Search results

The purpose of this paper is to examine, utilising the Kaleidoscope Career Model, whether members of the Baby Boom generation and Generation X differ in their needs for authenticity, balance, and challenge.

Survey data were obtained from 982 professionals located across the USA. Correlations, t‐tests, and multiple regressions were performed to test the hypotheses.

Members of Generation X have higher needs for authenticity and balance than Baby Boomers. There was no difference in needs for challenge between Baby Boomers and members of Generation X.

A limitation in the study, as well as in most of the research on generational differences, is the use of cross‐sectional designs that fail to capture the influence of the aging process. A longitudinal, multi‐survey design over the lives of individuals would enable scholars to capture within‐ and between‐person differences and to permit a better understanding of whether differences are in fact due to generational effects or to aging.

Knowledge of the differences and similarities among the various generations in the workforce can help organizational leaders make important decisions about human resource policies and practices.

Many studies in the popular press stress the prevalence and importance of generational differences in the workplace. However, the little academic research that has been conducted has shown mixed results. The study uses the theoretical framework of the Kaleidoscope Career Model to examine generational differences in work attitudes.

This paper analyzes Chandler's biography of Henry Varnum Poor to assess Chandler's contribution to management history as a biographer.

Using Winter's content thematic analysis, measure Poor's motivational needs for achievement, affiliation‐intimacy, and power, as they are depicted by Chandler throughout the stages of Poor's career as a business editor, analyst, and reformer.

Our analysis shows that Chandler views Poor's motivation as stable throughout Poor's three professional roles. This paper found that Chandler views Poor as primarily driven by his need for power, followed by a significant need for achievement, and a minor need for affiliation throughout his working life.

This research is unique because it provides the first social‐scientific assessment of Chandler's contribution to management history as a biographer.

This paper aims to present the results of an empirical study identifying desktop managers who spend all of their time engaged with the computer and the effects this has on organizations.

A survey was administered to 30 organizations in a southwestern US state to determine the presence of desktop managers.

The paper finds that desktop managers in an organization negatively impacted job satisfaction, organizational commitment, organizational citizenship, and the zest and vitality of subordinates.

Only employees from 30 organizations were surveyed, and all were located in a specific geographic area of the USA.

The negative impact of desktop managers on organizational members points to a disturbing trend, that knowledge workers are not having their interactive communication needs with managers met.

The original scale developed for the study shows promise in identifying the presence of desktop managers in organizations.

The authors believe the theoretical foundations for this case study lie in the following two disciplines, primarily, but could be expanded to religion and organizational culture:i. Ethical decision-makingii. Cross-cultural competenceiii. Leadership

This is an actual case, and the fact pattern and timeline occurred as depicted. The first author is the protagonist, Lieutenant Colonel (LTC) Shawn Browning. The names of case characters have been disguised. The second and third authors are colleagues of the first author. This case was tested in three undergraduate organizational behavior and leadership classes at the United States Military Academy at West Point.

This disguised case follows US Army Officer LTC Shawn Browning, leader of a prominent US Army base located in Germany. As the commander of US Army Garrison Schweinfurt, LTC Browning was responsible for the health and welfare of 10,000 residents, including soldiers, family members and civilian employees. A community member lodged a complaint against a brothel named Haus One (a legal establishment under German law) located adjacent to the base and near family housing and the base elementary school. LTC Browning had the authority to render the brothel off-limits to US personnel, and he took the necessary steps prior to rendering a decision, including the appointment of a review board to investigate the situation and provide a recommendation. The board recommended not placing Haus One off-limits. The case focuses on LTC Browning’s values and his desire to ensure the welfare of his community while adhering to local legal and cultural norms. Cross-cultural and ethical issues surface throughout the case, which concludes with LTC Browning’s pondering of how to make a final decision.

The authors believe this is targeted at undergraduate students with some background in ethical decision-making, organizational culture and cross-cultural competence.

The apparent success of emerging market multinational (EMNE) operations in the Global South has led some to launch a claim of competitive advantage in investing in markets with higher institutional risk. However, there has not been sufficient econometric investigation into all the forces driving South-South foreign direct investment (FDI). The purpose of this paper is to investigate the claim of institutional advantage and to further our understanding of South-South FDI.

The paper employs a simple econometric model of FDI flows to investigate the differences between the factors driving FDI from developed country MNEs and EMNEs. The model is tested on a bilateral sample of FDI stock data of 21 developed and 22 emerging source economies and over 80 host countries.

Contrary to the contention of the previous literature, the empirical results find little support for the claim to EMNE institutional advantage. EMNEs are just as sensitive to institutional risk as MNEs. The relatively higher participation of EMNE FDI in the Global South may be explained by other shared similarity factors across developing markets and competitive disadvantages in entering developed markets.

The findings of this paper cast some doubts on the hope that EMNEs will improve the FDI demands of least developed countries (LDCs). Healthy institutions are an important prerequisite for attracting FDI, regardless of whether it originates from developed or emerging economies.

The purpose of this paper is to provide a meaningful, integrated, and re‐interpreted framework of Chandler's ideas regarding corporation's growth, offering an understandable conceptualization of how these insights are applicable to explain family firm's transitional stages – even when, in 1977, Chandler was not aware of it.

Grounding ideas on Chandler's insights regarding corporate firm's growth, and drawing on Gersick et al. family ownership evolutionary model, this paper develops an integrated framework of family‐controlled corporation's growth which allows family business researchers to reconcile with Chandler's perspectives, recognizing that his ideas contributed a lot to the family business literature.

Chandler's ideas regarding family firm's management are based on a narrow definition (and perspective) of family firm ownership. When allowing not only family‐owned firms, but also family‐controlled ones in his capitalism classification, his developmental stages make perfect sense when applied to family enterprises.

This paper intends to reinterpret Chandler's views on family firms, stating that the processes described for corporations are also applicable for family enterprises – when their definition becomes broader (including not only family‐owned, but also family‐controlled firms). The latter, bridges the gap between Chandler's envisioned historical evolution of corporations, and the development, professionalization and survival of family firms.

The purpose of this paper is to test the feasibility of using a biodata inventory to measure service‐orientation – one's disposition to be helpful, thoughtful, considerate, and cooperative – across cultures in a sample of 1,324 owners of businesses.

Subjects in Austria, The Czech Republic, Hungary, Latvia, Slovakia, and Slovenia are given the inventory in order to predict their on‐the‐job service‐oriented performance.

Within the samples, the service‐orientation ratings are highly correlated with extroversion and openness to experience in all six countries, and agreeableness in five countries and conscientiousness in four countries. The correlations of these scales with service‐orientation are as high as or higher than those generally obtained with measures of service‐orientation with customer service representatives.

The analysis lends credence to the notion that service‐orientation may be effectively measured by biodata within small organizations across multiple cultures.

This paper examines the utility of a personality‐oriented biodata inventory for explaining levels of customer service‐oriented performance across six countries. Little cross‐country research has been done on the owners of business thus this paper helps to fill in gaps in the literature dealing with business owners and the importance of personality attributes to explain service‐oriented performance.