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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]

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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]

Executives often spend considerable time and energy trying to influence peers to support new initiatives (e.g., Conger, 1998; Enns, Huff, & Golden, 2001). That said, we know relatively little about how executives actually influence their peers. Using a sample of 132 executives, the present study found that finance executives differed the most from other executives in terms of the influence tactics and contexts used when influencing peers. Human resource executives also differed considerably from their counterparts in operations regarding influence tactics and contexts. Possible explanations, directions for future research, and implications for management are discussed. [ABSTRACT FROM AUTHOR]

The relationship between sex role stereotypes and perceived requisite management characteristics among men and women who were managers was examined and compared with the results of studies of managers made 15 years ago. Results indicate that male middle managers still adhere to a male managerial stereotype. Female middle managers, however, no longer sex-type managerial jobs. [ABSTRACT FROM AUTHOR]

This study investigated the relationship between company orientation toward managers' wives and conformity behavior of managers and wives. The findings indicate that managers and their wives are relatively more conforming than the general population. The significantly higher conformity scores of managers may well be due to organizational pressures for conformity. [ABSTRACT FROM AUTHOR]

A search of the literature led to the formulation of some hypotheses that Japanese-American managers in Hawaii may be influenced in their attitudes by their ancestral culture. Empirical research produced findings which suggested that there were some differences in the managerial sample studied that could be attributed to culture. [ABSTRACT FROM AUTHOR]

The purpose of this article is to bring together a summary of research on motivation of scientists and engineers in combination with data from interviews with ten scientists and engineers in a large research and development laboratory. Those interviewed were managers, who functioned on various levels. In order to present this summary, the device of a hypothetical clinical study of one George Engineer was chosen. [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]

This article reports a portion of the findings of research conducted to determine the attitudes of select French and Dutch advertising agency leaders and German marketing executives regarding specific standardized advertising issues. These findings are compared with results obtained in earlier studies of U.S. advertising agency and corporate executives and the differences are highlighted. [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]

Se presenta una lista de las 15 problemas que pueden afectar a los empresarios, incluyendo pensar que son inmunes a las regulaciones, la mala coordinación y la indiferencia a los otros empleados.

The notion of what constitutes a career is interdisciplinary by nature, congregating views from an individual, organizations and society. Nevertheless, despite progress in discussions on the subject, recent studies have pointed towards the limitations of currently used theories, calling for greater interdisciplinarity (Arthur, 2008; Chudzikowski & Mayrhofer, 2011; Khapova & Arthur, 2011; Lawrence, 2011), since little evolution has occurred in this sense. In order to respond to the need for multidisciplinary research in career studies, this paper aims to present and illustrate the potential use of life histories by analyzing the influences and limits on seven Brazilian executives' career paths through this method. Results are presented in two broad categories of analysis: (a) contextual influences on careers involving changes in the Brazilian economic and organizational setting, increased competition and need to increase knowledge in face of globalization, mobility demand and gender discrimination; (b) life stages and career choices, including individual aspects of their trajectories, such as family values, choice of undergraduate courses, entering the labor market and parenthood. [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]

The purpose of this study is to examine how experienced general managers regulate their emotions in response to demanding leadership duties. This study has a qualitative research design and was informed by nine experienced hotel general managers, through semi-structured interviews. A three-step content analysis was performed using NVivo. Five themes emerged from the analysis: (1) positive emotions and a mindset of positivity as an antecedent to emotion regulation, (2) modifying or changing mindsets through reappraisal and deep acting, (3) putting the mask on: faking and hiding by using surface acting and suppression, (4) displaying naturally felt emotions, and (5) deep acting as a consequence of social awareness. The study suggests that wise emotion regulation implies applying a wide range of emotion regulation strategies, depending on the situation at hand. As the interviews reflect a Scandinavian perspective, further research is required to replicate this exploratory study internationally, employing both quantitative and qualitative research methods in order to triangulate the findings. Comparative studies with non-Scandinavian countries are therefore of importance. This study provides knowledge about how experienced general managers have developed resilience through extensive experience and wise emotion regulation. Results may be useful for improving hospitality management education and should be used to prepare hospitality students for handling their future jobs. To our knowledge, this is the first study of hospitality managers' emotion regulation strategies. [ABSTRACT FROM PUBLISHER]

We examine the enduring psychological question of the relationship between job satisfaction and life satisfaction among managers and professionals in relation to demographic (age and income), health (self-rated and mental health), and work-family conflict and synergy. Job satisfaction and life satisfaction were significantly and positively related when controlling for demographic, health, and work-family variables. Mental health and work-family variables were the strongest predictors of both job satisfaction and life satisfaction, although the demographic variables were not statistically significant. Results indicated that 60% of the sample was described by the spillover (positive association between job satisfaction and life satisfaction) model, 32% by the compensatory (inverse association) model, and 8% by the segmentation (weak or no relationship) model. Findings highlight the importance of studying the association of job and life satisfaction among particular occupational groups such as managers and professionals. [ABSTRACT FROM AUTHOR]

