a better predictor of satisfaction than the actual waiting time.

Introduces a framework for integrating the operations management and marketing approaches within a service operation. Focuses on customer satisfaction with waiting time, with the aim of providing improved satisfaction for a given level of resources. Provides an application of this methodology by presenting an example in the fast food industry. Concludes with suggestions for extending such a framework to other service organizations.

Only in the search tor answers to disruptive questions will you find the means to build an Extraordinary Organization

This chapter analyzes the relations among bank mergers, changes in boards and their networks, and changes in the global footprint of merging banks. We examine all mergers involving U.S. banks with foreign branches between 1986 and 2004. We find that while the largest banks have become even larger through mergers, their boards have stayed roughly the same size with the same pattern of connections, leaving banks relatively less central in the intercorporate network. And while global banks previously had more globally oriented boards, this is no longer the case, as the link between board networks and strategy has become more tenuous. Because global banks were particularly prone to merging, the average commercial bank in the U.S. is now far more domestically oriented than firms in most other industries. American banks have thus become more domestic at the same time that the rest of American industry has grown much more global.

This article discusses static hedges for installment options, which are finding broad application in cases where the option‐buyer may reduce up‐front premium costs via early termination of an option. An installment option is a European option in which the premium, instead of being paid up front, is paid in a series of installments. If all installments are paid, the holder receives the exercise value, but the holder has the right terminate payments on any payment date, in which case the option lapses with no further payments on either side. The authors summarize pricing and risk management concepts for these options, in particular, using static hedges to obtain both no‐arbitrage pricing bounds and very effective hedging strategies with almost no vega risk.