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Team leaders play a vital role in achieving superior team performance. However, their role in implementing the organizational customer orientation strategy is not well understood. Drawing on social exchange theory, this study investigates how team leader customer orientation affects team customer orientation climate and team performance (i.e. customer satisfaction) as well as the moderating role of transformational leadership in such effect.

This study builds on survey data collected from matched team leaders, employees and customers nested in 81 service teams and employs hierarchical multiple regression analysis to test the hypotheses.

The findings indicate that team leader customer orientation increases team customer orientation climate, which leads to a higher level of customer satisfaction. Leaders' transformational leadership moderates the link between a leader customer orientation and team customer orientation climate in an unexpected way. When a team leader is transformational, the team customer orientation climate is enhanced, regardless of the level of team leader customer orientation. When a team leader's transformational leadership is low, the higher leader customer orientation is and the higher team customer orientation climate is.

This study contributes to the customer orientation, transformational leadership and service literature by unraveling team leaders' roles in boosting team customer orientation climate and team effectiveness.

Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to address this important issue by understanding why, how and when HR analytics leads to increased organizational performance and uncover the mechanisms through which this increased performance occurs.

Using data collected from 155 Irish organizations, structural equation modeling was performed to test the chain mediation model linking HR technology, HR analytics, evidence-based management (EBM) and organizational performance.

The study's findings support the proposed chain model, suggesting that access to HR technology enables HR analytics which facilitates EBM, which in turn enhances organizational performance.

This research contributes significantly to the HR analytics and EBM literature. First, the study extends our understanding of why and how HR analytics leads to higher organizational performance. Second, the authors identify that access to HR technology enables and is an antecedent of HR analytics. Finally, empirical evidence is offered to support EBM and its impact on organizational performance.

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based decision-making and improve business outcomes. However, existing people analytics literature remains underdeveloped in understanding whether and how such promises have been realized. Accordingly, this study aims to investigate the current reality of people analytics and uncover the debates and challenges that are emerging as a result of its adoption.

This study conducts a systematic literature review of peer-reviewed articles focused on people analytics published in the Association of Business School (ABS) ranked journals between 2011 and 2021.

The review illustrates and critically evaluates several emerging debates and issues faced by people analytics, including inconsistency among the concept and definition of people analytics, people analytics ownership, ethical and privacy concerns of using people analytics, missing evidence of people analytics impact and readiness to perform people analytics.

This review presents a comprehensive research agenda demonstrating the need for collaboration between scholars and practitioners to successfully align the promise and the current reality of people analytics.

This systematic review is distinct from existing reviews in three ways. First, this review synthesizes and critically evaluates the significant growth of peer-reviewed articles focused on people analytics published in ABS ranked journals between 2011 and 2021. Second, the study adopts a thematic analysis and coding process to identify the emerging themes in the existing people analytics literature, ensuring the comprehensiveness of the review. Third, this study focused and expanded upon the debates and issues evolving within the emerging field of people analytics and offers an updated agenda for the future of people analytics research.

Outlines Hong Kong’s financial system during the pre‐unification era. Looks at recent issues, regulatory changes and its development as an international financial centre. Considers banking, the stock market, the bond & futures market, the gold market, regulatory bodies and monetary and currency policies. Contrasts these with the pre‐unification system in China. Outlines the way that these two systems propose to exist together, looking at the potential benefits and problems this may bring.

Defines an Islamic bank, notes their rapid growth in the last twenty years and explains the financial instruments they use to conform with the prohibition on interest. Considers how they might enhance both urban and rural development in Islamic countries, and the feasibility of an Islamic futures market. Describes the operations of the Islami Bank Bangladesh Limited (the first in SE Asia) and assesses its domestic and international performance, providing many statistical appendices. Recognizes some outstanding problems (e.g. suitable training, legal framework etc.) but believes the bank has great potential for assisting development and shows that “banking without interest is feasible”,

This article evaluates critically the meta‐narrative that a powerful, expansive, hegemonic and totalising market sphere is penetrating deeper into each and every corner of everyday life in the ‘advanced market economies’. Drawing theoretical inspiration from an emerging corpus of post structuralist thought that has begun to re‐read the mean ing of work, this dom i nant dis course is here challenged by re‐evaluating the nature and trajectories of work. This will reveal that the organisation of work is grounded in a plurality of economic practices of which market work represents only one segment. Nor is any evidence identified of a uni‐dimensional and linear trajectory towards a hegemonic market. In the final section, therefore, it is shown to be now necessary to engage in a politics of re‐representation of work in these so‐called ‘market’ societies so as to open them up to re‐signification.

We conducted a pilot study to compare the emotions experienced by Dutch and Chinese students during a face‐to‐face negotiation role play. Emotions play an important role in negotiations because they influence the behaviour and judgments of negotiators. The Data Printer case developed by Greenhalgh was used to examine the patterns of feelings that emerge during negotiations. One hundred and four participants (62 Chinese and 42 Dutch post graduate students) role‐played two different characters who were confronted with a payment dispute regarding the servicing of a defective printer. The results of the MANOVA and of the Factorial Analysis demonstrates that culture as a carrier of social values and norms did influence the emotional reactions of the people socialised in different cultural contexts. The paper concludes that in order to facilitate conflict resolution and interpersonal communication amongst protagonists in mono as well as in inter‐cultural negotiation context individuals should learn to manage their emotions constructively.

Describes cultural classifications of societies, based on Hofstede’s cultural dimensions, to form a basis of managerial styles which expatriate managers, in particular, can use as a reference tool. Goes into more detail about: power distance, collectivism/individualism, strong/weak uncertainty avoidance, masculinity/femininity, Confucian dynamism, master of destiny/fatalistic, improvement/maintenance of status quo, enterprise, personnel selection, attitudes towards wealth, sharing in decision making, objective/emotional analysis, and high/low context cultures. Relates this to cross‐cultural management styles, but points out some problems, not least multiple classifications of cultures. Suggests that this article should be used as a starting point, rather than an ultimate cultural guide to conducting business globally.

Compares the values underlying the behaviour of a sample of 87 US, 56 Jamaican, 42 Bahamian, 106 Colombian, and 12 Israeli managers and professional staff. Refers to literature defining individualism and collectivism, uncertainty avoidance, power distance, and masculinity/femininity; as well as literature establishing these values as instrumental or terminal. Hypothesizes that each country‘s respondents will record different instrumental values, with the US respondents being ambitious, independent, intellectual and logical (vertically individualist); the Colombian, Jamaican and Bahamians being ambitious, cheerful, forgiving, helpful, loving, obedient and polite; and the Israelis also valuing the latter six qualities. Describes the methodology used and data analysis. Indicates expected results from the findings, other than the Jamaicans and Bahamians were found to value ambition and independence more highly than hypothesized, and the Israelis valued love and obedience but not cheerfulness and forgiveness. Discusses the implications of the findings in the light of the high failure rate of expatriate assignments.