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The lack of women in Science, Technology, Engineering, and Mathematics (STEM) careers is a multifaceted problem, and there may be various levers for change (e.g., managers' attitudes). Whereas most previous studies have focused on educational aspects, we targeted later career stages: We measured managers' gender role attitudes because managers can be a source of support or discrimination. In fact, women in STEM fields report less support and more discrimination than STEM men or non-STEM women do. Using a large and representative data set from the Socio-Economic Panel (SOEP) in Germany, we compared traditional gender role attitudes in STEM versus non-STEM fields with ordered probit regressions and a multiverse analysis. We found that male, older, non-managerial, and non-STEM employees had more traditional gender role attitudes than others. Additionally, we found a gender gap: For men, older employees had more traditional gender role attitudes; for women, age did not matter, but female managers had less traditional gender role attitudes than nonmanagers. Reasons for this trend might be selection (e.g., women with traditional attitudes might abandon their careers earlier) or socialisation (e.g., female managers' attitudes may change in male-dominated environments). Implications for women's careers are discussed. [ABSTRACT FROM AUTHOR]

Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements' decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2‐year longitudinal study of non‐union employee representation, we report on how managements' perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision‐makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Positive service provider attitudes toward evidence-based programs, and evidence-supportive organizational environments are essential for effective implementation in community settings. Few studies have examined whether there are differences in attitudes between managers and providers. This study investigates attitudes toward evidence-based programs across three levels of manager and provider roles in an Australian place-based initiative for children delivered by a heterogenous, multiskilled social services workforce, and investigates whether attitudes are influenced by an evidence-supportive organizational environment. An online survey was conducted between 2018 and 2019, yielding 205 participants: 70 Facilitating Partner managers, 93 Community Partner managers, and 42 direct service providers. Nine attitudes toward evidence-based programs were assessed using multiple linear regression, with an evidence-supportive organizational environment included as a moderating variable. Differences in attitudes were found between the three roles, with direct service providers more likely to be supportive of evidence-based programs compared to Facilitating Partner managers. An evidence-supportive environment was a strong predictor of more positive attitudes, and moderated the effects for Facilitating Partner managers for three measures. This study highlights the importance of positive leadership and supportive organizational environments in social services community settings. Future studies could examine associations between attitudes, organizational environment and effective implementation for this workforce. [ABSTRACT FROM AUTHOR]

Social media technologies have been widely adopted by governments to increase civic engagement, promote openness, and extend services. Previous research finds that public managers' attitudes are important predictors of social media adoption and successful implementation. Managers' attitudes may vary due to different organizational structures, functions, and operations based on department type or because departments vary along with key dimensions. This research investigates the following questions: (1) Does department type significantly predict public managers' attitudes toward social media, (2) does department type moderate the effect of predictors of managers' attitudes toward social media found in previous research, and (3) do the predictors of managers' attitudes toward social media found in previous research mediate attitude differences observed across different kinds of departments. Using data collected from a 2014 national web survey in the United States on technology in city government, we find department type is an important predictor of managers' attitudes toward social media use. The effects of other predictors of attitudes toward social media use were not moderated by department type. Instead, those predictors had similar effects regardless of department type. Some of the variables related to organizational characteristics and culture (e.g., social media use, innovativeness, and use of e-services) helped to explain differences between the attitudes of managers from different departments. Our findings are important for developing strategies to target managers' negative attitudes toward using social media, thus removing one of the barriers to successful technology implementation. [ABSTRACT FROM AUTHOR]

This study analyzes the effects of psychological capital and managerial attitudes on the relationship between budgetary participation and management performance in budgeting activities. The study addresses a gap that exists in the budgeting research, tackling the effects of individuals’ mental states and behaviors on the relationship between budgetary participation and management performance in an integrated way. The interactive effects of cognitive and personal, behavioral, and environmental factors enable us to understand the factors present within the budgetary context that influence the relationship between budgetary participation and management performance, which provides an explanation for the conflicting results found in the literature, denoting in which conditions the effects of participation on performance can be obtained. The research innovates by evaluating, based on an interactionist approach, predictive factors for management performance within the budgetary context, contemplating the analysis of cognitive and personal (psychological capital), behavioral (managerial attitudes), and environmental (budgetary participation) factors, providing an explanation for the effects of budgetary participation on management performance in budgeting activities. A survey was conducted with 245 controller professionals from industries in the South Region of Brazil, chosen using the LinkedIn social network, and the data were analyzed via structural equation modeling (SEM). This revealed the positive joint indirect effects of psychological capital and of managerial attitudes on the relationship between budgetary participation and performance. The results converge with the social cognitive theory (SCT) approach, as it can be inferred that cognitive and personal aspects influence human decisions and the level of effort employed by managers in activities carried out within the budgetary context. The results offer support for organizations to direct resources toward organizational practices that seek to improve managers’ positive mental states, which influence behavioral factors and their job performance. [ABSTRACT FROM AUTHOR]

We explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa. [ABSTRACT FROM AUTHOR]

The impact of academic resilience and attitude on management performance was investigated in this study. Management Academic Resilience, Manager Background, and Manager Attitude are independent variables, while Performance is the dependent variable. The study topic is to investigate the link and influence of manager attitude on performance, as well as the influence of academic resilience and background. It was a methodical technique to finding a solution to a study problem by answering research questions with the following aims in mind: to understand the benefits of academic resilience for managers, to examine manager's background elements molding attitude, and to investigate the role of manager's attitude in performance. The study employed a standardized survey questionnaire with items relevant to all dimensions and demographical characteristics on a sample of 120 managers from Peshawar. SPSS 24 is used for data analysis, which includes reliability analysis, one-sample T-tests, and correlations regression analysis statistical tests. The findings and conclusion are based on an analysis that supports the idea and justifies all three hypotheses tested in the study, with all three conceptual hypotheses acknowledged as valid. [ABSTRACT FROM AUTHOR]

Perhaps in no other field is the employee–manager relationship as important as in sales. Given the performance-driven nature of the profession, firms seek managers who can optimize individual performance while providing a work environment that leads to satisfied employees. Using data collected from salespeople and sales managers, this study suggests that abusive supervision is one factor which negatively impacts both of these goals. Integrating justice theory within a sales management framework, we advance that abusive sales managers alter perceptions of workplace fairness. In turn, this perceived justice negatively impacts life satisfaction of not only salespeople experiencing the abuse but of managers administering it. Further, an unjust workplace established by an abusive manager can actually have detrimental effects on selling performance. Finally, we uncover normative and continuance commitment as factors that can suppress this negative relationship. If salespeople believe that job is a necessity or either party feels some sense of moral or ethical obligation to their firm, they are able to overlook the abuse, and possibly avoid the ‘double whammy' of negative outcomes associated with it. [ABSTRACT FROM AUTHOR]

In this study, we examined responses to institutional complexity by analyzing when and how organizations respond to a coercive institutional demand from a powerful constituent when other important constituents do not accept the demand as legitimate. We experimentally manipulated institutional complexity and gauged the time to compliance of 100 childcare managers in the Netherlands, and then asked them to describe and explain their anticipated responses to multiple pressures. We found that institutional complexity leads decision makers to delay compliance, but usually not passively: decision makers used the time before compliance to attempt to reduce institutional complexity by neutralizing opposing pressures, challenging the coercive pressure, adapting the practice to suit opponents and their own personal beliefs, and/or waiting to see how the situation would unfold as multiple parties influenced one another. We found two factors influenced decision makers' choice of responses: (1) their interpretation of institutional complexity and (2) their personal beliefs toward the practice itself. Our findings contribute to an emerging understanding of how decision makers interpret and respond to institutional complexity, and thus complement recent studies in the institutional complexity literature. [ABSTRACT FROM AUTHOR]

The success of collaborative networks relies on interactions between participants, which involve costs and are uncommon. We argue that participation in interactions is explained by participation attitudes, which, in turn, stem from motivations; and we propose a model that links a wide range of motivations and attitudes. It was tested with a survey that involved 120 public managers who participated in a pro-sustainability network of municipalities in Zaragoza. While the links between motivations and attitudes are complex, it was found that organizational-level internal motivations and managers' identification with the network are more powerful than external rewards for preventing free-rider behaviours. [ABSTRACT FROM AUTHOR]

