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The need for the improved implementation of information technology (IT) has been identified in both empirical and highly structured research studies as being critical to effective innovation and development at an industry and enterprise level. This need is greater in the construction industry as it has been relatively slow to embrace the full potential of IT‐based technologies. In an attempt to understand why the construction industry lags other industries in the uptake and effective implementation of IT, this study reports on an investigation of the Australian construction industry, which identifies the impediments or barriers to IT implementation and the most effective coping strategies to overcome them. A questionnaire‐based research approach was adopted for this purpose and a total of 134 valid survey responses were received from various architectural, engineering and construction professionals. The questionnaire was designed to identify perceptions of the most significant barriers to IT implementation and to determine the most “practical” and “effective” corresponding coping strategies to mitigate their effects at three decision‐making levels: Industry; Organization; and Project.

This study explores the applicability of the resource‐based view at the organizational unit level by investigating why resource utilization, as measured by efficiency, might differ within a firm. Using a downstream petroleum firm as the context for this study, the data envelopment analysis framework is applied to examine resource input congestion of its DCs (i.e. distribution centers). The study also provides a more granular analysis by decomposing distribution efficiency into managerial, scale, and programmatic efficiency, and examines the impact of corporate‐level decision making by including non‐discretionary variables. The analysis identifies opportunities to improve efficiency at the organizational unit level, using alternative views of the operational problem. The approach also provides practicing managers with an objective means to evaluate performance at the level of the organizational unit. Both the efficiency view and the managerial performance view are discussed simultaneously from a strategic view of firm resources.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the article in context.

Wagoner and his spokespeople are making some claims that the situation is set to improve. The firm can now put the Fiat fiasco behind it and can learn from failed ventures, uninspiring product lines and the cost of heavy sales incentives. Wagoner is sticking by his ambition to assign $10 to each share, though his timescale is increasing. Analysts, however, remain difficult to convince. The predominant feeling among them, backed by business writers, is that GM is still going through a tough time and any growth in profitability looks highly unlikely. At best, it is hoped that the company can pull back enough to draw even over the next couple of years. It is up to shareholders to decide whether or not they are prepared to stick around long enough to see what happens after that.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this paper is to examine and summarize the findings of a survey carried out to identify the role of a human recourse manager in Lithuanian organisations today, emphasizing that the role of a human resource (HR) manager should focus on the facilitation of individuals' learning.

The methodology of this study includes a critical and systemic analysis of available literature on the subject as well as quantitative research, which was completed in 2006‐2007. The following methods are used: analysis of recent legal and political educational documents, the questionnaire comprising of open and closed type questions.

It is found that researchers emphasise the diversity of sub‐roles that a human recourse manager is expected to perform in organisations. It can be concluded that in Lithuanian organisations, the role of a HR manager is comprised of the following functions: to support and organise learning in organisations that is related to professional development in specific professional fields; to support and also organise learning in organisations that is related to opportunities for upward mobility (promotion); to negotiate and maintain good relations with the system of formal education (various institutions within it), as members of organisations still highly value formal education as a preferred context for learning; to inform employees about the opportunities for learning at all levels, with emphasis on those holding lower positions, since employees in lower positions reported not having received information about possibilities to learn, or employees do not considered these opportunities designed for them; to encourage employees, especially in lower positions, to use the available opportunities for learning, as employees in those positions need additional support and investment and to expect that a HR manager will support and facilitate learning for pursuing personal interests.

As only members of organisations in the Klaipeda District (one of ten administrative districts in Lithuania) took part, this may be considered as the primary limitation of the study.

The findings could be used to design procedures for educating professionals to perform the role of HR manager in contemporary organisations, as well as to develop study programs of HR managers for initial education in HE.

A targeted study enables an informed identification of the attitudes of members of organisations towards the perceived role of HR managers and the support for learning in organisations.

We examine whether domestic firms react differently to foreign direct investment (FDI) entry modes –mergers and acquisitions (M&A) versus greenfield. Specifically, we ascertain whether the entry mode of foreign competition motivates different corporate social responsibility (CSR) responses from domestic firms and when such relationships hold.

We employ fixed-effects models using 1,331 US firm-year observations for 2015–2018. Furthermore, we examine the interactive effects of industry concentration to examine a key boundary condition.

Foreign entry via greenfield mode has no effect on domestic firm CSR. Entry through M&A has a significantly positive effect. We attribute these findings to the increased threat to domestic firms from foreign M&A whereas foreign entry through greenfield mode is less threatening as entrants face significantly more challenges in host countries. We identify industry concentration as a boundary condition of our findings. The effect of foreign M&A entries on domestic firms' CSR becomes weaker as industries are more concentrated.

