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This article examines the impact of compulsory voting on grassroots electioneering in Australia between 1910 and 1951. It argues that the introduction of compulsory voting resulted in a shift from mobilization-focused campaigns to more persuasive campaigns. Grassroots campaigners in the 1930s and 1940s adopted new methods, such as amplifier campaigning and candidate-focused leaflets, to reach a larger and less engaged electorate. The article emphasizes the significance of these changes in campaign practices and highlights the continued use of candidate-focused literature and personal canvassing in modern times. [Extracted from the article]

Proactive environmental strategy (PES) is regarded as an effective tool to mitigate and root out the negative effects of an enterprise's development on the environment. Although institutional pressures have been viewed as major factors that can promote enterprises' PES, the results are still inconsistent. This mixed empirical result leads to a need to unpack the relationship between institutional pressures and PES, like the certain key mediating role of top managerial environment attitude. In addition, with the important role of new media in an enterprise's strategy, new media pressure plays a significant role in the PES field to induce enterprises to make a strategy change. Therefore, combining institutional theory and upper echelon theory, this paper explores the mediating roles of top managerial environment attitude between institutional pressures and PES, and the moderating roles of new media pressure, from a new media perspective. Our research model was tested by survey data from 345 top Chinese managers, and several results are established. First, the top managerial environment attitude significantly mediates the relationship between three institutional pressures and PES. Second, among the three institutional pressures, customer pressure is the most powerful one to influence the top managerial environment attitude toward PES. Third, new media pressure promotes and suppresses the positive effect between customer pressure, competitor pressure, and top managerial environment attitude. To promote the adoption of PES, it is important for top managers and governments to pay close attention to customer, regulatory, and competitor pressures, particularly when these pressures are amplified by new media. [ABSTRACT FROM AUTHOR]

In this study, we examine the role that human labor practices and attitudes play in mastitis infections on US dairy farms. Mastitis infection is a key barrier to sustainability in dairy production, contributing to financial losses, animal welfare concerns, and perhaps most importantly imprudent antibiotic use. We combine data from five sources on herd characteristics, owner/manager attitudes and behaviors, and labor management to empirically analyze the connections between labor practices and mastitis infection. We examine 72 conventional dairy farms in Pennsylvania, Florida, and Michigan using survey responses from both employees and owners/managers. We find that several labor practices and attitudes like communication, training, manager attitudes, and work intensity have important and meaningful associations with mastitis infection on dairy farms, in addition to conventional veterinary management practices. We also find that key labor practices are not associated with infection rates once we control for other factors. Our findings demonstrate the ways in which aspects of sustainability are intertwined on farms, particularly labor practices. [ABSTRACT FROM AUTHOR]

In this study, we examine the role that human labor practices and attitudes play in mastitis infections on US dairy farms. Mastitis infection is a key barrier to sustainability in dairy production, contributing to financial losses, animal welfare concerns, and perhaps most importantly imprudent antibiotic use. We combine data from five sources on herd characteristics, owner/manager attitudes and behaviors, and labor management to empirically analyze the connections between labor practices and mastitis infection. We examine 72 conventional dairy farms in Pennsylvania, Florida, and Michigan using survey responses from both employees and owners/managers. We find that several labor practices and attitudes like communication, training, manager attitudes, and work intensity have important and meaningful associations with mastitis infection on dairy farms, in addition to conventional veterinary management practices. We also find that key labor practices are not associated with infection rates once we control for other factors. Our findings demonstrate the ways in which aspects of sustainability are intertwined on farms, particularly labor practices. [ABSTRACT FROM AUTHOR]

Academic experience has been found to significantly impact on the attitudes and behaviors of managerial decision‐makers, which in turn influences corporate strategic decisions. However, the impact of academic decision‐makers on corporate ethical decisions, particularly corporate social irresponsibility (CSIR), has yet to receive due attention to date. In this study, we integrate the upper echelons theory and managerial discretion literature to examine whether and when academic CEOs (CEOs with academic experience) influence corporate social irresponsibility (CSIR). First, we suggest that academic CEOs discourage CSIR because they have higher moral standards; thus, their companies are less likely to engage in CSIR activities. In addition, we propose that negative attainment discrepancy (slack resources) reduces (enhances) academic CEOs' managerial discretion to incorporate their ethical preferences into their decisions, thereby weakening (enhancing) the above relationship. This study is the first to examine the relationship between academic CEOs and CSIR. Additionally, the empirical findings of this study offer crucial insights for shareholders and policymakers to prevent or mitigate CSIR effectively. [ABSTRACT FROM AUTHOR]

This study explores how CEOs' insurance behaviours outside the workplace, as measured by the premium rates of their self‐purchasing critical illness insurance, are related to corporate social responsibility (CSR) performance. We show that such behaviours (i.e. the CEO‐insurance effect) capture the variation in CEOs' risk aversion and are positively associated with CSR performance. We also find that our results align with the risk mitigation hypothesis rather than the agency conflict hypothesis. Additional analysis reveals that the main effect is more pronounced among firms in uncertain environments. Further evidence shows that accounting conservatism and internal control are potential channels through which the CEO‐insurance effect boosts CSR performance. Collectively, our evidence contributes to research on managerial risk attitude, heterogeneity in CSR policies and 'off‐the‐job' determinants of CEOs' styles. [ABSTRACT FROM AUTHOR]