We provide here a general mathematical framework to model attitudes towards ambiguity which uses the formalism of quantum theory as a "purely mathematical formalism, detached from any physical interpretation". We show that the quantum-theoretic framework enables modelling of the Ellsberg paradox, but it also successfully applies to more concrete human decision-making tests involving financial, managerial and medical decisions. In particular, we elaborate a mathematical representation of various empirical studies which reveal that attitudes of managers towards uncertainty shift from ambiguity seeking to ambiguity aversion, and viceversa, thus exhibiting hope effects and fear effects. The present framework provides a promising direction towards the development of a unified theory of decisions in the presence of uncertainty. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the research was to determine the cultural attitudes conducive to CSR implementation in an enterprise, and then to verify their occurrence in enterprises implementing CSR. Methodology: The research used the diagnostic survey method. The research tool used by the Authors of the article was a questionnaire allowing the verification of the occurrence of 12 cultural attitudes conducive to CSR in the surveyed enterprises. The research covered 234 enterprises on the territory of Poland, which declared CSR activities. Findings: As a result of the research, all the cultural attitudes were verified and their occurrence was assessed with a medium and low intensity, most often these are attitudes describing managers than employees. Cultural attitudes conducive to the implementation of CSR, although they are noticeable in the researched enterprises, to a small extent, support the implementation of CSR activities. Research limitations: Conducting research in enterprises outside the territory of Poland and comparing it with national ones could significantly increase the scientific value of the article. Practical implications: Research brings new knowledge and can be used by management in their practical activities. Social implications: The results of the research increase the level of knowledge on the issue of cultural attitudes conducive to CSR implementation in enterprises. Originality: The authors identified cultural attitudes conducive to the implementation of CSR in the enterprise, verified their occurrence in the surveyed enterprises and assessed whether the cultural attitudes verified by them are conducive to the implementation of CSR activities in the enterprise. [ABSTRACT FROM AUTHOR]

Research summary: We examine the influence of CEO and compensation committee liberalism on top management teams (TMT) pay arrangements. Given that politically liberal individuals tend to value egalitarianism, we test whether firms with liberal CEOs tend to (1) reduce pay dispersion among non- CEO executives; and (2) reduce pay gaps between CEO and non- CEO executives, and whether compensation committee liberalism moderates these relationships. We find some evidence of a direct effect of CEO liberalism on TMT pay arrangements as well as some interaction between CEO and compensation committee liberalism on the pay arrangements. This study provides a better understanding of the antecedents of TMT pay arrangements and empirical evidence showing the influence of values at the top of organization. Managerial summary: Do the values of the CEO and compensation committee influence the pay of other top managers? Our study provides evidence that political ideology affects top manager pay. We examine whether CEO liberalism produces more egalitarian pay arrangements among top managers, and whether the liberalism of the compensation committee affects that relationship. We find that CEO liberalism reduces differences in the total pay among top managers, but does not influence the difference between CEO total pay and the total pay of top managers. We also find that compensation committee liberalism strengthens the negative influence of CEO liberalism on differences in total pay among top managers. Finally, we find that CEO liberalism reduces the difference between CEO bonus pay and the bonus pay of other top managers. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Values theory posits that individuals have values and they are formed by upbringing and life's experiences and influence an individuals' cognitive processes, decisions, and behavior. Emerging onto the business scene is a new population group, the Millennials. This research seeks to explore Millennials' values from the viewpoint of their personal value orientation (PVO). Managerial PVO from the 1980s and 2010s are used as comparative populations. The Millennials' PVO is generally consistent with managerial PVO from past research. They tend toward a Personal, rather than Social, and Competence, rather than Moral, value orientation. Yet, some subtle differences emerged. Millennials are more self-focused and less other-focused than managers from the 1980s or 2010s. They emphasize competency skills more than today's managers but less than the managers of the 1980s and place more worth on moral values than managers of the 1980s but less than today's managers. [ABSTRACT FROM AUTHOR]

Theory predicts that entrepreneurs have distinct attitudes toward risk and uncertainty, but empirical evidence is mixed. To better understand the unique behavioral characteristics of entrepreneurs and the causes of these mixed results, we perform a large "lab-in-the-field" experiment comparing entrepreneurs to managers (a suitable comparison group) and employees (n D 21288). The results indicate that entrepreneurs perceive themselves as less risk averse than managers and employees, in line with common wisdom. However, when using experimental incentivized measures, the differences are subtler. Entrepreneurs are only found to be unique in their lower degree of loss aversion, and not in their risk or ambiguity aversion. This combination of results might be explained by our finding that perceived risk attitude is not only correlated to risk aversion but also to loss aversion. Overall, we therefore suggest using a broader definition of risk that captures this unique feature of entrepreneurs: their willingness to risk losses. [ABSTRACT FROM AUTHOR]

