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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]

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]

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]

We report in this article the result of three experiments on risk, ambiguity, and time attitude. The first two differed by the population considered (students vs. general population) while the third one used a different protocol and concerned students and portfolio managers. We find quite a lot of heterogeneity at the individual level. Of principal interest was the elicitation of risk, time, and ambiguity attitudes and the relationship among these (model free) measures. We find that on the student population, there is essentially no correlation. A non-negligible fraction of the population behaves in an extremely cautious manner in the risk and ambiguity domain. When we drop this population from the sample, the correlation between our measures is also non-significant. We also raise three questions linked to measurement of ambiguity attitudes that come out from our data sets. [ABSTRACT FROM AUTHOR]

Emotions have not received sufficient attention in business ethics. This paper identifies the positive role of emotions in human judgment and attitudes. It then argues that emotions as well as feelings on the part of managers and their employees can be positive forces for both business managers and for the organizations they lead. Allowing emotions a stronger role in business affairs could serve in putting a more human face on both managers and their organizations. [ABSTRACT FROM AUTHOR]

Human Resource (HR) executives were surveyed with regard to their perceptions of academic HR research information. In general, the results suggest that HR practitioners' attitudes related to relevance, skepticism, and accessibility are not as negative as was commonly assumed. Still, some specific areas of practitioner concern were identified in the study. The executives' attitudes were also found to be significantly related to specific demographic and organizational variables. Interestingly, HR executives with Ph.D.'s had significantly more negative attitudes toward academic research than those without Ph.D.s. Male HR executives also viewed academic research as more irrelevant than their female counterparts. Attitudes also differed significantly as a function of organizational size and type of industry. [ABSTRACT FROM AUTHOR]

A model of correlates of executives' views of organizational politics was presented. The model incorporated three sets of variables: executives' background, values and attitudes. Data collected from 302 managers were used to validate the model. The results showed that precursors of executive perceptions of the ethics and effect of company politics were different. Values were stronger than background variables in explaining executives' views of company politics. [ABSTRACT FROM AUTHOR]

This paper investigates ethical perceptions among Hong Kong Chinese managers of themselves and peers according to age, location of education and employment (local vs. multinational), based upon responses to thirteen potentially unethical situations. The major conclusions of the study are: (1) there is little consistency among perceptions of ethical situations; (2) Hong Kong managers perceive their peers as more unethical than themselves; (3) ethical perceptions in some situations are affected by age and to a lesser extent, place of education; and (4) significant interactions were found between age and the nature of employer, as well as between the place of education and the nature of employer. To conclude, the management implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

This article reports the results of a study of attitudes of future business executives towards issues of social responsibility and business ethics. The 455 respondents, who were MBA students during 1985 at one down schools from various regions in the United States, were asked to respond to a series of open-ended and closed-ended questions. From the responses to the questions the authors were able to conclude that future executives display considerable sensitivity, though to varying degrees, towards ethical issues in business. Women, in particular, tend to evince strong feelings regarding such issues. [ABSTRACT FROM AUTHOR]

A model of the antecedents of managers' perceptions of market situations as threats or opportunities (strategic framing) is examined in order to explore possible explanations for managers' tendency to overlook threats and opportunities which arise due to changing market conditions. The results indicate that threat and opportunity are not polar opposites, as assumed in the literature, and that threat and opportunity perceptions have different causes. Implications of the findings for enhancing the responsiveness of firms to changing market conditions are discussed. [ABSTRACT FROM AUTHOR]