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Resilience is increasingly highlighted as a necessary organizational property in national security bureaucracies. This article explores the resulting management dilemmas via interviews with Danish executives, who attempt to balance resilience, fiscal austerity and democratic accountability. It concludes that the resilience agenda inspires relevant organizational adjustments, including more external networking and internal resource variety. But austerity limits resilience to budget-neutral forms, and fear of blame games limits the space for innovation to stay abreast with evolving risks. The article calls for a critical reappraisal of how much resilience to expect from public sector organizations and for more research into the boundary conditions of organizational resilience in the public sector. [ABSTRACT FROM AUTHOR]

Cross-border labor mobility of hospitality employees has resulted in an increase in illegal immigrants in the workforce. The purpose of this study was to generate a list of top legal issues associated with the employment of foreign workers in the U.S. hospitality industry and to identify factors defined by the importance ratings of these issues. Snowball sampling was used to collect data from hospitality managers. Findings reveal that respondents perceive document verification to be important but may not perceive knowledge of various visa types and employment termination reporting procedures associated with employing foreign workers to be important. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]

The second article in this series on the history of evaluation use has three sections. The first and longest develops a functional definition of the term use, noting that a thorough definition of evaluation use includes the initial stimulus (i.e., evaluation findings or process), the user, the way people use the information, the aspect of the program considered, and the purpose. It then defines evaluation use’s unethical companion, misuse, detailing the distinction between the two. The second section briefly discusses a broadened concept of evaluation impact that expands to include evaluation influence. Finally, the third section summarizes the factors that research has shown to be related to evaluation use. [ABSTRACT FROM AUTHOR]

The evaluation community has demonstrated an increased emphasis and interest in evaluation capacity building in recent years. A need currently exists to better understand how to measure evaluation capacity and its potential outcomes. In this study, we distributed an online questionnaire to managers and evaluation points of contact working in grantee programs funded by four large federal public health programs. The goal of the research was to investigate the extent to which assessments of evaluation capacity and evaluation practice are similar or different for individuals representing the same program. The research findings revealed both similarities and differences within matched respondent pairs, indicating that whom one asks to rate evaluation capacity in an organization matters. [ABSTRACT FROM AUTHOR]

This paper analyzes links between eco-innovation performance and selected competitiveness issues perceived by managers in the 26 EU member states. Different dimensions of eco-innovation performance in individual EU member states were examined based on the Eco-Innovation Scoreboard. The country-specific data on selected competitiveness issues were obtained from the survey of business leaders carried out by the IMD World Competitiveness Center. The data on the Summary Innovation Index applied in the European Innovation Scoreboard were also used. The results of the cross-country analysis indicated that overall eco-innovation performance is strongly correlated with ethical practices, social responsibility of business leaders, health, safety and environmental concerns, as well as with corporate values. Moreover, it was found that the lack of pollution problems affecting economy, credibility of managers in society, environmental laws that do not hinder competitiveness of businesses, positive attitudes toward globalization in society, sustainable development being a priority in companies, and need for economic and social reforms are of particular importance in achieving better eco-innovation performance. [ABSTRACT FROM AUTHOR]

This article complements and/or extends inquiries on information systems (IS) adoption; it develops an eight-factor framework within the T-O-E taxonomy and empirically tests it to explain the adoption of the enterprise resource planning (ERP) software amongst small and medium enterprises (SMEs). Survey data were collected from executives of service SMEs in Nigeria. Purposive and snow ball sampling techniques were used and analysis involved partial least square (PLS). The T-O-E factors had a statistically significant effect on ERP adoption; factors within technology and organization had positive coefficients, and those within an environment had negative coefficients. On the average, unit increase(s) in the complexity of the pressures results in less likelihood to adopt ERP or vice versa. Thus, the observed T-O-E antecedent factors critically explain ERP adoption. Managers will make informed investment decisions on how integrated systems systematically improve competitive advantage. [ABSTRACT FROM PUBLISHER]

