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The purpose of this paper is to develop and validate the Team Influence Relations Scale (TIReS), a new instrument to measure the relation of influence in a team that overcomes a predominating individual approach to influence in teams. The TIReS stems from the concepts of team subjectivity and deinfluentization that perceive influence as a collective phenomenon in a triangular influence model.

In the first study the authors subjected the data, gathered from 280 employees from Polish private sector companies, to the principal axis factoring analysis, yielding 12 best-fitting items loading on two factors (i.e. meaning reduction and space offering). In the second study the authors employed confirmatory factor analyses to test data from 784 workers from private sector organizations in Poland.

The results yielded a six-factor structure for the TIReS (root mean square error of approximation=0.077, comparative fit index=0.93, NNFI=0.91, standardized root mean square residual=0.073) with two sub-dimensions for each influence source in a team (i.e. the individual, the leader, the team as a whole). The results provide evidence for the internal consistency reliability of the TIReS (Cronbach’s α ranging from 0.87 to 0.93 for TIReS factors) and its satisfactory criterion-related validity.

The TIReS addresses a gap in currently available questionnaires to measure the relation of influence in teams considering three sources of influence in a team. The importance of team influence relations measurement is discussed.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

While research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA).

The authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees.

The study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance.

The authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally.

While organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

The purpose of this study is to investigate the influence of macro-level regulatory systems on alcohol management for community sport organisations (CSOs). It examines how alcohol regulations translate into meso-level management actions and interactions that impact alcohol consumption in community sport clubs.

Management of alcohol was explored through the holistic lens of macro, meso, and micro-levels of influence. Sixteen semi-structured interviews were conducted with Australian club administrators from community sports clubs.

Thematic analysis revealed macro-level influences on alcohol management in CSOs, with government regulations and the state sport associations being the most influential. Challenges arise in alcohol policy implementation when sport administrators do not prioritise alcohol consumption as a problem to be addressed, or where a conflict of interest arises between alcohol revenue generation and clubs positioning as health promoting environments.

Targeting club administrators’ attitudes towards alcohol as a benign influence and revising alcohol management practices are recommended as priority strategies to enhance the implementation and promotion of responsible alcohol management in sport clubs. Affiliate state sport associations were also identified as influential settings to provide administrative or strategic direction to CSOs, which would reduce the resources required by volunteers and standardise alcohol management practices across sports clubs.

The prevailing alcohol research focuses on the consumption behaviour of individual members and sports players. The study findings are novel and important as they explore the macro-level influences that administrators experience when enacting and policing alcohol management strategies in sports clubs. To-date, administrators of CSOs have not been included in many studies about alcohol consumption regulation; therefore, the findings provide an original perspective on alcohol regulation and demonstrate how CSOs operationalise alcohol management in club settings. The original insights from this study informed the conceptualisation of a multilevel sport system framework, which can be applied to guide future governance of alcohol consumption in sport settings.