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Examines the attitude of the consumer and local authorities to out‐of‐town shopping centres by means of results of a survey carried out in two suburbs of Bournemouth in the UK. Reveals that both the consumer and local authorities have reservations about the role of out‐of‐town shopping centres and its effect on the overall pattern of retail distribution, despite the apparent benefits of this kind of shopping.

The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work.

Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model.

Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger.

This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement.

AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

The purpose of this paper is to examine how CEO narcissism can be related to the usage of an abnormal optimistic tone in financial disclosures. Drawing on upper echelons theory, this paper suggests a link between CEO characteristics, such as narcissism, and accounting choices, such as optimistic financial reporting language.

To measure the narcissistic trait of a CEO, the study builds on a model using a set of 15 archival indicators. The usage of an abnormal optimistic tone is assessed quantitatively when looking at firms’ 10-K filings, where “abnormal” refers to tone that is unrelated to a firm’s performance, risk, and complexity. This approach allows for the use of firm-fixed effects for a sample of US listed firms over the period 1992-2012.

The results show that CEO narcissism is significantly positively related to abnormal optimistic tone in 10-K filings. If a highly abnormal optimistic tone is present, the level of CEO narcissism is positively related to the likelihood of future seasoned equity offerings and larger future investments in research and development.

The findings are relevant for shareholders and stakeholders as well as auditors and legislators. All stakeholders should be aware of the overly optimistic reporting language resulting from CEO narcissism and need to make allowances for it when assessing firm performance based on financial disclosures.

This study is the first to show in a large-scale sample how CEO narcissism can be related to a firm’s use of optimistic language, and thus contributes to the question of how personality traits affect an organization’s financial reporting strategy.

This study aims to investigate the impact of chief executive officers' (CEO’s) core self-evaluation and grandiose narcissism on firm performance. This work combines bright and dark personality sides to explore how complex CEO's behavioral characteristics affect firms' outcomes. In addition, top management team (TMT) behavioral integration is considered as an organizational setting that acts as a conductive device bridging CEOs behavioral characteristics with firms' performance.

The data for this study are based on 187 respondents, including CEOs and TMTs, across medium and large firms in Turkey through an online survey using a questionnaire. Structural equation modeling (SEM) was used to analyze the data collected.

The study finds that only CEO-TMT narcissism and TMT behavioral integration have a positive direct effect on firm financial performance. Contrary to expectations, CEO-TMT core self-evaluation has a negative direct effect on firm performance. Moreover, the results show that environmental dynamism interacts positively and significantly with CEO-TMT narcissism. Thus, the claim that TMT behavioral integration has a mediating effect is not supported in the context of medium and large firms in Turkey.

This study contributes to the upper echelons theory (UET) literature by highlighting the boundary conditions under which narcissistic CEOs can interact with more behaviorally integrated TMT members to exchange information, make joint decisions and collaborate in a relatively dynamic environment, as well as aggregating the bright side and dark side of CEOs personality traits and examining their effects alongside those of TMT behavioral integration on the firm performance. Finally, this study enriches the upper echelons literature by providing evidence from Turkey.

To examine the influence of demographic differences on congruence of mentors' and protégés' perceptions of developmental support and frequency of communication.

Data on demographics (organizational tenure, age, gender, and educational level), mentoring functions, and frequency of communication were collected from both the mentor and protégé in 27 mentoring dyads from two medium‐sized high technology companies. Correlation and pattern analysis were used to analyze the data.

Results indicated significant congruence between mentor and protégé perceptions of developmental mentoring and frequency of communication. Differences between the mentor and protégé on organizational tenure and age reduced congruence of perceptions, whereas differences with respect to gender and education did not.

The small sample size limits the statistical power of the analysis and the inclusion of high technology companies limits generalizability.

While mentors and protégés generally view aspects of their relationship in a congruent manner, large discrepancies in age or tenure in the organization may lead to disagreement about the nature of the relationship. This information should be considered in developing formal mentoring programs.

This research is one of only a few studies that use the mentoring dyad as the unit of analysis. Unlike others, this study focuses on how the participants view the mentoring relationship itself.

The purpose of this paper is to examine whether organizational culture moderates the relationship between shared leadership and team proactive behavior.

Data were collected from 21 commercial banks in Turkey that had formally implemented work teams. The study used data obtained from 420 team members. Moderated hierarchical regression was used to examine the moderating role of organizational culture on the shared leadership and team proactive behavior relationship.

Shared leadership within a work team was positively related to team proactive behavior. The relationship of shared leadership with team proactivity is stronger in organizations with higher level of supportive culture.

A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the proactivity of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by sources of funding of the banks studied and demographic factors such as participants' age, gender and organizational tenure.

