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Relationships between multinational corporations (MNCs) and developing nations are known to have benefits as well as costs, particularly for the host country. The purpose of this study was to investigate the perceptions of managers on the effects of MNCs on a developing nation. Using a sample of 1344 Arab and non‐Arab managers in Kuwait, the authors find the respondents perceive positive effects of MNCs on the business‐economic, legal‐political, and technological environments of the country. However, the effects of MNCs on the social‐cultural environment in Kuwait are perceived as negative. The authors recommend that MNCs operating in Kuwait be sensitive to these perceptions to ensure harmony in future business ventures.

In recent times there has been an explosion in the number and value of mergers and acquisitions. The pressing question that is argued by both managers and academicians relates to the performance of these high value decisions. This paper examines the literature relating to the performance of mergers and acquistions with a view to throwing some light on the question. Criticisms of the existing literature are provided, as also are specific recommendations for future research such as including more longitudinal instead of cross‐sectional studies.

Asserts that top management needs to be aware of both high and low consensus among their management teams in terms of commitment to what they say they are doing in the organization. All too often leaders in organizations who are conditioned by repetitive refrains of hearing the “customer is number one” come to believe it and fail to evaluate the extent to which it is actually operative in the firm. Attempts to give a background for strategic management and organizational effectiveness and to relate a current observation to answer the question: do we do what we say we do? Emphasizes the importance of strategic management and organizational effectiveness. Presents an array of organizational effectiveness concepts that relate to strategic management processes. Uses data from a New York Stock Exchange listed company with more than 1,500 employees to investigate the level of commitment and consensus among the top management team, and presents the findings.

Explores the organizational components deemed necessary to the development of heterogeneous self‐managed work teams. Explains the interrelationship between organizational structure and strategies. Describes the organic structure, with emphasis on formalization, socialization, training and empowerment/ decentralization, as the cornerstone of the development of these teams. Outlines strategies for effective use of communication, shared values and trust.

Confirms the empirical test of Hunt and Vitell’s general theory of marketing ethics by Mayo and Marks across four cultures. Uses path analysis to show the core relationships of the general theory of marketing ethics were successfully replicated using over 1,500 students from seven universities in the USA, Canada, the Netherlands, and Australia. States that tomorrow’s managers appeared to use a more deontological approach to making ethical judgements about personal selling. Extends its original research by confirming the positive relationship between the probability and the desirability of consequences. Concludes that, although the model was originally intended to explain management ethical decision making, the study shows that it may be possible to generalize as to how individuals make ethical life decisions.

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

Under the Americans with Disabilities Act (ADA), companies must provide customers with disabilities access to their “physical” stores. With the advent of the pure Web store, some wonder if the ADA will extend into “cyberspace”. So, are companies ready? This study assesses Web sites to determine their readiness. Results reveal that only 9 percent of the sites have accessible home pages.

This synthesis covers academic research on the use of valuation, tax, information technology (IT), and forensic specialists on audit engagements. The importance and role of specialists on audit engagements have recently increased, and specialist use has garnered significant attention from regulators and academics. Given the PCAOB’s (2017b) recent proposal to revise auditing standards regarding specialists’ involvement, it is important to review the specialist literature as a whole. By integrating research across these four domains, I identify commonalities and differences related to: (1) factors associated with the use of specialists on audit engagements (including the nature, timing, and extent of use); (2) factors impacting auditors’ interactions with specialists (including specialists contracted by the auditor or management); and (3) outcomes associated with the use of specialists. This integrated analysis of the specialist literatures shows variation in the use of specialists, and various factors affecting both if and how they are involved and whether auditors use specialists internal or external to the audit firm. Additionally, research has sometimes (but not always) linked specialist involvement to higher audit quality. The commonalities and areas of variation identified are informative to audit research and practice, particularly as regulators and audit firms look to improve the quality of audits using specialists. Throughout the synthesis, I also provide a number of directions for future research.

This paper investigate the antecedents of the public sector's senior management in interpersonal trust relationships involving sceptical internal audits in public services administrations. This is fundamental for a positive audit, as it affects the auditing relationship and assures a sound public administration.

The author surveyed 261 senior management from 24 Israel's local authorities (about 30%), representing large, medium and small administrations in Israel's North District.

The results indicate that senior management's antecedents to trust sceptically minded internal audits are positive for audit knowledge sharing. Findings also reveal that the internal auditor's ability, integrity and benevolence significantly impact senior management's trust. Whereas open communication does not significantly affect the senior management's propensity to trust, its satisfaction with its internal auditor fosters positive trust and support.

Understanding the antecedents of the senior public manager on internal audit benefits the audit outcomes. Albeit audit professional scepticism's interpersonal trust relationship with senior public manager influences the audit. Audits efficiently related to organisational culture and outcomes.

A new practical model of senior management trust antecedents is presented for a more effective auditing system and public administration. The model is original, as no other empirical studies have yet dealt with senior management's trust in internal audits in the public sector.

Building on organizational justice and privacy literatures, the purpose of this paper is to test a model capturing the impacts of potentially inappropriate/discriminatory interview questions on job applicant perceptions and behavioral intentions in a developing economy context with a multicultural workforce.

An experimental design using senior undergraduate students (n=221) seeking or about to seek jobs in the United Arab Emirates was used to examine interviewees’ reactions to inappropriate/discriminatory interview questions. A questionnaire was used to collect the data. Structural equation modeling and bootstrapping were used for data analysis and hypothesis testing.

This study demonstrates that inappropriate/discriminatory interview questions influence privacy invasion perceptions, which in turn influence job applicants’ fairness perceptions and behavioral intentions. This study also demonstrates that privacy invasion perceptions fully mediate the effect of inappropriate/discriminatory employment interview questions on fairness perceptions. Moreover, the findings show that privacy invasion directly and indirectly, via fairness perceptions, influence litigation intentions. On the other hand, findings of this study indicate that privacy invasion influence organizational attractiveness and recommendation intentions only indirectly, via fairness perceptions.

This is the first study to examine the impact of inappropriate/discriminatory interview questions on applicant reactions in a developing economy context with social, cultural, and legal environment that is different from those prevailing in developed Western societies. This study demonstrates that privacy invasion is an important mechanism to understand job applicant reactions to inappropriate interview questions.