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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]

This research aimed to evaluate the implementation of lean management at Landspitali, the National University Hospital of Iceland, by examining the current state of the methodology, the effectiveness of the methodology, and the factors influencing managerial attitudes and outcomesin the hospital. The study provides actionable insights to optimise lean management practices in healthcare and offers guidance for future improvements. Using a mixed-methods approach, the research combined quantitative and qualitative analyses. The quantitative component involved a questionnaire with 18 questions distributed to 115 managers at Landspitali. The findings revealed that while most managers were familiar with the lean management methodology, many needed more confidence in its effectiveness, mainly due to insufficient information about its benefits. These results underscore the need for enhanced communication and education to build confidence and motivation among managers, thereby supporting more effective implementation at Landspitali and similar institutions. Additionally, the study identified a critical need for further training and development among staff – for example, through the establishment of a dedicated training academy focused on lean management methods. This initiative will address the gaps highlighted in the research, ensuring more effective implementation and sustained success. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to develop a comprehensive model for performance improvement management among educational group managers by identifying critical factors and components that influence managerial effectiveness in educational settings. Methodology: The research adopts a descriptive-survey methodology, with a statistical population comprising 400 educational group managers from Islamic Azad University in Tehran. Using the Morgan table, a sample of 196 participants was randomly selected. Data were collected using a researcher-made questionnaire and analyzed using structural equation modeling (SEM) based on an exploratory factor analysis approach with LISREL software. Validity was assessed using composite reliability (CR) and Cronbach's alpha, with additional evaluations through Bartlett's test and KMO measure. Findings: The analysis identified six significant factors affecting performance improvement management: continuous monitoring and evaluation (R = .67, t = 9.56), knowledge management (R = .58, t = 8.27), professional development (R = .61, t = 8.70), empowerment (R = .89, t = 13.12), professional ethics (R = .71, t = 15.81), and managerial role (R = .69, t = 9.85). These factors encompass 25 specific components, such as planning, educational needs assessment, knowledge sharing, self-development skills, cognitive support, and strategic planning ability, all demonstrating significant factor loadings (p < .001). Conclusion: The findings underscore the importance of structured and continuous management practices in educational settings. Emphasizing continuous monitoring, effective knowledge management, professional development, empowerment, ethical standards, and strong managerial roles can significantly enhance the performance of educational group managers. These insights provide a robust framework for educational institutions to improve their management strategies and achieve better organizational outcomes. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to increase knowledge of managers' evaluation of the phenomenon of narcissism in contemporary organisations and their identification of both narcissistic manifestations among individuals managing organisations and personal branding activities of narcissistic nature. Design/methodology/approach: The study was of a partial, ad hoc nature, and it was conducted in the form of a diagnostic poll, based on a self-constructed survey questionnaire. Findings: The vast majority of managers surveyed agree that the internet and new media have reinforced the narcissistic traits of many individuals, inducing an eruption of egocentric behaviour in society, and that the human personality has become a commodity with a certain market value. More than 40 per cent felt that in companies, managers surround themselves with uncritical or dependent 'claqueurs' who uphold their idealised self-image, and that it is mainly those who are "glamorous" yet not necessarily effective in achieving business goals who get promoted. The most questionable statement for them was that in the company there is an organisational culture being shaped that emphasises norms and values which eliminate narcissistic attitudes and behaviours among employees. The main manifestations of narcissistic attitudes of organisational managers included striving to dominate others and devaluing others, thus indicating narcissistic competition. In their view, self-indulgence, inconsistency and distortion of reality, excessive social media presence, boasting and focusing attention solely on oneself are all narcissistic actions used when building a personal brand. More than half of them create themselves as they want to be perceived by others, and one in five respondents admitted that they focus on constantly monitoring themselves and their image, trying to guess "what others think of me". Research limitations/implications: The empirical study was conducted using the purposive sampling method and the target group was managers - graduates of the postgraduate course "Manager's Academy". Due to the small research sample (68 responses), it is not possible to generalise the findings to the entire population. The findings obtained relate to the perception, subjective evaluation of the managers surveyed and are not based on methods known in the clinical field for measuring narcissism, which may be a certain limitation of this study. Practical implications: The findings obtained from the study may be useful for business owners and managers of various levels interested in conscious and consistent personal branding and who want to know what manifestations of narcissistic attitudes of individuals managing organisations are and which personal branding activities bear the hallmarks of narcissism. The findings may also be of interest to human resource professionals responsible for shaping an organisational culture that emphasises norms and values that eliminate narcissistic attitudes and behaviours among employees. Social implications: Raising awareness of narcissistic attitudes of managers who are building a personal brand as well as highlighting the phenomenon of narcissism in contemporary organisations. Originality/value: The article is of cognitive value for the development of knowledge in management and quality sciences, in the area of human resource management. [ABSTRACT FROM AUTHOR]

