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This study investigated the effects of arbitration condition and risk‐taking propensity upon bargaining behavior. Negotiators anticipating final‐offer arbitration settled more contracts, resolved more contract issues, and conceded more than did negotiators anticipating conventional arbitration. Contrary to our hypothesis, low risk‐taking propensity dyads did not settle significantly more contract issues under final‐offer arbitration than they did under conventional arbitration. Union negotiators made significantly greater concessions during the 30 minute pre‐arbitration bargaining period and conceded a greater total amount than did management negotiators. Possible explanations for these findings are presented.

The term “globalisation”, although ubiquitous, has lost precision due to the fact that it can be applied in diverse ways. Here, multiple implications of globalisation are discussed in order to clarify its impact upon modern business and vice versa. In specific, the concepts of homogenisation, polarisation, and hybridisation are examined. By comparing these models to earlier paradigms (such as those provided by the Enlightenment and the Romantic Movement), more precise discussions of globalisation result. The concept of dialectics, furthermore, provides a valuable tool to use when analysing the process of hybridisation.

Wives of Unemployed Men. Volume 16 Part 3 of the Journal of Social Policy contains a survey article by Kenneth Cooke entitled “The Withdrawal from Paid Work of the Wives of Unemployed Men: A Review of Research”.

The present study attempted to replicate the findings of Kolb's research identifying two groups of mediators, which she labeled “Dealmakers” and “Orchestrators.” Seventy‐seven mediators were presented with a written dispute and asked to react the likelihood that they would use each of nine different mediation techniques. The techniques corresponded to Sheppard's taxonomy of Process Control, Content Control, and Motivational Control techniques. They also rated the perceived effectiveness of each of these three types of control with the dispute. Based upon their responses, the mediators were separated into groups using average‐link cluster analysis. The results suggested four clusters: Cluster 1 members corresponded to Kolb's “Dealmakers,” relying upon Process, Content, and Motivational Control techniques. Cluster 2 members did not correspond to either of Kolb's classifications, choosing to use Content and Motivational Control strategies. Cluster 3 members were similar to Kolb's “Orchestrators;” members of this cluster relied upon Process and Content Control techniques only. Cluster 4 members were reluctant to use any of the control strategies. These findings suggest a partial replication and extension of Kolb's initial work. Implications for future research are discussed.

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management culture that is basically Western and, more specifically, American. Attempts to test this hypothesis by examining values held by future managers from five different cultures. Uses the Kruskal‐Wallis One Way ANOVA and the Mann‐Whitney tests to show that future managers from different cultural backgrounds will neigher adopt a mirror image of current management style in their cultures nor a global unified management style regardless of local culture.

The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both membership of a particular generation and membership of a particular culture can affect individuals' work attitudes. The study considers these two factors in order to analyse five dimensions that are sources of work attitudes: life project, professional ethics, and attitude towards authority, leadership and commitment to the company.

Drawing upon a sample of almost one thousand people from various Ibero‐American countries, the results show significant differences between generations and cultures, particularly when focusing on the life project.

Among its conclusions, the paper points out that Latin America cannot be viewed as a homogenous whole in terms of individual work attitude. On the contrary, it is characterised by a significant degree of national diversity and managers should take this into account when designing initiatives to improve employee motivation.

The contribution that this paper seeks to make is to include the cross‐cultural perspective in the study of attitudes towards work, which has received less attention in previous studies.

Examines how humor is related to alternative conflict resolution strategies. It also seeks to advance understanding further by examining how respondents’ group membership (race and gender) and demographic similarity with the conflict party influence the use of humor. Significant main effects and interactions were found. In short, the results suggest that humor is related to different types of conflict management strategies and that diversity factors tend to moderate this relationship.

The purpose of this paper is to answer the theoretical and practical calls for an examination of the multi-level effects of empowering leadership on creativity. In addition, it attempts to link empowering leadership to creativity from the perspective of information processing, which is different from traditional mechanisms of psychology.

Based on the perspective of information processing, the authors tested how and why different levels of empowering leadership may relate to team and individual creativity. Multi-source data were collected from 62 team leaders and 295 team members. Statistical methods, such as the hierarchical linear model, hierarchical regression analysis, and bootstrapping tests, were used to analyze the data.

The results show that team and individual learning mediate the effects of empowering leadership on creativity at the team and individual levels. Interestingly, the authors also found that team learning negatively moderates the indirect and positive effect of individual empowering leadership on individual creativity.

The main limitation of this study is that the authors used cross-section data instead of longitudinal data to analyze the causal relationship. As such, the results may not truly reveal the causality.

The findings indicate that empowering leadership is important for stimulating both individual and team learning; thus, it benefits different levels of creativity. In addition, the results also suggest that there are interplay between different level mechanisms, and empowering team leader should trade-off individual and team learning effects in order to promote both team and individual creativity effectively.

This study contributes to the existing literature by providing a multi-level and cross-level analysis of empowering leadership and creativity. It clarifies how empowering leadership stimulates individual and team creativity at different levels simultaneously.

Current organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. This complexity stresses learning and innovation as fundamental mechanisms for organizational survival. This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory.

The authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation.

We propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control.

This paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.