Western MBA Education and Effective Leadership Values in Developing Countries

Abstract

The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles.

The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles.     

Human resourec management and a culture of Respect: Effects on employees' organizational commitment

The literature is reviwed to produce a set of 37 Human Resource Management (HRM) activities related to showing respect for the individual. Eighty-eight full-time employees from different organizations and enrolled in a part-time MBA program report HRM department motivation for such activities and the degree to which they are committed to their organizations. Respectful treatmentis indeed perceived to be one of the HRM departments' reasons for performing these 37 activities, although it was not usually the most common reason. After controlling for job satisfaction, subjects' organizational commitment is positively related to the perception that HRM activities are motivated by (a) management's desire to show respect for the individual and (b) management's desire to attact/retain employees. When the company's HRM activities are perceived to be motivated by the firm's desire to improve performance or to comply with the law, there is no significant relationship with organizational commitment.     

Gender,family ties,and international mobility: Cultural distance matters

This study empirically tests a model of associations between family-domain variables and willingness to accept an international assignment, and applies the general model to sub-samples of men and women to examine gender differences in the pattern of relationships. We further explore these patterns in culturally similar and culturally distant country destinations. Analyses conducted with a sample of 148 men and 79 women employed MBA graduates from dual-earner couples revealed that perceived spouse willingness to relocate, beliefs regarding spouse and couple mobility, relative income, and the presence of children are associated with willingness to accept an international assignment. Moreover, consistent with social role theory, significant gender differences in willingness were found across low and high cultural distance country destinations.     

Perceived competence mobilization: an explorative study of predictors and impact on turnover intentions

The present study explores predictors of perceived competence mobilization, as well as their direct and indirect impact on turnover intentions. Findings from a survey of 840 employees of a public civil service organization support the predictions that perceived competence mobilization is positively related to intrinsic motivation, peer support and supervisor support, career system satisfaction, and pay system satisfaction. Moreover, findings indicate that there is a curvilinear relationship between self-efficiacy and perceived competence mobilization, and that medium levels of self-efficiacy are associated with higher levels of perceived competence mobilization compared to very low or very high levels of self-efficiacy. Furthermore, findings indicate that turnover intention is best predicted by intrinsic motivation followed by career system satisfaction, followed intrinsic motivation, and that perceived competence mobilization partly mediate the effects of some predictors.     

Is Perceived Creativity‐Reward Contingency Good for Creativity? The Role of Challenge and Threat Appraisals

To address the complex effect of perceived reward for creativity on creative performance, we examined the role of cognitive appraisal as an individual difference variable. An individual's appraisal of reward for creativity, including challenge appraisal (perceived potential for recognition, growth, or mastery) and threat appraisal (perceived potential for revealing incompetence and damaging self‐respect), is hypothesized to shape the effects of perceived reward for creativity. We further expect creativity‐related intrinsic motivation to play a mediating role in the perceived reward‐creativity relationship. The results of a three‐wave field study showed that when challenge appraisal was high, perceived reward was positively related to creative performance through creativity‐related intrinsic motivation, whereas when threat appraisal was high, perceived reward was negatively related to creative performance through creativity‐related intrinsic motivation. A similar analysis showed that intrinsic task motivation was not able to channel the moderating effect of perceived reward and individual appraisal on creative performance. © 2016 Wiley Periodicals, Inc.     

The effect of match quality and specific experience on career decisions and wage growth

This paper constructs and estimates a career decision model where individuals search for both careers and firms that are a good match for their idiosyncratic skills using the NLSY79. It departs from previous papers in that career mobility decisions and participation decisions are explicitly modeled. I find substantial returns to career-specific experience. However, college graduates' wage grows little through career-match upgrading, which results in a lower incidence of career changes than high school graduates. The finding suggests that college graduates learn about their suitable careers before they enter a labor market.     

Knowledge-oriented human resource configurations,the new product development learning process,and perceived new product performance

We propose a set of organizational efforts that can help companies accumulate and learn knowledge related to new product development (NPD) activities. We call it the NPD learning process and argue that a set of coherent human resource management (HRM) practices, termed knowledge-oriented human resource (HR) configuration, can facilitate the NPD learning process. Collecting survey data from Taiwan, we find that the knowledge-oriented HR configuration is positively related to the NPD learning process and that the NPD learning process is positively related to managers' perceived new product performance. This study contributes to the literature of strategic HRM and innovation management.     

Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices

To learn more about the role of line managers in the implementation of HR practices, we propose and test a model of line managers' perceptions of enabling HR practices on the one hand and employee outcomes on the other. In a field study of 89 line managers and 631 employees, we observed that the relationship between line managers' perceptions of enabling HR practices and employees' intrinsic motivation, affective organizational commitment, and turnover intention was mediated by employees' perceived supervisor support. Line managers' perceptions of enabling HR practices, in turn, were predicted by line managers' perceived quality of the HR training they received. Theoretical and practical implications and directions for future research are discussed.     