According to research in business ethics, one's ethical behavior can vary depending on the individual. However, the idea behind the research paper is based upon the fact that the manager's ethical behavior in business and organizations in general will be reflected to subordinates, thus, the application and attitude of managers towards ethics in the management decision making processes is of great significance and directs the entire organization towards ethical business environment. Additionally, emphasis is placed on the attitudes regarding ethical issues of managers within the companies in Republic of North Macedonia. Businesses in various countries and regions rely largely on business ethics to survive. If a company wants to be perceived as a reliable business partner, it should put some or all of this concept into action. With these considerations in mind, the goal of this study is to characterize the breadth and application of business ethics in North Macedonia, specifically how much managers in enterprises active in the aforementioned areas were among the research subjects. The study found that, to varying degrees, organizations in the investigated sectors use business ethics in their operations. Most importantly, our research indicated that corporate ethics is regarded as a vital factor influencing the success and profitability of modern firms, and that this role is likely to expand in the coming years. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Business & Projects / Revista de Gestão e Projetos is the property of Revista de Gestao e Projetos and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Trading companies face various challenges brought about by the modern environment. For this reason, trading company managers try to adapt their business to various requirements of the environment. This is supported by the fact that recently there has been a global change in the structure of retail, with evidence in the following examples: new sales formats have appeared, there are new categories of retail companies, sales facilities are modernized, soft information is emphasized, flexibility and innovation in business are encouraged, the role of interest groups is valued, unpredictability is accepted as the norm of functioning, the offer of trade mark products is expanded, etc. However, as economic, environmental and social problems gain more and more importance, another very important topic that captures the attention of business managers is the sustainable development concept application. Doing business in accordance with the rules of sustainable development implies that trading companies base their work on ecological and moral principles of sustainable social communities. In accordance with the importance that the sustainable development concept has today, the aim of the paper is based on the analysis of attitudes of employees in management positions in trading companies in the Republic of Serbia regarding the application of economic, ecological and social dimensions of sustainable development. The research results showed that the application of certain elements of sustainable development basic dimensions in their trading companies has been evaluated by the managers as good. [ABSTRACT FROM AUTHOR]

This paper reports on the results of a comparative case study of innovation capability in Australian manufacturing companies. Following a review of the salient literature in the field, six case studies were undertaken with organisations having a degree of variance across company size, ownership type and industry sector. All the cases reflected a history of successful innovation and the managers were interviewed about the attributes of innovation and the ways in which sustained innovation was manifested in their organisations. Based on the interview data, a model of innovation capability was developed with a view to identifying attributes common to systematic and sustained innovation. These companies derived competitive advantage from differentiation through their innovation. The implications of the model for manufacturing organisations in general, and their managers in particular, are subsequently discussed. [ABSTRACT FROM PUBLISHER]

Background: Effective implementation processes play a central role in health care organizations and affect the care of patients. Managers are pivotal in facilitating the use of new practices, but their experience and how it affects the implementation outcome are still largely unknown. In the field of disability health care in particular, managers experiences have scarcely been investigated. Therefore, the aim of this study is to explore managers' experiences of the implementation process when transferring new practices into disability health care settings.Methods: Semi-structured individual telephone interviews were conducted with managers at disability health care organizations in four administrative regions in central Sweden. A total of 23 managers with formal managerial responsibility from both public and private health care were strategically selected to be interviewed. The interviews were analysed using reflexive thematic analysis with an inductive approach.Results: The analysis resulted in two themes about factors influencing the implementation process: firstly, Contextual factors set the agenda for what can be achieved, which highlighted aspects that hinder or enable the implementation process, such as internal and external conditions, the workplace culture, the employees and managers' attitudes and openness to change: secondly, Leadership in the winds of change, which described the challenges of balancing managerial tasks with leading the change, and the importance of a leadership that involves the participation of the employees.Conclusions: This study explored how and to what extent managers address and manage the implementation process and the many associated challenges. The findings highlight the importance of leadership support and organizational structure in order to transfer new practices into the work setting, and to encourage an organizational culture for leading change that promotes positive outcomes. We suggest that identifying strategies by focusing on contextual factors and on aspects of leadership will facilitate implementation processes.Trial Registration: The SWAN (Structured Water Dance Intervention) study was retrospectively registered on April 9, 2019 and is available online at ClinicalTrials.gov (ID: NCT03908801). [ABSTRACT FROM AUTHOR]

