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This paper aims to establish the main factors that underlie store attributes, to examine which exert the greatest influences on the achievement of a maximum level of customer satisfaction. This study seeks to determine if there are significant differences not only in the factor compositions but also in their influence on customer satisfaction, depending on the country of residence of focal customers.

The test of the proposed framework consists of analyses of two samples of customers that purchased in grocery stores in Spain and the USA. Following a factor analysis of the principal components, a binary logistic regression analysis tests the influence of the identified factors on customer satisfaction.

This work contributes to extant literature by assessing differences in the main factors that contribute to satisfaction with food stores, depending on the location of the customer.

This work is especially useful to grocery retailers that operate, or plan to operate, in different countries; it outlines key factors to consider to achieve upper‐bounded customer satisfaction scores.

The proposed classification of attributes and factors, according to their importance for customers' evaluations in different countries, includes three main factors. The first‐order factor includes the most valued attributes by all customers, independent of the country of residence. The second‐order factors include attributes with lesser importance though still valued by customers; the importance depends on the country of residence. Finally, the third‐order factor attributes are valued relatively less.

Past research on transactive memory systems (TMS) often treated the focal team as an isolated entity. Previous literature overlooked two aspects of TMS: its existence beyond the boundaries of the focal team (further referred to as out-group TMS) and the way the out-group TMS helps teams adapt and remain effective when the circumstances change. This study aims to fill this gap by exploring the overlooked aspects of TMS on the dynamics of team effectiveness.

This study adopts a theoretical perspective and proposes two sets of propositions. First set explores the overlooked construct of out-group TMS and defines the boundaries of its applicability by building on Lewis’ (2003) dimensions of TMS. Second set explores ways in which out-group TMS can combine with in-group TMS to enable higher team effectiveness in fast-paced settings facing uncertainty and change.

The study’s conceptual perspective builds the grounds for improving scholars’ understanding of the drivers of team effectiveness in relation to the locus of TMS. The study investigates ways to combine in-group and out-group TMS and conceptually discusses their effects on team effectiveness: a mediation, an interaction and an additive model. The investigation concludes that out-group TMS plays a critical role and that overlooking its impact can be devastating for organizations in fast-paced environments.

This study unveils the unique and previously underexplored dynamics of transactive memory in teams with looser boundaries. Further, it extends scholars’ understanding of team cognition in contemporary, fast-paced business environments.

This paper examines attitudes toward women managers in Chile (n=194) and the USA (n=218) using the women as managers scale (WAMS) and a Spanish version of WAMS developed for this study. Across both cultures, two coherent measures were labeled “acceptance” and “ability”. No cultural differences in the acceptance of women as managers were discovered. The differences in acceptance were divided solely according to sex. There were differences in the perceived ability of women managers for both the sex and culture variables. The paper then compares the impact of the sex and culture variables. Results show that sex explained approximately three times more variance than culture. These findings can inform both the expatriate woman manager who is likely to encounter friction in interactions with males in many cultures and the human resource manager interested in improving the success of women managers working overseas.

The objective of the current study was to determine if stereotypical perceptions of women as managers existed among men and women in two different cultural settings, the U.S. and Chile. Using the Women as Managers Scale (WAMS), 412 participants from the U.S. and Chile responded to questions about their perceptions of women performing managerial roles and tasks. Gender and culture effects were identified at both the multivariate and univariate levels.1 The results showed that male subjects in both cultures had more stereotypical and negative perceptions of women as managers than did female subjects, and the U.S. participants (both male and female) had more positive and less stereotypical perceptions of women as managers than the Chilean participants. Implications for research and practice in cross‐cultural and international management are discussed.

Many higher education institutions have not invested in leadership succession planning despite suggestions for such action. In this article, the authors discuss the relevance of succession planning to the senior levels of leadership in higher education institutions, proposing that the role of succession planning and accompanying leadership development must be carefully considered based on the internal and external context of an institution. The authors present a modified model of succession planning for the higher education context.

This article includes arguments for and against succession planning and leadership development in higher education using relevant literature and theory.

The literature reviewed highlights the need for each educational institution to find its own optimized mix of external hiring and internal succession planning and leadership development to replace outgoing leaders based upon factors such as the institution's culture, needs, external environment, talent pool, and levels of leadership.

This article makes a unique contribution by questioning succession planning's utility in higher education and guiding practitioners and researchers on the risks and benefits of such practices. The article also provides a model to guide selective implementation of succession planning.

Work organizations and the employees within these organizations face considerable environmental pressures requiring adaptive change. Several forces have contributed to this need for great adaptation. These are described in many excellent sources (e.g., Cascio, 2003; Ilgen & Pulakos, 1999); here we briefly review their implications for individual adaptability.