This paper examines financial professionals' overconfidence in their forecasting performance. We compare individuals' self-rating of performance with the true performance, both measured relative to the same peer group. The forecasters in our sample show overconfidence on average, although to a moderate degree, including many cases of underconfidence. In analysing this, we find that working experience is accompanied by less overconfidence. Function is also related to less overconfidence, such as being a fund manager and using fundamental analysis. The same effect is found for the attitude to herd, whereas recent success appears with more overconfident professionals. [ABSTRACT FROM AUTHOR]

This article argues that the conceptualization of direct relationships between internal corporate governance mechanisms and firm performance in corporate governance research falls short in integrating individual differences between Cos' personality dispositions. Narcissism is a personality trait that is observed in many corporate leaders and that is proposed to function as a moderator between monitoring and control mechanisms and firm performance. This paper shows that the integration of the social psychological construct narcissism into research in internal corporate governance challenges assumptions of rational economic agency theory and alters some of the field's basic conclusions regarding monitoring and incentive alignment mechanisms. [ABSTRACT FROM AUTHOR]

With Turkey's developing role as a lead nation among emerging markets, the field of cross-cultural management becomes a key contributor to the interactions between Turkish and American professionals in the workplace. This study uses models of national cultural differences based primarily on the findings of Hofstede (1984), but it also incorporates those of Trompenaars and Hampden-Turner (1998) and the GLOBE project (2002), resulting in a comparative cross-cultural management analysis. In combining both academic theory and actual international experience, this paper illustrates that, through effective cross-cultural management, profound understanding and harmony can exist between international managers. [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]

Building on recent research that stresses the important role of managers in the adoption process of telehomeworking, or telecommuting, this study examines the influence of the institutional context on managers' attitude formation. Drawing on large-scale survey data from 96 CEOs and 380 HR managers in Dutch organizations, we show that normative and mimetic pressures affect managers' beliefs, which are reflected in their perceptions of the relative (dis)advantage of telehomeworking. We also find that the perceived improvements of work outcomes and perceived social costs/benefits vary among managers from different 'occupational communities'. CEOs' beliefs are more susceptible to mimetic pressures, while HR managers' attitudes towards telehomeworking are positively fed by pressures from their occupational community. These findings support the view that current debates on work--life initiatives' diffusion and organizational changes in relation to these initiatives should pay much more attention to the importance of the institutional environment and managers' subcultures. [ABSTRACT FROM AUTHOR]

The article focuses on a study that was conducted to establish a baseline for assessing the frequency of auditors' comments concerning perceived client integrity. The study used an established fraud detection case study and included 152 managers and 342 seniors from five of the then Big-Six accounting firms. The study also contributed to the literature by establishing a 1991 baseline for evaluation purposes. The findings of the study indicate that auditors were insensitive to client integrity ratings in the audit planning/risk assessment stage of the audit.

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]

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]

Research studies on Corporate Social Responsibility (CRS) often focus on revealing corporate leaders' attitudes toward various issues of CSR. The position of the present paper is that to understand CSR, we must grasp the collaborative perspective of CSR, and discern the attitudes of community leaders as well as corporate leaders. To this end, the study compares attitudes of community leaders with those of corporate leaders in three localities in Israel. The study examines various issues of CSR, highlighting the benefits to both community and corporation of reciprocal relations. Results from t-tests confirmed significant differences between the groups. Some important implications for CSR particularly in terms of collaboration between community and corporation are discussed. [ABSTRACT FROM AUTHOR]

Compares the desirable leadership traits and leadership traits actually exhibited by Mainland and Hong Kong Chinese and expatriate managers and supervisors. Determination of the perceptions of successful leadership behavior in the People's Republic of China (PRC); Differences in the Asian Chinese subcultures; Evaluation of the usefulness of a leadership evaluation instrument developed in the U.S. for use in the PRC.

Despite the fact that over half of the people in the US volunteer each year, there is little theoretical or empirical understanding of volunteer performance. In response, this study examined executive-level volunteers' multiple contributions of personal resources to a national health care advocacy organization. We expected higher contributions when demands from volunteer roles do not exceed desired levels of contribution, interaction with other volunteers is higher, role investments are higher, and motives to join are consistent with organization's mission. Regression analyses supported the relation of contributions to social interaction, role investments, and volunteer motives. Suggestions for enhancing the level of volunteer contributions to the organization are made. c 2001 Elsevier Science Inc. All rights reserved. [ABSTRACT FROM AUTHOR]

This article is an exploration of the role of the chief executive and its relation to the political and environmental context. It draws on case studies of chief executives from the public, private and voluntary sectors, which looked at what chief executives do and how their role relates to the context in which they work. The author uses a comparative theoretical framework, which includes position, organization, environment and decision-making to highlight cross-sectoral differences. Comparative concepts are used to explain difference and variability in the chief executives' work. The article develops propositions about the nature of chief executives' work that could be tested in further studies. [ABSTRACT FROM AUTHOR]