In recent years, the constructs of work meaning and work meaningfulness have been differentiated, and multidimensional measures of the latter have been developed. In the present study, we administered one such measure—the Comprehensive Meaningful Work Scale (CMWS)—to a gender-balanced and age-diverse sample of managers and conducted a multivariate analysis of CMWS scores that explored the contributions of participants’ gender and their adult career stage. As hypothesized, the CMWS subscale scores were negatively correlated with participants’ scores on an independent measure of work stress. Results also revealed a significant multivariate effect associated with their career stage that was limited to one CMWS subscale (i.e., “balancing tensions”), with managers in their “prime work years” (i.e., 40–54) evidencing less favorable scores than those in either the “settling in” (i.e., 25–39) or “approaching retirement” (i.e., 55–65) stages. The implications of these findings for future research on work meaningfulness are discussed. [ABSTRACT FROM AUTHOR]

A recent prevalence of high visibility catastrophic events has garnered increased attention to process safety issues. While the use of Behavior-Based Safety interventions demonstrate a reduction in workplace injuries by targeting employee behavior, we believe that process safety requires a greater focus on the behavior of leaders (e.g., creating and executing strategy). One effective method to begin targeting leader behavior for the improvement of process safety is to teach leaders about the principles of behavior, including ways by which the science may be applied within their own organizational models. [ABSTRACT FROM AUTHOR]

Complacency inhibits safe behaviors of workers and managers. This is of concern to industries where process safety is needed to reduce the chance of catastrophic events such as fires and explosions. A behavioral definition of complacency is offered as trending behavioral variation that eventually exceeds safety boundaries. Behavioral processes that contribute to these patterns of variability are discussed and analyzed, including habituation, extinction, unprogrammed reinforcement, the avoidance paradox, rule-governed behavior, and competing contingencies of production. Solution strategies are suggested that address this analysis of behavioral variance, including pinpointing behavioral variation related to safety, changing training design, strengthening positive reinforcement for process-related behaviors of workers and management, reducing sources of unprogrammed reinforcement for dangerous variation, strengthening rule-governed behavior, and changing contingencies for managers and executives whose decisions affect behavior and process safety at many levels in the company. [ABSTRACT FROM AUTHOR]

This study examined the relationships among analytical, practical, and emotional intelligence (EI) and five dimensions of managerial behavior. Two sets of hypotheses were tested: one set examined the relationship of each of the three types of intelligence with each of the behavioral dimensions; the second set examined the unique contribution of each type of intelligence to the prediction of each dimension. Twenty-three one-day assessment center sessions, including tests and simulation exercises, were administered to 163 top managers in Poland. The behavioral dimensions of leadership, initiative, goal orientation, change orientation, and employee development were related to analytical intelligence and practical intelligence, but not to EI. These findings make unique contributions to understanding the relationships of types of intelligence and managerial behavioral dimensions. [ABSTRACT FROM AUTHOR]

Introduction: Awareness of appropriate waste management procedures and occupational safety measures is fundamental to achieving a safe work environment, and ensuring patient and staff safety. Aim: This study was conducted to assess the attitude of healthcare managers to medical waste management and occupational safety practices. Materials and Methods: This was a cross-sectional study conducted among 54 hospital administrators in Ebonyi state. Semi-structured questionnaires were used for qualitative data collection and analyzed with SPSS statistics for windows (2011), version 20.0 statistical software (Armonk, NY: IBM Corp). Results: Two-fifth (40%) of healthcare managers had received training on medical waste management and occupational safety. Standard operating procedure of waste disposal was practiced by only one hospital (1.9%), while 98.1% (53/54) practiced indiscriminate waste disposal. Injection safety boxes were widely available in all health facilities, nevertheless, the use of incinerators and waste treatment was practiced by 1.9% (1/54) facility. However, 40.7% (22/54) and 59.3% (32/54) of respondents trained their staff and organize safety orientation courses respectively. Staff insurance cover was offered by just one hospital (1.9%), while none of the hospitals had compensation package for occupational hazard victims. Over half (55.6%; 30/54) of the respondents provided both personal protective equipment and post exposure prophylaxis for HIV. Conclusion: There was high level of non-compliance to standard medical waste management procedures, and lack of training on occupational safety measures. Relevant regulating agencies should step up efforts at monitoring and regulation of healthcare activities and ensure staff training on safe handling and disposal of hospital waste. [ABSTRACT FROM AUTHOR]