Copyright of Academica Turistica is the property of University of Primorska, Faculty of Tourism Studies - Turistica and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The scientific approach to management required that the management theorists dedicate significant attention to the management principles. Many of the classical management theorists are known for their principles. The paper points out the significant fact that even though many of the principles of management were set many, many decades ago, they are still valid nowadays, in this changing world. Since the formal study of management began, numerous concepts have emerged as management principles. Even though nowadays many other, different, contemporary principles of management have been set, they do not lessen the importance of the "classical" principles. The paper focuses on Henri Fayol's 14 principles of management and their applicability nowadays. The principles of management are considered to be important feature of the management thought. Their proper use can very likely improve the organizational performance. They provide appropriate set of guidelines that managers can use to create a work setting that can effectively and efficiently use the organizational resources. [ABSTRACT FROM AUTHOR]

Profound knowledge about the beliefs and attitudes of tourism managers about the two-way relationship between tourism and climate change might be important in orderto anticipate, plan and direct the use of mitigation measures and the prevention of negative impacts of climate change on the tourist accommodation industry and vice versa. This paper presents differences between managers' attitudes and beliefs about interrelation between climate change and tourism in the light of managers' level of responsibility in the managerial hierarchy in tourist accommodation facilities. For that purpose, an originally designed questionnaire was distributed to1084 tourist accommodation facilities, representing the total population of all categorized accomodation facilities in Croatia by type (hotels and aparthotels, tourist resorts and tourist apartments, camps, and marinas) covered by the national list of categorized facilities. Out of the total number of submitted questionnaires, 283 questionnaires were duly completed, representing 26.1% of respondents, including 4.60% of the members of Executive management board or Supervisory board, 46.65% of directors/heads of the facility including members of the Operational management, 19% Quality and environmental managers and 33.56% members of Middle level management staff. Significant differences in beliefs and attitudes were demonstrated between almost all categories of managers at different levels of management, in all three components of attitude, with a p value <0.001. The strongest pro-environmental attitudes and the highest level of environmental awareness were demonstrated by managers working as part of CEO or members of Executive management and those acting as Quality and environmental managers. [ABSTRACT FROM AUTHOR]

A manager's success in the social sphere is closely dependent on his personal qualities and abilities, professional interests and motivation. This article analyzes the leading paradigms on the basis of which practical approaches to the activities of the manager are derived in order to turn them into full-fledged ones in the process of their management practice. [ABSTRACT FROM AUTHOR]

Evaluating capital-investment decisions is an important function of managerial accountants. There is anecdotal evidence, however, that managers avoid making decisions or delay decisions, which is costly in terms of time, effort, and lost opportunities. Prior research has shown that choice avoidance among nonprofessionals making personal decisions is associated with having to choose between alternatives with very different features or that require trade-offs of very important goals (choice difficulty). It is unclear, however, whether experienced managers, using the analytical decision tools at their disposal, respond in the same way as nonprofessionals when making accounting decisions. Hence, this study examines whether increased choice difficulty increases negative affect in the capital-investment decision-making process and, as a result, the tendency of managers to avoid choice even when analytical decision tools are used. In an experiment with 120 executives, participants facing more difficult decisions reported they felt more worried, nervous, uneasy, and anxious and had a greater desire to postpone making the decision than participants in a control group. Participants provided with a decision aid designed to help them focus their cognitive effort reported a lower desire to postpone making the decision than participants in the choice-difficulty conditions without the decision aid. I conclude by discussing the result's implications for managers and accountants. [ABSTRACT FROM AUTHOR]

