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A big issue in research on leadership and organisation change is how, and how much, workers who will carry out the decisions should participate in the decision making process. An answer to this question has become more crucial now that several recent studies have shown that worker participation in the decision making process is by no means always successful: here the type of decision plays a large part. Certain conclusions from a study in three Dutch organisations are discussed below. This study is part of an international research project.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.

The purpose of this paper is to understand the moderating influence of Multi‐item List of Value (MILOV) on credit card attributes, age, and gender in credit use among Indian customers. The research examines the impact of “lifestyle” variables (convenience, use patterns, and status) on credit card use.

Data were collected through mall intercept technique in six metropolitan cities of India. A self‐administered questionnaire was distributed to customers visiting the malls.

Use and convenience emerged as the major determinants of credit card use among Indian customers. Use, convenience, and status attributes were moderated by “sense of belonging” and “sense of fulfilment” dimensions of MILOV. Young customers were likely to use credit cards.

The study does not examine the influence of customer income, occupation, and education on credit card use, as many customers were not willing to disclose the information. These demographic factors can influence customers' perception towards credit card ownership and use.

The findings can be of immense use to international and Indian banks in marketing of credit cards. The convenience attribute can be emphasized to instill confidence among consumers and motivate them to use credit cards.

There is no previous research on Indian credit cards which examines the influence of “lifestyle” and values on its use among Indian customers.

New developments in concepts and approaches to job stress should incorporate all relevant types of resources that promote well-being and health. The success resource model of job stress conceptualizes subjective success as causal agents for employee well-being and health (Grebner, Elfering, & Semmer, 2008a). So far, very little is known about what kinds of work experiences are perceived as success. The success resource model defines four dimensions of subjective occupational success: goal attainment, pro-social success, positive feedback, and career success. The model assumes that subjective success is a resource because it is valued in its own right, triggers positive affect and emotions (e.g., pleasure, cf., Weiss & Cropanzano, 1996), helps to protect and gain other resources like self-efficacy (Hobfoll, 1998, 2001), has direct positive effects on well-being (e.g., job satisfaction, cf., Locke & Latham, 1990) and health (Carver & Scheier, 1999), facilitates learning (Frese & Zapf, 1994), and has an energizing (Locke & Latham, 1990, 2002) and attention-directing effect (Carver, 2003), which can promote recovery by promoting mental detachment from work tasks in terms of absence of job-related rumination in leisure time (Sonnentag & Bayer, 2005).

The model proposes that success is promoted by other resources like job control (Frese & Zapf, 1994) while job stressors, like hindrance stressors such as performance constraints and role ambiguity (LePine, Podsakoff, & LePine, 2005), can work against success (Frese & Zapf, 1994). The model assumes reciprocal direct effects of subjective success on well-being, health, and recovery (upward spiral), and a moderator effect of success on the stressor–strain relationship. The chapter discusses research evidence, measurement of subjective occupational success, value of the model for job stress interventions, future research requirements, and methodological concerns.

Using the institutional and natural resource-based view theories, the purpose of this study is to examine the influence of religious, cultural and mimetic orientations on proactive environmental strategy, corporate environmental responsibility and traditional environmental strategy. Relying on data collected from managers of small and medium-sized enterprises (SMEs), the study further examines how proactive environmental strategy, corporate environmental responsibility and traditional environmental strategy drive relational capital and firm performance of SMEs operating in Ghana.

The study employed a survey research design, a quantitative approach and a partial least square structural equation modelling technique in making data analysis and interpretations due to its appropriateness for predictive research models.

The results suggest that mimetic orientation robustly and significantly influence the dimensions of environmental orientation. While religious orientation only had a robust and significant influence on proactive environmental strategy, cultural orientation robustly and significantly influences both proactive and traditional environmental strategies. Despite the positive and significant interactions that exist between proactive environmental strategy, corporate environmental responsibility, traditional environmental strategy, relational capital and firm performance, the findings particularly revealed that proactive and environmental strategies insignificantly correlated with relational capital contrary to past study findings.

The study is among the few to examine how religious, cultural and mimetic orientations interrelate with proactive and traditional environmental orientations, relational capital and firm performance in an emerging economy. Based on the findings, implications and directions for future research are discussed while also providing guidance for policymakers, regulatory bodies, scholars and practitioners.