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The purpose of this paper is to provide meaningful information about sponsorship management in state-owned enterprises.

Qualitative and quantitative data from Germany are analyzed in a case study approach using fuzzy-set qualitative comparative analysis (Fs/QCA)—an analytic method relevant for describing configurational patterns of causal factors.

The case study of sponsorships from state-owned enterprises in Germany reveals four alternative configurations of top-management support, sponsee prominence, standardized processes, and sponsorship leverage explaining sponsor satisfaction.

The paper combines two underrepresented but important aspects of sponsorship research, i.e. sponsorship management in state-owned enterprises, in an empirical study. Further, present study adds to sponsorship literature by pointing to fuzzy-set Fs/QCA as a relatively novel method that can capture the phenomenon of complex causality.

This article reviews research published in secular management journals that examines what the world’s largest religions (Buddhism, Christianity, Confucianism, Hinduism, and Islam) say about management. In terms of how religion informs management, the literature identifies two basic means: (1) written scriptures (e.g., Analects, Bible, Quran) and (2) experiential spiritual practices (e.g., prayer, mindfulness). In terms of what religion says about management, the emphasis tends to be either on (1) enhancing, or (2) liberating mainstream management. Studies based on scriptures typically either enhance or liberate management, whereas empirical research based on spiritual disciplines consistently point to liberation. Implications are discussed.

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

The purpose of this paper is to explore sensemaking of incidents by health care professionals through an analysis of the role of professional identity in narratives of incidents. Using insights from social identity theory, the authors argue that incidents may create a threat of professional identity, and that professionals make use of identity management strategies in response to this identity threat.

The paper draws on a qualitative analysis of incident narratives in 14 semi-structured interviews with physicians, nurses, and residents at a Dutch specialist hospital. The authors used an existing framework of identity management strategies to categorize the narratives.

The analysis yielded two main results. First, nurses and residents employed multiple types of identity management strategies simultaneously, which points to the possible benefit of combining different strategies. Second, physicians used the strategy of patronization of other professional groups, a specific form of downward comparison.

The authors discuss the implications of the findings in terms of the impact of identity management strategies on the perpetuation of hierarchical differences in health care.

The authors argue that efforts to manage incident handling may profit from considering social identity processes in sensemaking of incidents.

This is the first study that systematically explores how health care professionals use identity management strategies to maintain a positive professional identity in the face of incidents. This study contributes to research on interdisciplinary cooperation in health care.

Conventional “wisdom” in construction has placed emphasis on error prevention and is often aligned with the concept of “Zero Vision”; improvements to safety and quality have been minimal. An alternative approach is needed to ensure significant improvements in safety and quality; thus, this paper aims to introduce the concept of error management.

The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors.

It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that “learning from errors” can form an integral part of an organisation’s fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence.

The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore “how” construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.

The study examines organization citizenship behavior (OCB) as a mediating variable between instrumental work values (IWVs) and organizational performance; and group differences between family manager and nonfamily manager for integrated models in family hotels. Data were collected from 189 hotels (n = 921) ranging from budget to three-star family hotels in Ghana using questionnaire administered conveniently. Data were analyzed using structural equation modeling. Work value positively influences OCB and organizational performance of family hotels. OCB mediates the relationship between work values and organizational performance. The study also found significant support for group differences between family and nonfamily firms for IWVs and mediating effect of OCB on the relationship between IWVs and performance.

The purpose of this paper is to describe the role of management in first century Palestine, and point to implications this has for subsequent management scholarship, especially Weber's widely accepted argument that contemporary management theory and practice is grounded in a Judeo‐Christian ethic.

The literature on the role and activities of managers in first century Palestine is reviewed and used to evaluate management scholarship that draws on biblical writings from this era.

Managers played an increasingly important role in all aspects of social life in first century Palestine, and functioned as go‐betweens amongst households that were embedded in a web of patron‐client relationships. Based on analysis the paper contends that it seems unlikely that the core features of the Protestant Ethic would have been a prominent part of the Judeo‐Christian ethic in first century Palestine. The paper's contention is consistent with the observation that in first century Palestine, the hallmarks of the Protestant Ethic – such as “calling,” “rationalization” and “spiritual (vs political) salvation” – would have been welcomed by the social elite but would have been perceived as a threat by the poor, whereas the historical record indicates that first century exemplars of the Judeo‐Christian ethic were instead welcomed by the poor and perceived as a threat by the elite.

The paper questions whether the hallmarks of the Protestant Ethic as described by Weber represent a plausible interpretation of the biblical record. The paper also provides a basis for challenging common assumptions in the literature that contemporary management theory is based on a biblical Judeo‐Christian ethic.

This paper may facilitate a more accurate interpretation of historical texts as they relate to management, and inform the study and development of alternative ways of managing.

The research described here provides a foundation for examining aspects of Weber's widely accepted thesis, as well as the writings of modern scholars.