Prior to Regulation Fair Disclosure ("Reg FD"), some management privately guided analyst earnings estimates, often through detailed reviews of analysts' earnings models. In this paper I use proprietary survey data from the National Investor Relations Institute to identify firms that reviewed analysts' earnings models prior to Reg FD and those that did not. Under the maintained assumption that firms conducting reviews guided analysts' earnings forecasts, I document firm characteristics associated with the decision to provide private earnings guidance. Then I document the characteristics of "guided" versus "unguided" analyst earnings forecasts. Findings demonstrate an association between several firm characteristics and guidance practices: managers are more likely to review analyst earnings models when the firm's stock is highly followed by analysts and largely held by institutions, when the firm's market-to-book ratio is high, and its earnings are important to valuation but hard to predict because its business is complex. A comparison of guided and unguided quarterly forecasts indicates that guided analyst estimates are more accurate, but also more frequently pessimistic. An examination of analysts' annual earnings forecasts over the fiscal year does not distinguish between guidance and no-guidance firms; both experience a "walk-down" in annual estimates. To distinguish between guidance and no-guidance firms, one must examine quarterly earnings news: unguided analysts walk down their annual estimates when the majority of the quarterly earnings news is negative; guided analysts walk down their annual estimates even though the majority of the quarterly earnings news is positive. [ABSTRACT FROM AUTHOR]

In order to establish a competitive advantage, firms must acquire or create resources at a price below their value in use. Absent pure luck, this requires managers to exercise foresight about a resource's future value and/or complementarities with pre-existing capabilities. This foresight grants managers the opportunity to exploit information asymmetries for personal gain as well as building organizational capabilities. Nevertheless, there is limited research on the extent of foresight or how managers use it. In our study of insider trading, we found that managers purchase stock well before breakthrough patents are filed. We argue for further research on the extent of managerial foresight and how it affects rent generation and appropriation. [ABSTRACT FROM AUTHOR]

This study investigates the relationship of strategic leadership behaviors with executive innovation influence and the moderating effects of top management team (TMT)'s tenure heterogeneity and social culture on that relationship. Using survey data from six countries comprising three social cultures, strategic leadership behaviors were found to have a strong positive relationship with executive influence on both product-market and administrative innovations. In addition, TMT tenure heterogeneity moderated the relationship of strategic leadership behaviors with executive innovation influence for both types of innovation, while social culture moderated that relationship only in the case of administrative innovation. [ABSTRACT FROM AUTHOR]

This research investigated how the ownership structure is related to the firm's overall compensation strategy. The findings extend previous research that focused primarily on CEO compensation strategy. We show that there are significant differences in the compensation practices that apply to all employees as a function of the ownership structure. The results show that for owner-controlled firms and owner-managed firms there is significant pay/performance sensitivity for all employees. In management-controlled firms, changes in pay are related to changes in size of the firm. These findings lead us to conclude that ownership structure not only affects upper management's pay, but also the pay of all employees through substantial differences in the firm's compensation practices. [ABSTRACT FROM AUTHOR]

This study helps to explain why some new ventures make strategic decisions more quickly than others. Drawing on life course theory and human capital theory, I develop a model of how entrepreneurs' individual characteristics affect new venture decision speed. I test the model using survey data from 98 Internet startups and their founder/managers. Results show that firms made faster decisions when they were managed by older entrepreneurs and by those with prior entrepreneurial experience. In addition, exploratory analyses indicating that fast decision-making firms were more likely to close may indicate that prevailing theory in this area is contextually limited. [ABSTRACT FROM AUTHOR]

The article provides a response to the 2002 article "Metaphor and Analogical Reasoning in Organization Theory: Beyond Orthodoxy," by C. Oswick, T. Keenoy, and D. Grant, and discusses the influence of metaphor and other word imagery in unconscious framings or conceptualizations. The article discusses conceptual metaphors and the use of tropes beyond theory, and gives an example of a manager using war terms to describe a marketing strategy. The author argues that paying attention to the frame-making and frame-breaking tropes that are used by managers and theorists can change how those individuals conceptualize and address the world at large.