Theorizing about communication media attitudes and behaviors has drawn upon multiple theories (e.g., media richness, social influence). But these theories have often been pitted against each other rather than considered as complementary in more comprehensive studies. Furthermore, previous research has tended to focus more on newer communication media such as electronic mail rather than more traditional media. Finally, communication media research has studied attitudes toward media, use of media, and only occasionally media choice. Yet, all three dependent variables are important. This comprehensive survey hypothesized and tested multiple influences (based on multiple theories) in a study of media attitudes and behaviors. The media included electronic mail, fax, letters, and face-to-face meetings. The outcomes included media choice (an individual's decision to use a medium in a particular communication incident), media use (an individual's general pattern of use over time), and media attitudes (an individual's general subjective evaluation of media). Results suggested that a number of factors differentiated among media choices, including medium symbolism, message equivocality, distance between message partners, perceived media richness, number of message recipients, and perceived message recipients' attitudes. General attitudes toward the different media were influenced most consistently by perceived medium richness. New media attitudes were also influenced by personal technology interaction factors. General medium use was influenced by different factors for the different media. The results generally supported a comprehensive theoretical approach to understanding media attitudes and behaviors. All of the theories have some merit in explaining media attitudes and behaviors. But different factors, derived from different theories, were more important in accounting for each of the dependent variables-media choices, attitudes, and use. We hope that this investigation will help research in this area move toward the development of more integrative theoretical models. [ABSTRACT FROM AUTHOR]

The Kogan Attitudes Toward Old People Scale (1961) was revised and used to measure local television news producer attitudes toward elderly people. The importance of local television news in the lives of older people makes the study of producers' attitudes relevant. A national mail survey of producers found that, whereas there were few older news producers, as a group they had positive attitudes toward older people. The study successfully reduced the Kogan scale from 34 to 22 items without altering the overall response pattern. [ABSTRACT FROM AUTHOR]

ABSTRACT In this era of rapid changes both within and outside business organisations, the search is on for effective managers to deal with uncertainty, unusual events and growing diversity in people, products, structures and processes. The question remains as to what exactly effective managerial behaviour is and how it is related to both personal and organisational success. Prior research has shown that discrepancies between self-reported managerial behaviour and perceptions of other people in the work situation (superiors, peers and subordinates) are related to effectiveness; comparisons of self--other reports of ineffective managers show more discrepancies. The organisation in this study had noticed a tot of miscommunication and prejudice between managers of different hierarchical levels and was looking for some answers. What kind of managerial activities do managers of different levels show, how important are these activities and how do self-reports match with perceptions of each other? Results show that they do differ in some self-reported activities; i.e. top managers considered most activities more important and devoted slightly more time to these activities than middle managers. Both groups of managers also seem to underestimate each other and/or overestimate themselves for some activities. The groups each thought that the other spent less time on important activities (developing ideas, planning and decision making), and more time on unimportant activities than they themselves did. The results suggest that some form of action needs to be taken to reduce this self--other mismatch. [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]

SUMMARY An examination of the style of managers (N = 155) in a simulated work environment shows that they tended to model the style of their boss. Females evidenced this tendency to a greater degree than males. Furthermore, when the boss was a female, male subordinate managers became somewhat more participative than the boss, while female subordinate managers became more authoritarian. A compensatory or balancing hypothesis is proposed as a possible explanation for this sex difference. These results should not be generalized beyond an American population. Possible cultural differences were not explored. [ABSTRACT FROM AUTHOR]

Summary Previous research has shown a relationship between personal values and the success of managers without regard to sex. This study evaluated the relationship between the personal values of American female and male managers and their success as managers. Female (n = 122) and male (n = 130) managers from a variety of organizations in both the private and public sectors completed the Personal Values Questionnaire developed in 1967 by England. The managerial success index was a measure of pay relative to age. The results reveal some significant differences between female and male managers relative to the relationship between managerial values and managerial success. [ABSTRACT FROM AUTHOR]

Social and psychological factors such as self-responsibility and collectivist value orientation are crucial to understanding the dynamics of joint venture management. Tests the hypothesis that structural factors influence the socio-psychological orientation of managers in terms of self-responsibility and collectivist values which, in turn, affects the performance of companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found that top managers have a higher internally determined self-responsibility and a stronger group adaptation value orientation than middle managers. These factors are crucial indicators of managerial performance in joint ventures. Therefore the results support the hypothesis. [ABSTRACT FROM AUTHOR]

Explores managerial professionals' views on gender-based preferential hiring versus merit selection, and examines whether their views are affected by different information frames presented to them. Results show that, although the managers sampled in the study opposed preferential hiring in general, they valued a number of the consequences of preferential hiring. Information frame had no effect on male manager's views. However, female managers were significantly persuaded by information emphasizing advantages of gender-based hiring. [ABSTRACT FROM AUTHOR]