This article analyses the composition of European commissioners’ private offices (cabinets) in order to explain their intended behaviour when deciding between serving European or member states’ interests. The article conceptualizes the relationship between the home country and the commissioner as a principal–agent relationship. It also accounts for contextual impacts on cabinet composition. This article analyses the biographical information of 1,343 members of 149 individual cabinets, as well as data from 11 expert interviews. It finds that both the relationship to the home country and the context in which a commissioner works affect her cabinet composition. Surprisingly, member states’ selection efforts do not have the intended effects. The Commission is neither completely independent nor a member state agent. The growing importance of supranational actors and a more regulated context can impede individual commissioners from serving the interest of the ‘country they know best’. [ABSTRACT FROM PUBLISHER]

Background and Objective: Social capital may help organizational knowledge management via providing necessary platforms and facilitating the interchange of knowledge. So this research aimed to determine the relationship between social capital and effectiveness of knowledge management from the viewpoints of the teaching hospitals of Ahvaz managers. Materials and Methods: This was a cross-sectional study which was carried out in 2015. The research population contained 120 Ahvaz teaching hospitals managers. Data collection tools incorporated demographic questionnaire, the effectiveness of knowledge management processes questionnaire, and social capital questionnaire. Non-parametric Spearman's correlation coefficient as well as Mann-Whitney and Kruskal-Wallis tests were used for data analysis. Results: No significant correlation was seen between social capital and effectiveness of knowledge management practices (P0.05). However, Organizational network showed a significant poor correlation with organizational understanding (rs=0.307, p=0.001), people-oriented approach (rs=0.185, p=0.043), and the effectiveness of knowledge management practices (rs=0.333, p=0.011). Furthermore, Organizational trust demonstrated a significant poor correlation with organizational understanding (rs=0.229, p=0.012) and innovative culture development (rs=0.201, p=0.027). Finally, social capital showed a weak correlation with organizational understanding (rs=0.230, p=0.012). Conclusion: Managers of teaching hospitals in Ahvaz estimated knowledge management practices as relatively efficient and social capital as appropriate. It seems, in teaching hospitals, managers may need to emphasize on development of organizational networks, educating proper communication and increasing organizational confidence for effectiveness of knowledge management practices. [ABSTRACT FROM AUTHOR]

The article discusses the effects of compensation contracts on the manger's risk taking behaviour. The article focuses on the change of results due to call option compensation in continuous time. Also investigated are the three effects of an incentive contract on the manager's risk taking which includes the convexity effect, the translation effect and the magnification effect. Topics include assets invested in stock market index, the optimization programme and portfolio policy.

Flexible work arrangements (FWAs) present a vehicle for supporting caregiving responsibilities, but have yet to be widely implemented, in part, because of limited support from managers. This study examines transformation of manager attitudes toward FWAs in the context of a change initiative. Panel surveys of 721 managers revealed positive and negative attitudes concerning the use of FWAs and predictors of changes in these attitudes. Over the course of one year, the attitudes shifted in positive and negative directions consistent with conservation of resources and symbolic interactionism theory. Experience in supervising workers in FWAs, exposure to training, and perceived career rewards predicted favorable changes in attitudes. Findings offer support for advocacy for FWAs on the basis of a positive spiral of affirmation that connects experience and attitudes toward FWAs. The viewing of a personalized report on support of flexible work use by peers predicted development of more favorable attitudes in the merits of schedule flexibility. Findings indicate that manager attitudes about FWAs can be influenced, which in turn has potential to enhance family responsive employment practices. [ABSTRACT FROM PUBLISHER]

Nonprofit volunteer motivations have been widely researched and discussed as the sector is volunteer-dependent. For nonprofit, community-based events, volunteers frequently fulfill multiple roles, yet motivations across roles are infrequently studied. This study explores managers’ views of volunteers across roles for Open Gardens Australia and whether existing typologies for leisure motivations and generic volunteering can be used to classify volunteer motivations. Examining managers’ perceptions is important as managers deliver volunteer-driven events by designing strategies to attract and manage volunteers’ experiences. Results suggest that existing typologies do not adequately capture the motivations of volunteers for these events with additional motivations of significance for some roles being - Obligation, Inertia, Filling a Personal Void or Gap, Elitism and Competitiveness. Of the 14 motivations found, many overlap and more than half may be simultaneously altruistic and egoistic, suggesting complex interactions within and across the different motivations, although motivational differences across volunteer rolesare limited. [ABSTRACT FROM PUBLISHER]

