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Seeks to assess the impact of “imported” management education on the development of managers in former command economies of Eastern Europe. In particular, examines the attitudes of Hungarian managers who have completed a British Diploma in Management. Statements made by the managers in their projects were noted against a number of factors, which have previously been found to be characteristic of command and market economies, in an attempt to measure the extent to which the “cognitive maps” of the managers are evolving in response to the new situation. The analysis showed that in some areas the process has begun tentatively, but in a number of aspects is a long way from being fully internalized. The managers appear to have understood the vocabulary without necessarily internalizing the concepts required.

A good deal of attention has been paid recently to the notion of management competence. One of the main strands of this has been promoted by the Council for Management Education and Development (CMED) in connection with the Management Charter Initiative and as part of the thrust towards developing Chartered Manager status.

The purpose of this paper is to investigate employees' attitudes toward society, organisations and work in electronic industry of the three Finno‐Ugrian countries from an institutionalist perspective.

Survey was done in two plants of the electronics industry in Estonia, Hungary and Finland. The survey was conducted in two plants of the electronics industry in Estonia, Hungary and Finland, respectively: one produces telecommunications equipment and the other electrical goods for household use. Data from the three countries were compared by means of the ANOVA‐test. The factors influencing job satisfaction and organisational commitment were identified by using linear regression analysis.

The results of an empirical study in the three Finno‐Ugrian countries, Estonia, Finland and Hungary, indicate significant differences, as well as similarities, in attitudes toward society, organisations and work in electronic industry of the three Finno‐Ugrian countries. It is argued that the differences in work‐related attitudes are influenced by the respective countries' historical legacy, in particular differences in levels of institutional development.

In order to draw broader conclusions it is necessary to explore alternative explanations and conduct further empirical research in other industries and countries.

Estonia and Hungary are new EU members and their citizens can now seek employment in another member country. The paper gives information about the work‐related attitudes of Estonian and Hungarian employees compared to Finnish employees.

The model developed explains differences between three countries.

Purpose: The emotions that accompany failure, in and of organizations, and their consequences have been researched in multiple domains of management, but comparative approaches have seldom been attempted. The failure of organizations to survive has been a common occurrence over centuries, particularly in the modern era of start-ups, innovation, and political, economic, and environmental turbulence. With the advent of the COVID-19 pandemic, failure at many levels of society, including the organizational and individual, has increased significantly and produced even more intense emotions. Study Design/Methodology/Approach: For this conceptual chapter, literature from many disciplines was consulted on failure in organizations, and the emotions it elicit, including studies on the process of failure as well as its outcomes. Findings: Failing and failure are likely to evoke negative emotions, with negative consequences for the actor. However, positive emotions can also occur, and a matrix of emotional valence and consequences presents an intriguing set of possibilities. The dimensions of emotions (valence, intensity, duration, and frequency) interact with a wide range of contributing factors (salience, personality, identity, emotional intelligence, emotional regulation, prior experience of failure, and context) in producing the emotions of failure and their consequences. Originality/Value: This chapter contributes to the literature by explicating the types of emotions that emanate during and after failure across many domains of management research, their dimensions and contributing factors, and the consequences for the individual actor. The model of the emotions of failure that is presented here assembles a wider variety of elements than prior research has offered. We indicate avenues for further research as we approach an era of even more demanding challenges.

As institutional theory increasingly looks to the micro-level for explanations of macro-level institutional processes, institutional scholars need to pay closer attention to the role of emotions in invigorating institutional processes. I argue that attending to emotions is most likely to enrich institutional analysis, if scholars take inspiration from theories that conceptualize emotions as relational and inter-subjective, rather than intra-personal, because the former would be more compatible with institutional theory’s relational roots. I review such promising theories that include symbolic interactionism, psychoanalytic and psychodynamic perspectives, moral psychology, and social movements. I conclude by outlining several possible research questions that might be inspired by attending to the role of emotions in institutional processes. I argue that such research can enrich the understanding of embedded agency, power, and the use of theorization by institutional change agents, as well as introduce a hereto neglected affective facet into the study of institutional logics.

