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Research examining the antecedents of recalls, instead of their consequences, is relatively sparse and has not considered whether firms' likelihood to recall products is influenced by legal changes that could induce managerial opportunism, such as those reducing shareholder litigation risk. To examine this question, the authors exploit the staggered adoption of universal demand (UD) laws across several U.S. states as a quasi-natural experiment. UD laws aim to prevent frivolous litigation from disrupting a firm's normal business operations by making it more difficult for shareholders to sue managers for neglecting their fiduciary duties and hold them personally liable. Although UD laws are well-intended, the reduced threat of shareholder litigation disciplining a firm's managers could have unintended negative consequences. Indeed, using a difference-in-differences analysis, the authors find that following the adoption of UD laws, affected firms become less likely to recall products. This effect is weaker in the presence of organizational mechanisms constraining managers' self-interest-seeking behavior, such as a corporate culture focused on customer needs and interests or the exercise of normative control through monitoring by institutional investors. The authors do not find support for a potential alternative explanation of operational improvement and therefore higher product quality driving their findings. [ABSTRACT FROM AUTHOR]

The research examined the effect of top management commitment (TMC) on operational performance and the mediating effect of green production. The study selected 219 manufacturing companies of Iraq. The result analyzed the direct effect of TMC on green production and operational performance. Also, the effect of green production on operational performance is analyzed. In addition, the mediating effect of green production between the association of TMC and operational performance analyzed. So, the direct and also indirect results found in the study were significant. This finding offers crucial understanding for managers in the manufacturing business, indicating that a strong commitment from top management and the use of green production may improve operational performance. Moreover, this study expands on the findings of prior research about the correlation between TMC and GP in enhancing OP. Therefore, this study enhances the existing research in Structural Equation Model (SCM). [ABSTRACT FROM AUTHOR]

Resource limitation has always been an issue discussed in different fields of science. By using dynamic capabilities, companies can respond to environmental fluctuations despite their limited resources. This study aims to understand the development of dynamic capabilities in new ventures. The methodology is a qualitative multiple-case study analysis. It draws on in-depth interviews with 15 new ventures in the field of IT selected using purposive sampling. The results identified four critical factors for the development of dynamic capabilities in new ventures, which are the antecedents of dynamic capability development: characteristics of the management team, resources, and capabilities of the firm, strategic orientations, and the environment. These improve the performance of the firm through radicalness. The results provide valuable insights for managers and researchers on creating and developing dynamic capabilities in new ventures. [ABSTRACT FROM AUTHOR]

Although previous research has shown that supervisor incivility reduces commitment, this study endeavors to address some research gaps regarding 1) the boundary condition of age in the relationship between supervisor incivility and affective commitment and 2) the mediation of two age-related coping strategies (i.e., distraction and reappraisal) by which age can moderate incivility-commitment relationship 3) the relationship between age and the coping strategies. Drawing on socio-emotional selectivity theory, it is argued that, the association between supervisor incivility and commitment is weaker when employees are older. Additionally, it was proposed that the moderating impact of age is mediated by two coping strategies of reappraisal and distraction in a way that older employees, relative to younger employees, would demonstrate an increased tendency for distraction over reappraisal after experiencing incivility. The final sample comprised 287 employees in diverse businesses. The results revealed that higher supervisor incivility was significantly associated with less commitment. Confirming the moderating role of age, this research also showed that the older the employees are, the more distraction (not reappraisal) is used. These results have implications for managers and future researchers. [ABSTRACT FROM AUTHOR]

Like the oft quoted Shakespearean adage, 'To be or not to be', the safety conundrum always poses a dilemma - to adhere or not to adhere to the safety norms - as Indian culture is not basically safety-oriented and safety is not in our mindset. This gets further complicated by the eternal question that a businessman faces - safety first or business first - which greatly impacts the way the corporates drive their Zero-Harm objectives. There are differentials in definition of safety observations and safety culture among managers, directors, contractors, and engineers. For an employer, the safety consideration should be an incident-free environment; but for the employees, it should be injury-free. This makes a vast difference in what we look for while being on a field visit in plants. If our outlook is injury-free, we observe at-risk behaviour and spot-correct it, whereas an incident-free bent of mind would focus not necessarily on the person but on the targets, profit, plant, production etc. Safety culture in any corporate needs to be adopted as procedures that are communicated, demonstrated, reinforced and celebrated, not merely raising messages of safety-first by managers or directors. The present qualitative study comprised of field visits to 10 site locations from where 250 managers and 235 contractor staff were sampled across diverse Indian locations. It concludes that safety culture is a big turning point for corporate businesses; behaviour is not only a science but also a collective wisdom, and companies are increasingly embracing safety culture. [ABSTRACT FROM AUTHOR]

The aim of this paper is to identify and explore nature of superior-subordinate relationship and the different uses of empowerment in organizations where employees and managers are of different nationalities. The hypothesis formulated in the study was that a correct relationship fosters empowerment, but this is conditioned by whether or not the work environment is an international one. The research was conducted using the CAWI technique on a non-randomly selected sample of 277 respondents, and confirms a positive correlation between empowerment and the quality of relationships, and also between empowerment and the type of relationship. Moreover, the perception of relationships is modified when an international working environment is considered. In all models, the formal relationship proves to be an irrelevant factor in the use of empowerment. As far as the origin of the superior is concerned, when the superior is a foreigner, the quality, and not the type of the relationship, is the crucial factor. However, an informal relationship becomes important when there are no foreigners. This may cause certain threats in a situation where the company expands internationally. [ABSTRACT FROM AUTHOR]