This is a scoping review of literature on human resource management ( HRM) and management practice that impacts on workers with physical, mental health and intellectual disabilities, employed or entering paid employment. The aim is to illuminate the use of HRM practices, managerial attitudes and employee outcomes in the disability literature. The methodological research framework commenced with seven databases and was supported with evidenced-based literature to find three main themes. Themes highlight the management and employer support for workers with disabilities, discrimination and attitudes towards employment of this cohort of workers, and performance and employment outcomes. As governments around the world seek to reduce welfare costs and increase the employment of people with disabilities this paper is timely. Overall, the paper contributes to a dearth of literature on the management of people with disabilities at the workplace to unpack the key barriers, challenges and trends, and develop a comprehensive research agenda. [ABSTRACT FROM AUTHOR]

In Canada, a national consultation has mentioned the possibility of introducing a new right whereby workers will be entitled to request flexibility in their schedule or workplace, in the model of ‘‘RTR flexible working’’ seen in Anglo-Saxon countries. Our article focuses on the impact of this right in three Commonwealth countries where it was established in the 2000s. We analyze the effectiveness of RTR as a public policy instrument to change managerial attitudes towards accommodating employees with complex family responsibilities, such as caregivers. Our review of the literature suggests that RTR has had a limited impact in workplaces, but that it has led certain employers to provide employees with greater flexibility. [ABSTRACT FROM AUTHOR]

This article bridges managers’ place meanings and environmental governance to provide insight on the factors that shape decisions concerning the Great Barrier Reef (GBR) Marine Park. Drawing on a thematic analysis and open coding of data from 34 semistructured interviews, we investigated the perspectives of managers from three agencies charged with protecting the GBR. We observed that a plurality of place meanings converged on five themes: (i) stewardship of the environment, (ii) utilization and access to natural resources, (iii) individualized experience, (iv) intergenerational connections, and (v) spirituality in place. Results revealed that these themes were complemented by formal and informal policy instruments that comprised our governance framework. Informal policy instruments played a particularly important role in the co-creation of knowledge, facilitated negotiations between managers and their constituencies, and increased public involvement in decision making. [ABSTRACT FROM AUTHOR]

Normative decision theories stipulate that rational economic decisions (in- cluding investment decisions) are made based on the assessment of the ex- pected outcomes. Accordingly, if available feedback information about an investment project indicates at any given point in time that the expected out- come would be negative, one would expect that such an investment project would be immediately terminated. This implies that any prior funds spent on an investment project that cannot be recovered (known as sunk costs) are considered irrelevant to the decision to terminate. However, the decision- making literature provides instances of entrapment or escalation where deci- sion makers were inuenced by sunk costs in their decisions. The psychology literature provides two basic explanations for this entrapment or escalation behavior. The first explanation attributes the escalation behavior to the notion of self-justification and asserts that a decision-maker who is asso- ciated with the initial decision to invest in a project will elect to commit additional resources to the investment project as a way to justify past deci- sions, even when the available information indicates that the project should be terminated. The second explanation is rooted in prospect theory, which postulates that decision-makers tend to evaluate choices as gains and losses in relation to a neutral reference point and that decision-makers are gen- erally risk seeking when faced with possible losses. That is, a risk-seeking person would reject a certain loss in favor of a gamble with equal or even \lower" expected value. Thus, for commitment escalation, the theory asserts that decision makers would view sunk costs as a sure loss and they would prefer to engage in the escalation of prior commitments with the possibility of incurring greater losses or recovering past investments. Agency theory provides a third explanation for escalation of commitments. When a man- ager posses private information on the state of the project, abandoning a potentially failing project would reveal this state and adversely effect the manager's reputation while further commitment of resources protects the manager's reputation. This paper extends previous work on the escalation of commitment by considering the effects of two additional variables that usually constrain managers' decisions. These variables are managers' po- tential liability for committing additional resources to a potentially failing project, and the level of credibility of a project's prospective information that the manager obtains. A between-subject experimental design is used where the three research variables (managers' responsibility, potential lia- bility, and credibility of information about the prospects of a hypothetical project) are factorially crossed to obtain eight sets of experimental condi- tions (a 2x2x2 ANOVA design) The results indicate significant main effects of initial responsibility, potential liability, and information credibility. In addition, there were signifiant two-way interaction effects between initial responsibility and potential liability and information credibility. [ABSTRACT FROM AUTHOR]