This study investigated whether, and under what conditions, self‐control demands (SCD) are associated with less interpersonal justice (politeness or respect) and more interpersonal injustice (degrading or inappropriate remarks) behavior. Drawing from extended self‐control theory and integrating the motivation literature, we posit that (1) SCD have a stronger effect on actors' attempts not to be unfair than on their attempts to be fair because avoidance behavior is more demanding than approach behavior. Further, extended self‐control theory posits that people control themselves more effectively when they are personally motivated and external standards are present. Accordingly, we further posit that (2) emphasizing self‐transcendence values (i.e., the stable motivational goal to consider others' welfare) and (3) acting in strong situations (i.e., the presence of external normative standards on appropriate behavior) buffer the SCD effect. Results from two realistic simulation studies show that SCD were related to actors' interpersonal justice and injustice behavior. Across both studies, different results patterns, and relationships with the other variables for justice and injustice emerged. Thus, although the stronger effect of SCD on injustice (vs. justice) was not generally supported, the finding suggests that adhering to and not violating interpersonal justice rules are indeed different from one another. In addition, SCD were less detrimental among actors with higher self‐transcendence values and when actors operated in strong (vs. weak) contexts. A three‐way interaction showed that especially among actors with low self‐transcendence values, who act in weak contexts, SCD provoked injustice. We discuss theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Research Question/Issue: Motivated by the recent regulatory reforms, in the forms of the UK Corporate Governance Code (UK CGC) in 2011 and the enaction of section 414C of the Companies Act 2006, to increase female representation on corporate boards, this study investigates the effect of boardroom gender diversity (BGD) on investment inefficiency (IE). These reforms were aimed at enhancing corporate governance by allowing a pool of female directors into directorship positions and bringing fresher and independent perspective of female directors, thus strengthening board monitoring and its internal control systems. This study therefore seeks to understand whether and how female directors align managers' and shareholders' interests by improving investment efficiency. Findings: Using a sample of UK listed firms from 2005 to 2018, this study provides the first empirical evidence on the impact of BGD on IE. Consistent with our theoretical predictions, we find a negative and statistically significant association between BGD and IE. Furthermore, in a difference‐in‐differences analysis, we find a significant impact of UK CGC on the BGD‐IE relationship. We also identify three possible channels (board dynamics, stewardship effect, and information environment) through which BGD is likely to affect IE. Finally, we also document that the said relationship is more pronounced in firms with three or more female directors, which is consistent with critical mass theory, and that BGD mitigates concerns surrounding both the underinvestment and overinvestment decisions. Our main results are robust to endogeneity bias, alternative measures of BGD and IE, and controlling for potential bias with a two‐step investment estimation method. Policy Implications: Our findings have important implications for regulators, policy‐makers, and other corporate stakeholders. Most importantly, the recent policy initiatives on improving representation of female directors can strengthen board monitoring and could reduce inefficient investments. [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]

Although emotions have been investigated within strategic management literature from an internal perspective, managers' ability and willingness to understand consumers' emotions, with emphasis on the retail sector, is still a scarcely explored theme in management research. The aim of this paper is to explore the match between the supply of new analytical tools and retail managers' attitudes towards new tools to capture customers' emotions. To this end, Study 1 uses machine learning algorithms to develop a new system to analytically detect emotional responses from customers' static images (considering the exemplar emotions of happiness and sadness), whilst Study 2 consults management decision‐makers to explore the practical utility of such emotion recognition systems, finding a likely demand for a number of applications, albeit tempered by concern for ethical issues. While contributing to the retail management literature with regard to customers' emotions and big data analytics, the findings also provide a new framework to support retail managers in using new analytics to survive and thrive in difficult times. [ABSTRACT FROM AUTHOR]

Traditionally, mutual funds are mostly managed via an ad hoc approach, namely a terminal‐only optimization. Due to the intricate mathematical complexity of a continuum of constraints imposed, effects of the inter‐temporal reward for the managers are essentially neglected in the previous literature. For instance, the inter‐temporal optimal investment problem from the fund manager's viewpoint, who earns proportional management fees continuously (a golden rule in practice), has been outstanding for long. This article completely resolves this challenging question especially under generic running and terminal utilities, via the Dynamic Programming Principle which leads to a nonconventional, highly nonlinear HJB equation. We develop an original mathematical analysis to establish the unique existence of the classical solution of the primal problem. Further numerical calibrations and simulations for both the portfolio weight and the value functions illustrate the robustness of the optimal portfolio towards the manager's risk attitude, which allows different managers with various risk characteristics to sell essentially the same investment vehicle. Simulation studies also indicate that the policy of charging a substantial terminal‐only management fee can be replaced by another one with only a negligible amount over the interim period, which substantially reduces the total management fee paid by the clients without lowering the manager's satisfaction at all; this last observation echoes the magic of the alchemy of finance. [ABSTRACT FROM AUTHOR]

Sustainability managers represent a key stakeholder in implementing and diffusing sustainability initiatives. However, there is a significant gap in the literature examining the impact of greenwashing on sustainability managers. This research examines the effects of greenwashing on sustainability managers' job satisfaction, commitment, turnover intentions, and job performance from a social identity/person–organization (P‐O) fit perspective. Our sample consists of practicing sustainability managers (n = 125) in high‐ (77%) or mid‐level (23%) positions. Results indicate that perceived greenwashing negatively affects the attitudinal outcomes and job performance of sustainability managers. The results also indicate that for sustainability managers whose social responsibility identity is higher than that of their firm, greenwashing has a significant association with lower satisfaction and job performance and higher intentions to leave. However, for managers whose social responsibility identity is lower than that of their firm, employer greenwashing had no effect on the sustainability managers' attitudes, even though they recognized their own poor job performance. The cumulative effect may be a situation in which managers in the best position to enhance a firm's CSR leave the firm, and vice versa. [ABSTRACT FROM AUTHOR]