The use of organizational culture as a moderator on this link is unprecedented. Although shared leadership within teams may increase job demands on members and require them to take on new roles, it seems to have positive effects on perceptions of their jobs. In addition, the extent to which an organization encourages a supportive culture makes a difference in the relationship of shared leadership with team proactivity. Finally, using a large number of samples from Turkish banking sector adds to the growing literature examining shared leadership in non‐Western settings.

The purpose of this paper is to examine how internal locus of control (LOC) as a well-established entrepreneurial personality trait at team level impacts team performance (effectiveness and efficiency) in Austria. In addition, it investigates the interaction effects of LOC diversity and affective trust on the internal LOC-performance relationship.

Data originated from 44 entrepreneurial teams based in nine business incubators in Austria. Partial least squares (PLS) structural equation modelling was used to estimate the model.

Results indicate that higher internal LOC at team level promotes entrepreneurial team effectiveness and efficiency. However, team efficiency is increased when such teams possess a high internal LOC and low LOC diversity. Affective trust is identified as a crucial component in enhancing entrepreneurial team effectiveness, especially when the team has a high internal LOC.

This study extends research on internal LOC at team level by investigating it as a predictor of entrepreneurial team effectiveness and efficiency. Second, it systematically analyses if and how diversity in internal LOC affects team performance in an entrepreneurial team context. The paper takes a pioneering step by testing a key methodological contribution of addressing the inherent bias in measuring diversity of small teams. Finally, it is one of the first studies to show not only the importance of affect in general, but also the trust based on affect for entrepreneurial team dynamics.

This paper describes a comprehensive user survey carried out in an Irish higher education academic library (Waterford Institute of Technology library service) as part of a strategic initiative to engage with library users.

Two major user groups – full‐time undergraduate students and academic staff – were surveyed. The survey instrument was a hardcopy questionnaire. The paper outlines the relative merits of different survey types and the reasoning behind the final choice of survey instrument.

The main results of the survey are synopsised. The paper also includes selected free‐text comments made by survey respondents and the library's response to the results in terms of how issues highlighted will be addressed.

The survey focused on two specific user groups, which leaves scope for future research by this institution into how the library is used by other types of users, such as distance learners.

The survey was a good way of communicating with users. This was the first time such a project has been undertaken at WIT and WIT library service will continue to survey users on a regular basis and to use the results to inform service delivery.

As the first comprehensive survey to be undertaken in the Institute of Technology sector in Ireland, the paper is of potential value to library practitioners in this, or indeed in other sectors, who are considering doing a survey of their users.

Reports of a number of countries imposing a limited ban on the use of D.D.T. have appeared from time to time in the B.F.J., but in the last few months, what was a trickle seems to have become an avalanche. In Canada, for example, relatively extensive restrictions apply from January 1st, permitting D.D.T. for insect control in only 12 agricultural crops, compared with 62 previously; there is a reduction of maximum levels for most fruits to 1 ppm. Its cumulative properties in fat are recognized and the present levels of 7 ppm in fat of cattle, sheep and pigs are to remain, but no trace is permitted in milk, butter, cheese, eggs, ice cream, other dairy products, nor potatoes. A U.S. Commission has advised that D.D.T. should be gradually phased out and completely banned in two years' time, followed by the Report of the Advisory Committee on Pesticides and Other Toxic Chemicals recommending withdrawal in Britain of some of the present uses of D.D.T. (also aldrin and dieldrin) on farm crops when an alternative becomes available. Further recommendations include an end to D.D.T. in paints, lacquers, oil‐based sprays and in dry cleaning; and the banning of small retail packs of D.D.T. and dieldrin for home use in connection with moth‐proofing or other insect control. The Report states that “domestic users are often unaware that using such packs involve the risk of contaminating prepared food immediately before it is eaten”.

The purpose of this paper is to investigate if the personality trait of desire for control over others (DFCO) matters to team leadership and performance, and how commitment to the leader mediates this relationship. Furthermore, the authors study whether intergroup competition moderates this indirect relationship.

The authors test hypotheses for mediation and moderation using a sample of 78 groups and their leaders. Commitment to the leader and intergroup competition were measured at the team member level, while DFCO and team performance was rated by the team leader. Bootstrapping was used to assess the significance of the (conditional) indirect effects.

The results show that leader’s DFCO does not relate to team performance through commitment to the leader. Leader’s DFCO only relates negatively to team performance through commitment to the leader when the team operates in a context with little or moderate intergroup competition. In a highly competitive environment, however, leader’s DFCO does little damage to team performance.

This research is the first study to focus on DFCO as a personality trait of a group leader. In doing so, it adds to the continuing debate about leader personality and context, as well as the ongoing study on how subordinates respond to different levels of control over decisions in groups.