The objective of this study is to provide empirical evidence on the determinants of environmental strategy. The authors analyze the key factors that lead the firm to implement a particular environmental behavior that translates into a specific environmental strategy. The factors considered are firm size, management's attitude toward the environment, and the perceived importance of the stakeholders in influencing the firm's environmental practices. The study focuses on the Spanish automotive sector. Using a typology of environmental strategies commonly used in the literature, the firms are classified into four groups: reactive, defensive, accommodative, and proactive. The relations between these strategies and the determinant factors are analyzed. The analysis also considers the different components of the value chain in the automotive sector. The results show a positive relation between the level of development of the firm's environmental strategy and the factors analyzed. The factors characterizing a proactive compared to a reactive environmental strategy are larger firm size, managers more committed to the environment, and greater perceived importance of the stakeholders in influencing the firm's environmental practices. This evidence reveals the key factors that encourage firms to adopt a particular environmental strategy in this sector. Finally, concern for the environment has spread throughout the entire value chain, affecting the environmental strategy of both suppliers and car manufacturers. [ABSTRACT FROM PUBLISHER]

The article discusses the importance of executive engagement in the sales and operations planning (S&OP) process, and identifies executive behaviors that best influence S&OP and yield optimal outcomes. Topics covered include executive training, attendance at meetings, and the need for executives to ask and answer questions that encourage critical thinking within the group.

Fostering managers' knowledge sharing is very important in the utilization and leverage of organizational knowledge. In this study, we used social cognitive reinforcement theory, which is derived from social learning theory, to examine how the employee-organization relationship (EOR) influences managers' knowledge-sharing behavior. We surveyed 550 frontline managers from 19 Chinese companies regarding the 2 components of EOR (expected contributions and offered inducements) and knowledge sharing. The results showed that expected contributions positively influenced knowledge sharing, and that offered inducements reinforced the relationship between the employee and the organization. Thus, compared to other approaches, a mutual investment approach, in which employers expect high levels of employee contributions and offer extensive inducements, will foster a higher level of knowledge sharing. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre la importancia de una buena actitud y filosofía empresarial de los ejecutivos y otros empleados. El autor comenta sobre el énfasis en el respeto, la autoridad y la ingenuidad en el entorno organizacional. También se consideran otras características importantes para una empresa, incluyendo la humildad y el deseo de aprender.

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 dissimilarities in governance, clientele, and organizational imperatives between the nonprofit and public sectors suggest that understanding employee job satisfaction requires distinction between the two. This study examines similarities and differences in what affects managers’ job satisfaction in nonprofit and public organizations, focusing on managers’ perception of their organization, job, and top management. While the results suggest that pride in the organization is a determining factor of managers’ job satisfaction in both sectors, they also reveal that certain attributes of job satisfaction influence managers’ job satisfaction differently between the two sectors. In particular, the findings suggest that nonprofit organizations should establish clear definitions of employees’ tasks and roles and allow employees more autonomy to increase their job satisfaction. [ABSTRACT FROM AUTHOR]

This article discusses the importance of environments for managers’ successful introduction of a new management technique. Two empirical examples illustrate the interrelatedness of external and internal environments and its consequences for the propensity of organizations to accept and implement managerial propositions. It is suggested that an intrusive external environment, which clearly relates to generally accepted facts, facilitates managerial action and makes organizations change prone. Mangers, who seek to forestall future environmental problems, in contrast, seem likely to meet with a hostile and conservative internal environment. In both instances managers depend on the social construction of the external environment of their organizations. [ABSTRACT FROM AUTHOR]

