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This study examines how entrepreneurial human capital affects the resource mobilization process in new ventures, specifically the likelihood of using informal ties (i.e. family and friends) in thei...

Though discussion of culture is central in the literature on gender in entrepreneurial settings, prior studies have paid scant attention to the specific impact of cultural norms. We propose that the impact of gender composition in new venture teams (NVTs) on commercialization of social ventures is contingent on the strength of cultural norms of a nation. Our view of gender as a culture-contingent resource reveals ordering mechanisms that distinguish gender effects in culturally tight versus culturally loose societies with respect to commercialization intent and legal form. The empirical analysis of an international sample of 6657 social ventures from 30 countries supports the study hypotheses. The findings show that gender differences in new ventures are more significant in tight societies compared to loose societies.

Can culture regulate entrepreneurial imprinting in new ventures? By applying imprinting and regulatory focus theoretical arguments in a cultural tightness versus looseness (CTL) framework, we exami...

The current study examines a variety of relationships pertaining to work–family conflict among a sample of Brazilian professionals, in order to shed light on work–family issues in this cultural context. Drawing from the cultural values of Brazil and social identity theory, we examine the relationships of two directions of work–family conflict (work interference with family and family interference with work), perceived supervisor support, and sex with affective and continuance organizational commitment. Work interference with family was related to higher continuance commitment and perceived supervisor support was related to higher affective commitment. An interaction between family interference with work and perceived supervisor support predicting continuance commitment revealed a reverse buffering effect such that the relationship was stronger under conditions of high support. Results are discussed within the Brazilian context.

The effects of gender and culture on MBA students' self-reported cheating behavior were examined. Data collected from MBA students from the U.S. and India suggest U.S. males are more likely to cheat than U.S. females, with Indian males and females reporting similar cheating behaviors. The results also reveal key differences in cheating behavior between collectivist cultures like India and individualistic cultures like the U.S. The implications of these findings for the classroom are discussed.

PurposeThe purpose of this paper is to present a dispositional model using self‐regulation as a foundation for the strategic leadership of organizational change.Design/methodology/approachThis paper reviews the self‐regulation literature and regulatory‐focus theory in particular, and integrates this literature within the strategic leadership and organizational change literatures to present a dispositional model with propositions about the relationships between these literatures.FindingsStrategic leadership of organizational change should allow for co‐existent states of both continuity and change. Leadership teams should include a mix of individuals with promotion and prevention foci of self‐regulation and should provide for a regulatory fit that cascades throughout the organization.Practical implicationsLeaders should increase their self‐awareness of promotion and prevention styles of self‐regulation and rely on a mix of individuals that increase the chances of valuing and enhancing both continuity and change in their organizations.Originality/valueThis paper integrates the self‐regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.

In four studies we show that participants’ regulatory focus influences speed/accuracy decisions in different tasks. According to regulatory focus theory ( Higgins, 1997 ), promotion focus concerns with accomplishments and aspirations produce strategic eagerness whereas prevention focus concerns with safety and responsibilities produce strategic vigilance. Studies 1–3 show faster performance and less accuracy in simple drawing tasks for participants with a chronic or situationally induced promotion focus compared to participants with a prevention focus. These studies also show that as participants move closer to the goal of completing the task, speed increases and accuracy decreases for participants with a promotion focus, whereas speed decreases and accuracy increases for participants with a prevention focus. Study 4 basically replicates these results for situationally induced regulatory focus with a more complex proofreading task. The study found that a promotion focus led to faster proofreading compared to a prevention focus, whereas a prevention focus led to higher accuracy in finding more difficult errors than a promotion focus. Through speed and searching for easy errors, promotion focus participants maximized their proofreading performance. In all four studies, the speed effects were independent of the accuracy effects and vice versa. These results show that speed/accuracy (or quantity/quality) decisions are influenced by the strategic inclinations of participants varying in regulatory focus rather than by a built-in trade-off.