The Impact of Managers’ Participation in Costing System Design on Their Perceived Contributions to Process Improvement

The aim of this paper is to investigate the impact of managers’ participation in costing system design on their perceived contributions to process improvement. Drawing on the literature on business process management, participative decision-making and self-determination theory, we propose that participation in costing system design fosters managers’ perceived contributions to process improvement through their autonomous motivation for cost management and their perceived usefulness of cost information. Questionnaire data obtained from 170 Belgian managers were used to test the proposed model. The results suggest that participation in costing system design increases managers’ autonomous motivation for cost management and enhances their perceived usefulness of cost information. Managers’ perceived usefulness of cost information is, in turn, positively associated with their perceived contributions to process improvement. The effect of managers’ autonomous motivation for cost management on their perceived contributions to process improvement is, however, not significant. Taken together, our findings imply that contributions to process improvement mainly emerge through informational mechanisms rather than motivational mechanisms triggered by the participation process.     

Self‐Determined Feedback Seeking: The Role of Perceived Supervisor Autonomy Support

We use self‐determination theory (SDT) as a framework for investigating how perceived autonomy‐supportive supervision positively influences conditions that motivate newcomer subordinates to engage in feedback seeking. Based on data collected from MBA interns at two time periods, perceived autonomy support predicted task autonomy, informal supervisor feedback, and subordinate relationship building, and the latter two mediated the relationship between autonomy support and feedback seeking. Our study provides an SDT perspective on newcomer socialization by highlighting the important role supervisor support for autonomy can play in motivating feedback seeking as a proactive socialization tactic. Organizations and human resources management professionals should consider including training around autonomy support in supervisory training programs. © 2016 Wiley Periodicals, Inc.     

Well It’s Only Fair: How Perceptions of Manager Discretion in Bonus Allocation Affect Intrinsic Motivation

Perceptions of manager discretion in incentive allocation are theoretically and practically important to help explain the much‐debated relationship between performance‐related bonuses and intrinsic motivation. We argue, and demonstrate, that perceived managerial discretion is a key moderator to this relationship because of its relevance to procedural fairness. In a first study, we developed a measure for perceived manager discretion and distinguished it from related concepts. In a second experiment, we found that higher bonuses associated with higher levels of perceived manager discretion enhanced procedural fairness but those based on lower discretion did not. In a third field study, we found that actual bonuses implemented by a service organization enhanced intrinsic motivation indirectly through procedural fairness, but only when employees perceived their bonus to be based on higher levels of perceived manager discretion. Conversely, when bonus level was associated with lower perceived manager discretion, it negatively predicted of intrinsic motivation.     

Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons

This study investigated the relationship between perceived training intensity and knowledge sharing, including the moderating roles of intrinsic motivation and social and economic exchange perceptions. Data from 310 employees working in three organizations located in Norway revealed a positive relationship between perceived training intensity and knowledge sharing for employees with low levels of intrinsic motivation and economic exchange perception, and high levels of social exchange perception. These findings suggest that perceived training intensity increases knowledge sharing only under specific motivational influences. Implications for practice and directions for future research are discussed. © 2012 Wiley Periodicals, Inc     

发现教学法在培养学生创造性思维能力中的应用

发现教学法是引导学生参与"创造"知识,通过自己的思考和实践去掌握知识,培养能力,它以培养学生创造性思维能力为主,充分调动了学生的学习积极性。它有助于激发学生学习的内在动力;有助于学生有效地获取知识和巩固知识;有助于培养学生主动探索,独立思考的习惯;有助于训练学生解决问题的技能和技巧;有助于增强学生的信心和责任心。     

Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate

The present study investigates what role I‐deals (i.e. the idiosyncratic deals made between employees and their organization) play in the motivation of employees to continue working after retirement. We hypothesized two types of I‐deals (i.e. development and flexibility I‐deals) to be positively related to motivation to continue working. More specifically, we drew from continuity and personality theory to argue that the motivation to continue working is enhanced by I‐deals, because they fulfil people's needs for personalized work arrangements. Moreover, drawing from activity and disengagement theory it was hypothesized that two types of unit climate (i.e. accommodative and development climates) would moderate these relationships. Specifically, it was predicted that I‐deals would be positively related to motivation to continue working under conditions of low accommodative or high development climate. Results of a multi‐level study among 1083 employees in 24 units largely supported the above expectations; flexibility I‐deals related positively to motivation to continue working, and unit climate moderated the relation between development I‐deals and motivation to continue working.     

Recruitment Process Outsourcing and Applicant Reactions: When Does Image Make a Difference?

Many organizations transfer parts of their recruitment process to external service providers—often referred to as recruitment process outsourcing (RPO)—to save costs and enhance the quality of their recruitment procedures. However, contrary to the expectations regarding RPO, Wehner, Giardini, and Kabst (2012) found that RPO might cause negative reactions to recruitment procedures among graduates. We extend that study by incorporating a brand equity perspective in examining whether employer image and service provider image counterbalance negative reactions among graduates. Utilizing a scenario‐based, between‐subject design, we obtain results that show that the extent of RPO negatively influences applicant reactions regardless of the employer's or service provider's image. Furthermore, we find negative mediating effects of RPO on job acceptance intention. However, the perceived fit between employer image and service provider image positively influences applicant reactions. Moreover, employer image positively influences employer attractiveness and service provider image positively influences applicants’ satisfaction with the recruitment process. Thus, a strong employer image and service provider image partially compensate for the negative effects of RPO on applicant reactions. © 2014 Wiley Periodicals, Inc.     