As a result of the many governance failures in the past decade, new legislation, increased regulation, and best practices have been adopted by boards in an effort to improve corporate governance. Unfortunately, not all of the changes, such as increasing the number of external directors, have favorably impacted the quality of board governance. While having the majority of external directors on a board increases the board's independence from the CEO, these external directors lack inside directors' understanding of the firm's operations, customers and business model. The board members' lack of understanding presents a key challenge to CEOs, as their tenures depend on keeping their boards informed about the firm's business model. If CEOs are to succeed in this new governance climate, they need to find a way to effectively explain the business model to external directors in order to educate them, access their competencies, and ensure their long term support. The purpose of this paper is to examine the role of the strategy map to communicate the firm's business model to the board.

The paper used the authors' experiences, a review of the literature, and a case study as a basis for making recommendations presented in the article.

Outside directors may struggle to understand the firm's business model. While some may argue this is not the CEO's problem as it is the board's role to govern and management's job to manage, the authors argue it is an important issue for CEOs for two reasons: First, if the board does not understand the impact of changes to a firm's business model then CEOs are not fully leveraging their boards' expertise. Second, if CEOs do not keep the board adequately informed about the business model it hinders, rather than helps CEOs from building open and transparent relationships with their boards. By ensuring that directors receive the right information about the organization's business model and then have the opportunity to have a constructive dialog regarding the quality of the business model, CEOs can build trusting relationships with their boards and thus ensure they succeed over the longer term.

Recent governance failures have demonstrated a need for better communication between boards and CEOs. This is one of the first papers to examine the role of the strategy map to communicate the firm's business model to the board.

To discuss the regulation of professional wrestling in the USA in order to explore how the business of professional wrestling is regulated and deregulated.

Using desk-based research, the regulation and deregulation of professional wrestling will be explored.

The regulation of professional wrestling in the USA is inconsistent. The extent of regulation and deregulation of professional wrestling is dependent on the state in which the event takes place. Whether regulated or deregulated, professional wrestling is a painful, risky and injurious business wherein the economic health and well-being of the World Wrestling Entertainment (WWE) corporation, and the location in which events take place, take precedence over the health and well-being of working sports participants.

The research is limited to sports participants working in the dominant, visible and therefore arguably most accountable professional wrestling corporation in the USA. Implication of the research is that a more in-depth investigation into the utility of regulation is needed. Additionally, it raises concerns regarding the potential hidden work-related premature deaths, harms and injuries in other promotions in the USA and beyond.

The purpose of this paper is to explore critically the potentially harmful business of professional wrestling in the USA as state-corporate crime.

This paper comprises desk-based research of secondary sources. The lack of official data on the harms experienced by professional wrestlers means that much of the data regarding this is derived from quantitative and qualitative accounts from internet sites dedicated to this issue.

A major finding is that with regard to the work-related harms experienced by professional wrestlers, the business may not be wholly to be blamed, but nor is it entirely blame free. It proposes that one way the work-related harms can be understood is via an examination of the political economic context of neo-liberalism from the 1980s onwards and subsequent state-corporate actions and inactions.

The paper raises questions about the regulation of the professional wrestling industry together with the misclassification of wrestlers’ worker status (also known as wage theft and tax fraud) and the potential role they play in the harms incurred in this industry.

The potential wider social implications of the misclassification of workers are raised.

The originality and value of this paper is the examination of work-related harms within the professional wrestling industry through the lens of state-corporate crime.

The purpose of this paper is to explore opportunities for delivering sustainable leadership education through critical reflection embedded in the framework of higher and degree apprenticeships.

This paper contributes to leadership development research that focusses on “leader becoming” as an ongoing process of situated learning (in the classroom and everyday work life). The approach to leadership development adopted in this paper proposes that sustainable leadership practices and decision making are developed when leadership learning is firmly embedded in work-based practices and critical self-reflection.

The discussion of critical reflection methods focusses on utilising the learning portfolio as a core aspect of all leadership and management apprenticeships to embed sustainable and reflective practice and facilitate situated leadership learning. The paper explores the role of training providers in actively connecting higher and degree apprenticeships to embed this model of leadership development and seeing leadership as a lifelong apprenticeship. It also highlights the potential for resistance by managers and senior leaders in seeing themselves as apprentices rather than accomplished leaders. By paying attention to issues of language and identity in this discussion, it will surface practical implications for the delivery of sustainable leadership education through the framework of apprenticeships.

This paper adds to the theoretical and practical understanding of sustainable leadership education by exploring opportunities for re-framing leadership development as a lifelong apprenticeship focussed on personal and professional development. Recognising the resistance that often exists to reflective practice within leadership development contexts, this paper further explores ways of dealing with such resistance.