Purpose Demographic data indicate that the Millennial generation (those born between 1982 and the early 2000s) are entering the workforce and will become an increasingly significant component of the workforce in the near future. The Millennial generation appears to have significant differences in values, attitudes and expectations regarding work than prior generations.Design/methodology/approach The authors reviewed the literature on the “Millennial” generation (those born between 1982 and the early 2000s) and the research on giving negative feedback to identify issues that are significant with respect to the manner in which managers give negative information to this new generation of workers.Findings To be effective, negative feedback to Millennials needs to be consistent and ongoing. The feedback must be perceived by Millennials as benefitting them now or in the future. Managers must be assertive enough to make sure the employee understands the concerns, but sensitive to the fact that many Millennials have difficulty accepting such feedback.Research limitations/implications These findings offer suggestions for future research that needs to explicitly examine the differences in the new generation of workers and how these persons respond to current managerial practices.Practical implications Millennials are now entering the workforce in significant numbers. Managers will find increasing opportunities to address the organizational and individual needs of these workers. Managers must learn how to effectively direct and motivate this generation of workers, including how to provide constructive negative feedback.Social implications Demographic data indicate that the so-called “Baby Boom” generation will be leaving the workforce in large numbers over the next few years, and will be replaced by the Millennial generation.Originality/value To date, there has been little attempt by management researchers to address the organizational implications of the generational shift that is occurring. We seek to draw attention to one specific area of management practice – delivering negative feedback – and explore how the knowledge may be changing as a new generation of workers enter the workplace. [ABSTRACT FROM AUTHOR]

To further the debate on the ethical dimension of transformational leadership (TFL) from a virtue ethics perspective, this study focused on leaders' in-group orientation as well as their in-group versus out-group orientation in situations of conflict between organizational interests and broader ethical values. More precisely, the current study captured leaders' organizational identification (OI) as well as their willingness to engage in unethical pro-organizational behavior (UPB) and tested the relations between these attitudes and follower-perceived TFL behavior. In total, the leadership behaviors of 112 middle- and top-level managers were evaluated by 900 direct-reports. Results showed leaders' organizational identification to be positively related to TFL. However, we found no relation between leaders' willingness to engage in unethical pro-organizational behavior and TFL. Implications regarding the ethical dimension of TFL are discussed. [ABSTRACT FROM AUTHOR]

Starting a business involves risk and, thus, requires a risk-taking attitude. The concept of risk and entrepreneurship has been widely discussed in the entrepreneurship literature; most studies compare entrepreneurs with nonentrepreneurs such as managers or bankers. So far, little research exists on the risk attitudes of the different types of entrepreneurs-those who pursue a new business because of opportunity and those who do so through necessity. This study aims to fill this gap. Our particular focus is on individuals' motivations to start their businesses and the nonmonetary returns from entrepreneurship. The results show that opportunity entrepreneurs are more willing to take risks than necessity entrepreneurs. In addition, those who are motivated by creativity are more risk tolerant than other entrepreneurs. The study contributes to the literature about both risk attitudes of entrepreneurs and necessity and opportunity entrepreneurship. [ABSTRACT FROM AUTHOR]

Strategic planning and its implementation are cardinal management activities, yet neither is entirely instinctive for every business executive or entrepreneur. A focus on operations will often replace both and when one looks at failing companies, an executive focus on operations alone with the resulting loss of market share is often the diagnosis. Yet there is another part to that diagnosis in this era of complexity: effectively using intra/inter-company analytic and activity relationships, which today are crucial to creating and implementing a strategic plan. Teaching strategic planning, its implementation and the crucial relationships to both graduate and undergraduate students can be fraught with some of the same issues-among them a lack of student understanding that strategic and collaborative relationships within a business are among the keys for effective operation. This partly derives from the subject silos which exist at many business schools. The Strategy Wagon Wheel© (SWW) enables both executives and students to visualize strategy as the core and understand the necessary relationship of management analyses and activities. The result is an intellectual check-list for executives, particularly when considering a new direction for their companies and good fodder for classroom discussions particularly for student analyses of cases. [ABSTRACT FROM AUTHOR]