A metamodel approach towards self-determination theory: a study of New Zealand managers' organisational citizenship behaviours

The present study brings together the multiple dimensions of self-determination theory (SDT), the three facilitators (global aspirations, global motivation and mindfulness), the three needs (autonomy, competence and relatedness) and perceived autonomous support (PAS) towards the organisational citizenship behaviours (OCBs) of 386 New Zealand managers. SDT suggests that individuals with higher SDT dimensions will achieve greater motivation and well-being; however, few studies include more than one SDT dimension. The findings show that overall the majority of SDT dimensions were significantly correlated to OCB dimensions. Moderated regression analysis found that autonomous motivation was positively related to OCBs with controlled motivations negatively related to OCBs. PAS and most of the need satisfaction dimensions were also positively related to OCBs. Intrinsic aspirations were only related to OCBs individual. PAS was also tested as a moderator of SDT dimensions, and five significant interactions were found to influence OCBs individual and one to influence OCBs organisational. Overall, the highest levels of OCBs were reported by managers with higher than average PAS and those who rated highly on the SDT dimensions. This study provides strong and consistent support that SDT dimensions influence OCBs, and the consistent influence of PAS highlights the importance of workplace context.     

目标导向对知识收集与知识贡献行为的影响研究

本研究探讨了目标导向（学习目标导向和绩效目标导向）与知识共享行为（知识收集和知识贡献）之间的关系，同时探讨了任职时间对这些关系的调节作用。研究采集了169份来自香港的在职MBA学生的调查问卷，结果显示：（1）学习目标导向对知识收集行为具有正向关系；（2）学习目标导向对知识贡献行为具有正向关系；（3）绩效目标导向对知识收集具有正向关系，而和知识贡献之间无显著关系；（4）任职时间对关系（1）与关系（3）具有调节作用。     

Opportunity,fair process and relationship value: career development as a driver of proactive work behaviour

In line with recent findings from organisational justice theory, we hypothesised that employee proactive behaviour and careerist orientation is predicted by the interplay of perceived favourability of career development opportunities, the perceived fairness of the procedures used to decide them, and employee organisational commitment. Employees (N = 325) of a large financial services organisation responded to a self‐completion questionnaire. As predicted, when career development opportunities were viewed unfavourably, perceived procedural justice was significantly and positively related to individual proactive behaviour and significantly and negatively related to careerist orientation but only when organisational commitment was high. It appears that high procedural justice may only ‘offset’ the negative effects of unfavourable career development opportunities when employees identify with, and are committed to, their organisation. Further support is presented for a relational, rather than instrumental, model of procedural justice when reflecting on employee reactions to their employers’ policies and decision‐making. Implications for theory and practice are discussed.     

Linking HRM and knowledge transfer via individual‐level mechanisms

In response to recent calls for more research on micro‐foundations, we seek to link human resource management (HRM) and knowledge transfer through individual‐level mechanisms, arguing that individual‐level conditions of action influence the extent to which employees engage in knowledge exchange. We examine four such conditions empirically using data from 811 employees in three Danish multinational corporations (MNCs). Our findings suggest that individual‐level perceptions of organizational commitment to knowledge sharing, and extrinsic motivation, directly influence the extent to which employees engage in firm‐internal knowledge exchange. We also find that intrinsic motivation and engagement in social interaction significantly mediate the relationship between perceived organizational commitment and knowledge exchange. Given that HRM can influence such conditions through an overall signaling effect and various practices, an understanding of these micro‐foundations will shed light on how organizations can effectively enhance knowledge transfer through HRM. © 2012 Wiley Periodicals, Inc.     

Predicting protean and physical boundaryless career attitudes by work importance and work alternatives: regulatory focus mediation effects

Prediction of protean and physical boundaryless career attitudes (organizational mobility preference) was investigated through two work cognitions: work importance and work alternatives. Regulatory focus theory served to explore mediation effects in these predictive relations. Respondents were 336 engineers and computer scientists employed in Israel’s hi-tech industry in a post-organizational downsizing period. Results of the direct model showed that perceptions of work importance were related to protean career attitude and not to physical boundaryless career attitude, while perceived work alternatives were related to both career attitudes, but more to the physical boundaryless. The mediated model showed that the promotion motive predicted increase and the prevention motive predicted decrease in both career attitudes, implying that both were triggered more by motives for opportunities and gains than by fears. These results contribute to knowledge on career self-management in the context of repeated organizational downsizings, and underscore the importance of designing human resource career policies that consider employees’ work values and work alternatives.