Group emotional contagion, the transfer of moods among people in a group, and its influence on work group dynamics was examined in a laboratory study of managerial decision making using multiple, convergent measures of mood, individual attitudes, behavior, and group-level dynamics. Using a 2 x 2 experimental design, with a trained confederate enacting mood conditions, the predicted effect of emotional contagion was found among group members, using both outside coders' ratings of participants' mood and participants' self-reported mood. No hypothesized differences in contagion effects due to the degree of pleasantness of the mood expressed and the energy level with which it was conveyed were found. There was a significant influence of emotional contagion on individual-level attitudes and group processes. As predicted, the positive emotional contagion group members experienced improved cooperation, decreased conflict, and increased perceived task performance. Theoretical implications and practical ramifications of emotional contagion in groups and organizations are discussed. [ABSTRACT FROM AUTHOR]

We investigated the individual and contextual influences shaping the environmental ethical decision intentions of a sample of managers in the U.S. metal-finishing industry in this study. Ajzen's (1991) theory of planned behavior and Jones's (1991) moral intensity construct grounded our theoretical framework. Findings revealed that the magnitude of consequences, a dimension of moral intensity, moderated the relationships between each of five antecedents--attitudes, subjective norms, and three perceived behavioral control factors (self-efficacy, financial cost, and ethical climate)--and managers' environmental ethical decision intentions. We then developed implications for theory and practice in environmental ethical decision making. [ABSTRACT FROM AUTHOR]

We develop a model of organizational identity construction that reframes organizational identity within the broader context of manager-stakeholder relationships and more effectively integrates theory on organizational identity and organizational identification. We describe organizational identity as emerging from complex, dynamic, and reciprocal interactions among managers, organizational members, and other stakeholders. The model draws attention to organizational identity as negotiated cognitive images and to the embeddedness of organizational identity within different systems of organizational membership and meaning. Viewing organizational identity from the perspective of manager-stakeholder relationships provides a more parsimonious but more complete theory of organizational identity management. [ABSTRACT FROM AUTHOR]

This study used a sample of 405 managers and their spouses from twenty Fortune 500 multinational corporations to document the availability of American managers for international assignments. Aside from their spouses' feelings about international relocation, managers' willingness to relocate internationally was also predicted by their own attitudes about moving in general and their willingness to relocate domestically. Implications for human resource policy suggest that corporations must increasingly focus on human resource policies targeted toward the spouse. Results suggested that monitoring managers' intentions to relocate will enhance the organization's ability to adequately staff international sites with experienced managers. INSET: Table 1: Hypotheses about Factors Affecting Willingness to .... [ABSTRACT FROM AUTHOR]

This article provides a framework and suggests strategies for incorporating management development considerations into selection processes. Components of developmental jobs which were derived from studies of on-the-job learning are described first. How various managerial jobs differ in terms of developmental components and learning outcomes is illustrated with data from the Developmental Challenge Profile. Next, how the developmental challenge framework can be used in a selection context to assess the type and degree of "stretch" a job candidate might experience in an assignment is examined. Additional issues to consider in providing developmental assignments to individuals and in enhancing the development emphasis of succession planning systems are discussed. INSET: Table I: Description of 15 Developmental Components of .... [ABSTRACT FROM AUTHOR]

The article examines the human resource practice of workforce diversity in the United States. Some concepts which put the problem in an understandable context are discussed. Two companies describe how to work on the issue directly. The first company, Baxter International, Inc., started at the top of the organization and examined all of its personnel policies in addition to looking at the attitudes of senior level managers. On the basis of this examination, a program was set in motion to improve diversity at every level of the organization. In Mazda Motor Manufacturing Co., on the other hand, a unique case vignette explains what the company is doing to integrate the Japanese approach to quality with an American work force.

What drives executives has a great deal to do with how they lead. Executives generally are highly motivated to attain mastery—to achieve at a high level, to be exceptionally capable, to be acknowledged as masterful, and so on. An intense drive to mastery is certainly a prerequisite to effective executive leadership. But in some executives there can be virtually no limit to the extent of their ambition for themselves and their organizations. These driven individuals are capable of going to counterproductive extremes to satisfy their appetites for mastery. So, based on intensive research on character and leadership on senior managers, this article shows how the "expansive" temperament can be a boon or a bane to an organization's existence. [ABSTRACT FROM AUTHOR]