Decision making under exigencies and extreme circumstances are faced by almost all firms, businesses and individuals. Smart organizations have a backup and contingency plan that is crafted for if the original plan fails to deliver. The beauty of improvisation is that it enables one to act on the spot, without any homework. The purpose of the study is to know how employees, managers and decisions makers react to challenging situations when the routine plan does not work, what is their reaction to uncertainties and if they deviate from standard operating procedures, what cost do they pay for it. Decision makers from organizations with different functions, objectives and goals were investigated. Interviews were conducted with the decision-makers and employees of diverse organizations. The data shows that improvisation, training and resources affect decision making process in unexpected situations. [ABSTRACT FROM AUTHOR]

As the most important determinant of turnover behaviors, an employee's intention to leave his/her job stands out as one of the strongest predictors of that employee's actual turnover behavior. Economic opportunities, personal and work-related factors can play an important role in employees' intention to leave. Moreover, it is suggested in the literature that dyadic relationships between employees and their managers (i.e. leaders) are one of the important factors affecting that turnover intention. Although there are studies focusing on the relationship between leader-member exchange and turnover intention in the current literature, there is a need to explain how this relationship between leadermember exchange and turnover intention emerges, together with the related theoretical mechanisms. Considering that trust is an important factor determining the quality of relationships between managers and employees, it is however quite surprising that among studies in the existing literature investigating the ways how the quality of leader-member interactions affects employees' turnover intentions, there is no study that examines trust in the leader as a mediating mechanism. In this context, the current study examines the mediating effect of trust in leader in order to draw a clear picture of the relationship between the quality of leadermember interaction and the employee's intention to leave. This study makes use of social exchange and leader-member exchange theories to draw a clearer picture of this relationship. In order to test the hypothesis of the research, the data collected from 217 participants working in various hotels operating in Muğla province and carrying out different tasks were analyzed. In the analysis of the data collected by the survey method, PROCESS macro for SPSS/SAS developed by Hayes and regression analyses were used, so that direct and indirect effects were calculated. The findings of the study confirm that trust in leader mediates the relationship between leader-member exchange quality and employee turnover intention. In addition to its theoretical contribution that can fill the gap in the relevant literature, it is thought that the findings of this study may also help to retain the qualified workforce in the hospitality sector in the practical context. [ABSTRACT FROM AUTHOR]

Small businesses have a simple organizational structure consisting of an owner/manager and a small number of workers. The owner/manager in most businesses manages both the capital and the enterprise, so the success of the small business largely depends on how the owner manages it, specifically on the specifics of management. Depending on these specifics, some businesses have ensured sustainable business and some have not. Therefore, the purpose of this paper is to empirically research and identify the specifics with which small businesses operating for a long time are managed in the business environment in Serbia. These specifications are recommended as good management practice for new small businesses in Serbia. to make it easier to follow the path of their small business success. [ABSTRACT FROM AUTHOR]

Customer relationship management (CRM) can be used to build relationships with customers and consistently acquire, retain, and create extra value for customers, even when a crisis like the COVID-19 pandemic has occurred. The study's primary objective was to determine and understand the customer relationship management strategies of selected resorts in Cavite during the pandemic. A descriptivecorrelational research design was utilized in the study, and a purposive sampling technique was used in selecting targeted respondents. The researchers utilized a self-constructed survey questionnaire that 20 resort owners and managers answered in Dasmariñas City, General Trias City, Naic, and Tanza, Cavite. The result revealed that most of the respondents had operated their business for a long period of time, mostly as a sole proprietorship, and had a considerably small number of employees. The study found that the social media network was the most utilized customer relationship management strategy in the acquisition of potential customers. The marketing incentives were most used in retaining the customers. Lastly, most respondents utilized multiple channels supports to create extra value for customers. Considerably, there is no significant relationship between the business profile of the respondents and the perceived effectiveness of customer relationship management strategies except between the length of business operations and customer expansion. Despite the uncertainties brought by the pandemic to the hospitality and tourism industry, customer relationship management strategies aided the business sustainability of the resort businesses. In line with the existing new normal, this study recommended that resort firms should employ innovative strategies that are sensitive to customer trends. [ABSTRACT FROM AUTHOR]

On January 1, 2022, NTT Communications and NTT COMWARE became subsidiaries of NTT DOCOMO, starting the new DOCOMO Group. Under the brand slogan, “Changing Worlds with You,” the new DOCOMO Group is working together with its customers and partners to create innovations and bring changes to society. We interviewed Yoshiaki Maeda, senior executive vice president of NTT DOCOMO, about strategies of the group’s smart life business and his attitude toward work. [ABSTRACT FROM AUTHOR]

The article titled "Change, globalization and management" explores the relationship between change, globalization, and the evolution of management. It discusses how management has been influenced by repeated changes at the organizational level and the tendency of globalization. The article also highlights the importance of attracting employees in management activities, forming joint boards between employees and managers, and implementing profit-sharing systems. It emphasizes the need for exceptional organizational skills, entrepreneurial spirit, continuous improvement of staff, and the ability to adapt to globalization. The article concludes by suggesting that thinking and acting in management will undergo significant changes in the future. [Extracted from the article]