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A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

The purpose of this paper is to examine whether natives’ attitudes toward immigration is associated with an influx of high- and low-skilled immigrants. The current research focuses on selected 20 OECD countries as destination countries.

A pseudo-panel based on age cohort is constructed to control for the potential unobservable individual characteristics. The random effects and within estimators (where applicable) are applied in the panel-data setting.

Regression results indicate that natives’ attitudes depend on their labor market exposure and skill type. Low-skill immigrant inflows are negatively associated with natives’ attitudes, but the magnitude is reduced proportionally to their share of the high skilled. The association between immigrant flows and attitudes is particularly strong for the prime-age cohorts, which can be explained by the labor market competition mechanism.

Given the data limitations, not all destination countries could be analyzed but only selected OECD countries. However, this situation has resulted in the sample destination countries sharing similar characteristics with advanced economies.

Although the majority of previous studies are based on survey questions on attitudes toward immigrants with respective skill type, the current study focuses on the effects of the actual immigration flows. Natives’ attitudes respond sensitively to the actual changes in the number of migrants. The selection of OECD countries makes the characteristics of the destination countries substantially homogeneous.

The purpose of this study is to examine the relationship between managerial skills and effectiveness in a cross-cultural setting to determine their applicability.

Data from 7,606 managers in 5 countries from a large multinational firm were analyzed using structural equation modeling to assess all relationships simultaneously and reduce error effects.

The results support the cross-cultural validity of the model of managerial skills-effectiveness. Few cross-cultural differences were found. Interactive skills had greater positive impact on attitudes than initiating skills. Pressuring skills had a negative impact on attitudes. None of the skill sets were related to job performance.

Using a single firm and industry to control for other cultural levels may limit the generalizability of the results. Only three skill sets were assessed and one coarse-grained measure of culture was used. These factors may account for the few cultural differences observed.

Training programs for managers going overseas should develop both interactive and initiating skills sets, as both had a positive impact on attitudes across cultures.

The model of managerial skills and effectiveness was validated across five cultures. The use of structural equation modeling ensures that the results are not an artifact of the measures and represents a more direct test for cross-cultural differences. Managing successfully across cultures may require fewer unique skills, with more emphasis placed on using basic management skills having positive impact.

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 purpose of this paper is to make a comparative assessment of the relationship between types of pay plans and several workforce‐level outcomes in 214 organizations. The plans include pay that is skill‐based, job‐based, and market‐based. The types of workforce‐level outcomes include workforce flexibility, attitudes, membership behaviors, and productivity. The paper also assesses the relationship between the success of pay plans and workforce productivity/membership behaviors.

Survey data from 214 organizations are used to test the hypothesized relationships using hierarchical regression analysis and partial least square techniques.

Results support a significant and positive relationship between skill‐based pay plans, workforce flexibility, and workforce attitudes. Skill‐based pay plans, when compared with market‐based pay plans, are found to positively relate to workforce membership behaviors, and workforce attitudes mediate this relationship. Similarly, workforce flexibility mediates the positive relationship between skill‐based plans and workforce productivity. The success of skill‐based plans depends on significant improvements in workforce productivity and membership behaviors. The fit between the pay plan and the facility's climate/culture moderates the relationship between workforce productivity and the pay plan's success.

The results indicate that skill‐based pay plans are superior for achieving several organizational and employee outcomes. The authors discuss the implications of these results for research and practice.

Limited comparative empirical evidence exists on the effects of different types of pay systems on organizational outcomes. The paper seeks to address this gap.

The purpose of this paper is to present the evidence of accounting undergraduates’ attitude toward entrepreneurship, in particular, whether entrepreneurial skills developed in accounting education engender cognition of skills and intentions of starting a business.

The study uses a χ² test statistic used to evaluate a logistic regression to gauge the effect of delivering six entrepreneurial skills (risk taking, critical thinking, problem solving, innovation, autonomy and need for achievement) on entrepreneurship attitudes (cognition of skills and intentions). Data consist of questionnaire responses obtained from 668 undergraduates attending Egyptian and Bahraini universities.

The results reveal that accounting students perceive the following four entrepreneurial skills as a key for starting their own business: risk taking, critical thinking, problem solving and innovation. In addition, Egyptian students incline toward cognition, whereas Bahraini students head toward intentions.

Some changes to accounting curricula are proposed to enhance entrepreneurial intention.

This paper offers a new contribution as it focuses on the challenges and the considerations in the Arab World Universities.

This study is an empirical investigation into the effect of skill flexibility on work attitudes and performance and into managerial attitudes toward skill flexibility. Secondary schools in Israel were used as a case in point, and skill flexibility of teachers was operationalized, distinguishing between role flexibility (the combination of teaching and other school roles) and functional flexibility (the combination of several teaching areas). It was found that both role and functional flexibility were associated with improved teachers’ work performance. Role flexibility was also linked to high organizational commitment and low powerlessness. The findings of the study are supported by interviews with principals, who were generally appreciative of skill‐flexible teachers, but raised practical difficulties related to organizational support of skill flexibility.

FEW PEOPLE CAN HAVE WORKED IN AN ORGANISATION FOR ANY length of time without hearing, or perhaps even expressing, comments like these. Human relations: the oil that keeps the organisational wheels turning — or, more often it seems, the grit that makes the machine shudder.

The present paper aims at discussing the transformative potential of an e‐mentoring support with regard to mentors' and mentees' learning and behavioral aspects, through an empirical study based on rural women entrepreneurs in Greece.

Mentors' and mentees' perceptions with regard to the benefits they acquired in terms of knowledge, skills and behavioral aspects were assessed through questionnaires that were collected in three time periods – before, right after and six months upon the completion of the intervention.

E‐mentoring can serve as a dynamic, two‐fold relationship that can create a significant learning database benefiting both sides. Mentees' knowledge and skills were positively influenced, while their attitudes facing uncertainty, flexibility and innovation were found to be strongly influenced in the short and long run. Mentors did not seem to acquire extraordinary benefits from e‐mentoring in terms of knowledge and skills, while their attitudes towards flexibility and interest in people demonstrate a marginally negative tendency. Both mentors' and mentees' self‐confidence demonstrated an increased tendency and was influenced throughout the intervention and six months upon its completion.

Besides benefiting the direct e‐mentoring participants and enhancing the development of women entrepreneurship, findings can also significantly benefit management and policy‐makers alike, creating avenues to further advance future efforts and practices in raising tomorrow's women entrepreneurs.

Theoretical and empirical evidence in the field of e‐mentoring as well as on encouraging future women entrepreneurs remains scarce. The present paper constitutes a first step towards suggesting an approach to e‐mentoring practices, raising awareness and faith with regard to the beneficial role that e‐mentoring support can have in the development of women entrepreneurship.