Recently, there has been a renewed interest in market orientation or the implementation of the marketing concept by marketing professionals. This study addresses the issue from the foreign manager's perspective specifically, the conceptual model of factors affecting the manager's decision to adopt the orientation is proposed and empirically tested. Findings show that the foreign manager's intention to adopt the orientation is positively affected by attitude toward market orientation and attitude toward innovation in management orientation. Attitude toward market orientation is, in turn, affected by the manager's beliefs regarding the relative advantage of market orientation, market turbulence, competitive intensity, and attitude toward innovation in management orientation. Attitude toward innovation in management orientation is, on the other hand, positively affected by the manager's innovativeness and negatively affected by opinion leadership. Theoretical contributions, management implications, limitations, and future research directions are also discussed. [ABSTRACT FROM AUTHOR]

The article reports on the topic of product management as it applies to the field of marketing. The author focuses on methods that can be employed by group product managers in order to strengthen their relationships with and influence on product managers and other marketing professionals. The author asserts that product managers can strengthen support for their product lines by strengthening their personal human relations skills. The results of a study focusing on the influence group product managers have on subordinate product managers are examined. The author also discusses the effectiveness of methods of personnel management that focus on the reward and punishment system.

In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management method, observations of practice, and, more specifically, the results of a Delphi study involving a panel of experts on the Deming management method. We trace the development of this method, position it within the context of theory, describe our theory formulation process, propose and explain an underlying theory of quality management, and offer implications for practice and further research. [ABSTRACT FROM AUTHOR]

The time and attention of top management in an organization are critical, but limited, resources. This article develops insights on issue selling as a process that is central to explaining how and where top management allocates its time and attention. We see issue selling as a critical activity in the early stages of organizational decision- making processes. We first clarify the value of understanding issue selling at the individual and organizational levels and from both symbolic and instrumental perspectives. We then develop a framework for describing and studying issue selling in organizations that draws on three different theoretical perspectives: issue selling as upward influence, issue selling as claiming behaviors, and issue selling as impression management. We use the different perspectives to develop a set of testable research propositions. The article concludes with a discussion of practical and theoretical implications of the issue-selling framework. [ABSTRACT FROM AUTHOR]

We employed a qualitative interview technique to develop an inductive model of punishment from a managerial perspective. Findings suggest that managers feel pressure from a variety of sources-organizations, work groups, punished subordinates, and themselves. Managers are also aware that punishment is a highly charged cognitive and emotional event with broad and far-reaching effects that range well beyond punished subordinates and simply changing their attitudes and behaviors. [ABSTRACT FROM AUTHOR]

Our hypotheses were that the influence of chief executive officers (CEOs) over boards of directors and the likelihood that the CEOs' compensation packages will reflect their preferences increase with CEO company tenure. Results of empirical tests were consistent with this argument, suggesting that the relationship between CEO pay and stock returns weakens with tenure. [ABSTRACT FROM AUTHOR]

This study examined the relationship between the demography of top management teams and corporate strategic change, measured as absolute change in diversification level, within a sample of Fortune 500 companies. Controlling for prior firm performance, organizational size, top team size, and industry structure, we found that the firms most likely to undergo changes in corporate strategy had top management teams characterized by lower average age, shorter organizational tenure, higher team tenure, higher educational level, higher educational specialization heterogeneity, and higher academic training in the sciences than other teams. The results suggest that top managers' cognitive perspectives, as reflected in a team's demographic characteristics, are linked to the team's propensity to change corporate strategy. [ABSTRACT FROM AUTHOR]

Despite the widespread research use of Miles and Snow's typology of strategic orientations, there have been no systematic attempts to assess the reliability and validity of its various measures. The present work provides such an assessment using data collected at two points from over 400 organizations in the hospital industry. We examined dimensions of the typology using both perceptual self-typing and archival data from multiple sources. The results generally support predictions across a variety of measures. Implications for further testing and research 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 research operationally defined three top-level management priorities and made some suggestions about these priorities' relative levels of importance across three stages of organizational life cycles. Two different studies, a field study and a simulation, were conducted concurrently. The findings support some specific hypotheses about relationships between priorities and life-cycle stages. [ABSTRACT FROM AUTHOR]

This article presents information on a study which examined the interaction of sex and power base using a limited sample of managers. It reveals that characteristics associated with successful managers are more congruent with the traits attributed to men than to women. It also examines how the use of reward and expert power is related to sex-role stereotypes. It was hypothesized that the use of expert power by women would require sex-role inconsistent claims of expertise and competence. It discusses the limitations of the study. The research showed that similar strategies by men and women does not mean there will be an equivalent evaluation of their performance.