As a vital driver of team performance, cognitive diversity is of central interest to managers; however, the way in which cognitive diversity promotes superior team performance remains unclear. In this paper, we present a formal model that suggests the existence of the mediating effect of alertness in this relationship. A quantitative method with multiple mediation models was applied to a sample of 1,020 members from 191 teams in China. Our results suggested that cognitive diversity had a significantly positive effect on team performance. Moreover, the mediating effects of the 3 dimensions of alertness (information accumulation, information transformation, and information selection) were verified via a Sobel test. The implications of our findings, the limitations thereof, and possible directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Despite the growing availability of technology, the majority of the training conducted in hotels still uses the traditional classroom-based and instructor-led method. How long it will take the hotel industry to completely embrace computer-based training is unknown. In the Hong Kong hotel industry, computer-based training has not been fully and appropriately adopted, and there are no plans for implementation in the near future. Though managers have positive attitudes toward computer-based training and appreciate the related benefits, the future of computer-based training is uncertain because only 10% of the managers participating in this study could guarantee an amount for their computer-based training budgets in the near future. Blended learning is recommended. [ABSTRACT FROM AUTHOR]

Management training in ELT organizations is often inadequate. New managers are in severe need of training, especially for tasks which are non-pedagogical, yet they operate in a milieu where there are few opportunities for support compared with colleagues in mainstream education. The purpose of this case study, a rare evidence-based contribution to discussions of ELT management, was to evaluate the experiences and perceptions of four new managers involved in an initial management training course in the private sector. Four main themes emerged from interviewing the new managers. First was appreciation (managers needing and valuing training); second, the transition from teaching (confidence in those skills which were transferable from the classroom); third, anxiety (the ability of training to reduce stress levels); and fourth, role confusion (a mismatch between different expectations of performance that was not resolved during training). In general, managers valued the training but felt some content areas more pertinent than others. [ABSTRACT FROM AUTHOR]

This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a sample of Iranian leaders. Destructive leader behavior was measured using the Destructive Leadership Questionnaire developed by Shaw et al. (2011). Although relatively small in magnitude, results consistently indicated that the worst, middle, and best leaders differed significantly from one another in both samples in terms of the level of destructive leader behavior exhibited. In general, the pattern was similar for both the Australian–American and Iranian samples, although small, consistent differences were observed across the two samples. [ABSTRACT FROM AUTHOR]

This paper reviews literature review and analyzes the current state of developing competencies for and training global leaders. Different theories and concepts currently being tried and tested along with some others that are fairly well established and have some cases to learn from will also be examined. In the end, a gap in literature is identified. Given there is so much information out there on what competencies or skills global leaders should have, this study is an attempt to simplify and synthesize or consolidate some of the existing literature found today. Some of the competencies that have been put forth as global necessities will be covered here and the future state will be explored. [ABSTRACT FROM AUTHOR]

Multinational organizations are turning to collaborative technology to enable virtual organizational structures. While collaborative technology provides distributed workers with new affordances to form relationships and share knowledge, collaborative technology also has complex, interwoven implications for virtual organizing. To disentangle these concerns, this study considers four key dimensions of virtuality—spatial dispersion, temporal dispersion, dynamic structure, and functional diversity—in relation to technology use and engagement with peers within an organization. Survey data were collected in a multinational organization that facilitates work through extensive use of collaborative technology. The results of structural equation modeling reveal connections between two dimensions of virtuality, use of collaborative technology and peer engagement in the organization. Findings suggest that understanding interactions in virtual organizations requires a more nuanced approach to virtuality and active management of technology implementation. Moreover, the findings demonstrate that managers need to actively manage the deployment of new collaborative technology by focusing on specific characteristics of work groups. [ABSTRACT FROM PUBLISHER]

Two studies examined the relationship between identification with a high-position group in organizational settings (managers) and bias toward immigrants. In Study 1, ( N = 182; N = 145), results showed positive relationships between identification with the managers' group and both in-group bias and prejudiced attitudes, indirectly through assimilation endorsement. In Study 2 ( N = 117), in addition to replicating the results of Study 1, we found a significant interaction, revealing that power moderated the link between identification with a high-position group and bias. Moderated mediation analysis indicated that linking managers' group identification to bias and prejudiced attitudes through assimilation was only significant for high perceived power. Results are discussed in light of interethnic ideologies and the social identity theory. Some practical implications are provided. [ABSTRACT FROM AUTHOR]

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]

The article focuses on attitudes of business leaders on the role employee health plays with performance and productivity. It mentions on the influence workforce health has on business outcomes including a survey by the Health Enhancement Research Organization of business leaders on the disconnect between upper executives and the importance of employee health promotions. It examines case studies of Schwan Food Company, Intermountain Healthcare, and financial services company American Express.