Farmland abandonment is common in the southern EU countries. This complex phenomenon has a set of interlinked causes and consequences, among the latter the undermining of farmers' cooperatives role as supply aggregators. The paper discusses a multi-actor farmland consolidation model that avoids some of the drawbacks identified by literature to some models of land mobilization, mostly transaction and agency costs. This model consists on a local-based strategy of common land management, led by a cooperative and supported by a set of external agents. As empirical evidences, we show the attitudes of cooperatives' managers surveyed towards common land management and present a case study implementing this multi-actor model. This piece of evidence shows that strengthening social capital is crucial to the success of these social innovation experiences. • Besides other consequences, land abandonment is eroding cooperatives' role. • Cooperatives in the Mediterranean region are starting to manage abandoned land. • Multi-actor arrangements can mobilize land avoiding transaction and agency costs. • Empirical evidences show that there is wide potential for these arrangements. [ABSTRACT FROM AUTHOR]

Simple Summary: The attitudes and empathy of handlers influence human–animal interaction, thereby affecting their behavior toward animals. In this study, we evaluated the association between the attitude and empathy of livestock handlers towards the animals with the quality of human-livestock interactions. A structured survey instrument was used to assess managers' attitudes and empathy towards livestock. The quality of handling was assessed by recording the individual behavior of each handler during commercial handling procedures; furthermore, it was ascertained whether the quality of handling was affected throughout the workday. Associations were found between the quality of the interactions used by the handlers towards the animals and the positive or negative attitude and empathy scores. It has been concluded that there is an association between handlers' attitudes and empathy towards animals and the quality of human-animal interaction pre-slaughter. The human-animal interactions are a key component of human and animal welfare. The quality of this interaction can therefore be assessed by measuring the reaction response of the animals to the handler's behavior. The aim of this study was to investigate the association between attitude and empathy towards the animals with the quality of human-livestock interactions. Additionally, we aimed to investigate whether the quality of cattle handling deteriorates as the working day progresses. A total of 18 livestock handlers and 1514 Colombian commercial Zebu steers were evaluated. A questionnaire pack consisting of 50 questions regarding demographic information, attitude and empathy characteristics was applied, using a structured interview. Each handlers' responses to positive and negative attitude and empathy questions were calculated to produce a composite score. Observations of human-animal interactions were made at three times during the day (5:00, 7:00 and 9:00), each observation lasting 30 min. The handlers had an average age of 39.4 ± 3.4 y (range = 18–66 y), with little schooling but a lot of experience in the trade (17.13 ± 14.21 y). During handling, hitting, prodding and hand raising predominated over other actions (p < 0.05), and in response, the cattle behaved by freezing and running. Significant differences were found in the interactions used by handlers depending on the time of day (p < 0.05). The empathy total score ranged from 20 to 100, and the attitude total score between 24 and 120. The average attitude and empathy scores for handlers were 85.05 ± 6.92 (mean ±SD; range, 73–97) and 74.61 ± 4.72 (mean ±SD; range, 65–83), respectively. It has been concluded that there is an association between handlers' attitudes and empathy towards animals and the quality of human-animal interaction during pre-slaughter. [ABSTRACT FROM AUTHOR]

• Unique data set connecting 974 hotels and 62,766 customer satisfaction ratings. • Novel measurement for sustainable behavior in hospitality. • Innovativeness and sustainability attitude affect sustainable behavior. • Implementation of sustainability measures depends on perceived advantages. • Sustainable behavior of a firm has positive influence on customer satisfaction. The literature on determinants of firm sustainable behavior and its effects on firm performance is rich. However, there are still important questions that lack definitive conclusions. One revolves around factors mediating the link between organizational determinants and firm sustainable behavior, which may still be regarded as a black box. Another stresses the impact of sustainable behavior on customer satisfaction. Using a sample of survey data from 974 small and medium-sized German hotels and 62,766 independent reviews, this paper examines the links between innovativeness, managers' sustainability attitudes and firm sustainable behavior while taking into account perceived advantages of sustainable behavior as a mediator. Furthermore, the relationship between sustainable behavior and customer satisfaction is examined. A model is proposed and tested using structural equation modeling. The results confirm innovativeness and sustainability attitudes as determinants of sustainable behavior and perceived advantage as a mediator. Sustainable behavior shows a positive relation to customer satisfaction. [ABSTRACT FROM AUTHOR]

The author discusses the role of psychology in the success of athletes and organizational leaders. He describes the factors considered by elite athletes and corporate leaders in measuring success, including fulfillment and being physically and mentally healthy. He also explores the implications of such measures of success for coaches and coaching psychologists.

The article offers the authors' views on redefining investment. They mention the significance of continuous investment in the advancement of technology which is considered another industrial revolution with unchanged evaluation leading to unexpected challenges of entrepreneurs and managers. An overview of its role as highly cost re-allocation and potential in resisting business cases is also presented.