Kilmann and Herden hypothesized that the conceptualization of organizational effectiveness criteria would be a function of problem solving style. In a sample of 150 managers of small businesses, the hypothesized relationships were not supported, yet the study suggested useful applications of the model in effectiveness research. [ABSTRACT FROM AUTHOR]

The article presents findings of a study which measured market, technological and earnings volatility using data from Standard and Poor's Compustat Tapes. In 1973, Tosi, Aldag, and Storey raised questions concerning the validity of the Lawrence and Lorsch instrument in particular and the assumption that measures of top managers' perceptions of uncertainty are surrogate measures of environmental volatility in general. Tosi, Aldag, and Storey suggested that it should be possible to publish regularly a listing of volatility measures for all industries. This listing would facilitate the comparison of industries in terms of volatility, and it would provide valuable information for executives who must make decisions in the face of changing environmental conditions.

The Women as Managers Scale (WAMS), reported to be a measure of stereotypic attitudes toward women in management, has appeared in recent literature as both an independent and a dependent variable. Examples include Garland and Price (1977), Terborg and Ilgen (1975), Cohen and Leavengood (1978), and Stevens and DeNisi (1980). The purpose of this paper is to call attention to recent evidence indicating the possibility of differential subgroup reliability and dimensionality for the WAMS. This study was considered a routine prelude to a much more complete study of worker attitudes toward women. The following results have caused the authors to reassess the use of the WAMS for the study and subject sample. [ABSTRACT FROM AUTHOR]

The article presents a comparative study on the leadership beliefs of Israeli managers. Study examines factors that affect the shaping of managerial values and role behavior. Also discussed is the influence of organizational characteristics to leadership beliefs. The article considers the relationship of managers' attitudes towards others and their attitudes regarding certain management methods. The study presents a description of a style of management that has its roots in democracy. An earlier study found that managers favor delegating responsibilities, setting goals and sharing information with their employees.

The article evaluates two alternatives to a contingency model of leader behavior. The models in question are in response to the Vroom/Yetton contingency model. The Vroom Yetton model attempts to prescribe decision making methods for managers' use of discretion that may have foreseeable consequences on subordinates. The results of the comparison display that the relative complexity of the Vroom/Yetton model are warranted. According to the author, the model explains a significant variance in decision making criteria beyond the capabilities of the alternatives in question.

The article focuses on a study in which the effects of participative management on employee performance and satisfaction is addressed. The study attempts to develop a decision model for participative managerial approaches in regards to decision making. Also noted are a number of risks associated with the participative approaches employed in personnel management. According to the results of the study, managers are more willing to implement the participative approach in a situation where the subordinate decision will be implemented on a trial basis.

The article focuses on a study that investigates the problems of direct and objective observation of leader behavior in field settings. The study is designed to examine the importance of subordinate acceptance of effective decision implementation. Also discussed are the relative degrees to which subordinates share relevant organizational goals. The results of this study suggest a meaningful and systematic variance with displayed differences in problem set responses in regards to the reported degree of participation in decision making situations.

In this article the author reports on research he conducted that examined managers' opinions on leadership and their perceptions of their bosses' opinions on leadership. The study also examined the relationship between leadership and need fulfillment, salary level and career progress. The findings suggest that managers tend to view their own opinions on leadership with greater complexity than they perceive in the opinions of their bosses. The author also notes that these findings should put to rest the hi-hi leadership paradigm that suggests that leaders should be high in initiating structure and consideration.

Hypotheses derived from the path-goal theory of leadership were tested. Data were obtained from military officers. Civil Service personnel, and project engineers. Results supported the theory with respect to consideration, but tended to counter the theory regarding initiating structure. An extension of the path-goal theory is suggested. [ABSTRACT FROM AUTHOR]

In research involving the evaluation of organizational changes, it is rarely possible to obtain the desired experimental controls. A number of possible "patch-up" designs are discussed. Such designs are not an attempt to retrieve data that have already been collected, but they represent a well thought out process undertaken prior to data collection. Some patch-up experiments are reported, and some suggestions are made as to how data from such studies may be interpreted. [ABSTRACT FROM AUTHOR]

A comprehensive review of the literature on control theory, this paper examines the state of the art and provides a basis for rejecting the view that the executive can find very little knowledge to assist him in performing the control function. [ABSTRACT FROM AUTHOR]