This study offers novel insights on FDI by parsing out different reactions to entry mode by domestic firms. We add to our understanding of CSR as a mechanism to stave off foreign competition, offer insights into a key boundary condition of such actions and demonstrate the robustness of our findings.

This issue is a selected bibliography covering the subject of leadership.

This study aims to expand on previous research on the antecedents and outcomes of burnout, and to examine the role of job resourcefulness as a situational personality trait with the capacity to ameliorate burnout. Using data from Call Center frontline employees (FLEs) in a New Zealand banking context, the paper seeks to investigate the direct influence of job resourcefulness in a model examining the antecedents and outcomes of burnout.

Call Center FLEs completed a self‐administered questionnaire on job demands, job resources, burnout symptoms, job resourcefulness and service recovery performance. Data obtained from the FLEs were analyzed using the SEM‐based Partial Least Squares (PLS) methodology.

Eight of the 14 advanced hypotheses were supported and the results suggest that job resourcefulness plays a significant role in burnout and in influencing Call Center FLE service recovery performance.

Limitations of the study include the generalizability of the findings since the study was conducted within one organizational context and one country. Suggestions for future research include an examination of job resourcefulness as a moderator in the JD‐R model of burnout and other personality traits specific to frontline employee jobs such as Customer Orientation.

The research advances understanding of burnout, personality traits and FLE service recovery performance in a Call Center context and the findings indicate that managers can take actions on a number of fronts to assist in reducing burnout symptoms and progress toward the achievement of Call Center service recovery excellence.

Previously, no attention has been given to understanding the antecedents of service recovery performance mediated by the symptoms of burnout in a Call Center context. In addition, there has been no attempt to examine the role of situational personality traits and their effect in burnout. By expanding existing burnout research, the study investigates a partial mediated model of burnout and its influence on Call Center FLE service recovery performance.

Entrepreneurship and leadership may flow from the same genealogical source and the appearance of separation of the two constructs may be due to differences in the contexts through which the root phenomenon flows. Entrepreneurship and leadership are figuratively different manifestations of the need to create. To better understand the origin of entrepreneurship and leadership, research must first focus on the combinations or hierarchy of traits that are necessary, but perhaps not sufficient, to stimulate the two constructs. Factors that trigger a drive to create or take initiative within the individual in the context of a particular circumstance should be identified, and the situational factors that move the individual toward more traditional leader or classic entrepreneurial-type behaviors need to be understood.

This paper proposes investigating a model of service recovery performance in a public health‐care setting.

Frontline hospital staff (administrative and nursing staff) representing a range of out‐patient departments/clinics in a New Zealand inner‐city public hospital completed a self‐administered questionnaire on organizational variables affecting their service recovery efforts, job satisfaction and intention to resign. Data obtained from the hospital were analyzed using the SEM‐based partial least squares (PLS) methodology.

The results show significant relationships between perceived managerial attitudes, work environment perceptions, service recovery performance and outcomes variables.

Limitations of the study are noted including the generalizability of the findings within a public health‐care environment. Suggestions for future research include an examination of other variables potentially important in service recovery efforts. A patient perspective would also be valuable.

The research advances understanding of frontline service recovery performance in a health‐care setting and the findings indicate that health‐care managers can take actions on a number of fronts to assist progress toward the achievement of frontline service recovery excellence.

Very little attention has been given to understanding the antecedents and outcomes of service recovery performance in the health‐care literature. By expanding earlier research in private sector industries, the study investigates a model of service recovery performance in a public health‐care setting.

The purpose of this paper is to identify job satisfaction issues for managers from large organizations in Cyprus. It aims at identifying Cypriot managers' areas and levels of job satisfaction and developing recommendations for ways Cypriot managers can improve job satisfaction.

Primary data are collected from a questionnaire using closed ended questions. Data analysis methods used include frequency distributions, factor analysis and regression analysis.

Results indicate that there are three areas that influence the job satisfaction levels for managers in Cyprus: self‐fulfillment, independence, and job environment. It appears that managers in the private sector experience higher levels of job satisfaction in issues regarding their self‐fulfillment. In addition, managers supervising large numbers of employees have higher job satisfaction levels for elements in their job environment than managers with smaller numbers of subordinates.

This study is limited to Cypriot managers in large organizations in Cyprus.

This is believed to be the first study to look at job satisfaction levels in Cyprus. These results provide some information that may be useful to employers in Cyprus as they work to ensure their managers experience high levels of satisfaction with their jobs.