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Research relying on laboratory protocol and case studies has demonstrated positive effects from cognitive conflict and controversy. Reported benefits have included better judgments, improved strategic decisions and a better understanding of others' positions. This study develops and assesses the psychometric properties of an instrument designed to examine decision conflict in field settings. This instrument was administered on site to 63 managers. Factors identified in the instrument were disagreement, openness, and control. Interestingly, the openness dimension was positively associated with job commitment. The control factor was inversely associated with job satisfaction.

Although there has been a good deal of prior research on differences between Asian (i.e., Japan, Singapore, Hong Kong, Taiwan, South Korea) and American business practices, few studies have dealt with comparisons of approaches to decision making in the various cultures. This paper addresses how levels of openness, conflicting advice, centralized control, and disagreement across different countries may affect decision making. It may be that the “common wisdom” which suggests Japanese decision making exclusively involves cooperation ignores the existence of conflict in Japanese decisions. In fact, Japanese decision makers may be more open, resolve conflict prior to reaching consensus, and exert less centralized control than decision makers in the U.S. and Hong Kong. This could help explain their abilities to make effective business decisions in Japan.

The appropriate use of decision strategies can be of marked benefit to effective decision making. The challenge of decision making under uncertain conditions and the absolute necessity of decision aids for the practising manager at nearly any level of the organisation are examined. Specific strategies are developed for making effective decisions based on the amount of information available and the degree of environmental uncertainty and a framework for selecting the correct strategy put forward, since these strategies are only appropriate given certain conditions.

This chapter considers viable and nonviable methods for corruption and ethics reform. Among the different types of methods considered are: vision and values based methods; win-win incentive and ethics networking methods; power-based top-down compliance and bottom-up whistle-blowing methods; alternative institution building methods; and, social movement methods. The chapter analyzes how the different types of methods can be more and less viable depending upon the specific multilevel situational factors related to micro individual, meso organizational, and macro institutional level, political-economic, and cultural obstacles to corruption and ethics reform.

Multicore Solders Ltd have appointed Richard Hart (38) as marketing manager. Prior to accepting his new position, Mr Hart was responsible for marketing at DEK where his career spanned 11 years. During this time he travelled extensively for that company organising, as part of his role, major seminars in India, Singapore, USSR, Israel and the Republic of Ireland, as well as the United Kingdom.

This paper aims to focus on the re-presentation of the cultural phenomena hygge in Denmark and fika in Sweden in destination branding and address the inevitability of their essentialization through the branding process.

Three relevant semi-structured interviews with destination marketing organisation’s employees were conducted, as well as a content-based analysis of three social media channels (Facebook, Twitter, Instagram). A total of 465 posts in total were analysed (140 Facebook posts, 109 Twitter posts, 216 Instagram posts).

This study demonstrates how, when communicated through social media, intangible cultural assets are transformed into tangible elements. It explains why the re-presentation and place branding processes necessarily simplify and essentialize the destination.

Destination branding scholars have traditionally criticised the flattening and essentialization of culture in destination branding and have called for a more nuanced approach to presenting a destination. This paper situates destination branding as a process that necessitates the manipulation of the presentation of the destination, which inevitably essentializes the place; this is intended. Critical destination branding researchers need to rethink their criticisms and acknowledge the inherent essentialization goal of destination branding.

‘ARE WE all here? Good — well, I've no need to ask why your customary sorrowful countenances are so sickeningly smug this wet and windy a.m. You and your cosy libraries are not, after all, to be subjected to the rough and tumble of profit and loss. You've been spared a fate worse than work, haven't you?

This study investigated the unpad of culture on styles of handling interpersonal conflicts. The Rahim Organizational Conflict Inventory was used to collect data on the conflict management styles of integrating, obliging, avoiding, dominating, and compromising. Two regions of the world were chosen: Middle Eastern countries and states (n = 913) and the United States (n = 144). MANCOVA was used to analyze the data. The results indicate that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use more of an obliging, dominating, and compromising style. Implications of the findings and future research are discussed.