Toward a direct contribution-reinforcement pay system

To make a pay system a source of reinforcement for contribution and give people an opportunity to participate in a reward program each year without the stigma of becoming “too expensive,” firms might consider making less than 100% of the total amount increase distributed to an individual a permanent part of his base salary. A part of the raise could be in effect for, say, a year.     

Men and women as managers: A significant case of no significant difference

What does it all mean? We've reviewed five studies involving almost 2,000 people compared on a total of 43 scales. We've studied matched pairs and controlled for level of managerial achievement. And after all is said and done, we have detected a total of two overall differences between male and female managers. One of these, involving managerial work motivation, favors females: Their work motivation profiles are more “achieving” than those of their male counter-parts. The other difference, pertaining to interpersonal competence, favors the male managers: They are more open and candid with their colleagues than are females. Add to these the more titillating than significant anomalies of differing back-up style preferences and we are left with one conclusion: Women, in general, do not differ from men, in general, in the ways in which they administer the management process.Managers themselves and their subordinates concur. It seems that the disproportionately low numbers of women in management can no longer be explained away by the contention that women practice a different brand of management from that practiced by men. Whereas this may amount to good news in some quarters, we ought not be prematurely elated by discovering that women manage just the way men do. Carolyn Sherif has pointedly called attention to the fact that all is not necessarily well in today's male-oriented management activities.We of course view management in its more global aspects: The important issue to us is how an individual manages in relation to achievement criteria. Individual achievement and organizational health ultimately depend on the way management is practiced. And we now see that the way management is practiced is not related to the sex of the manager — the issue is generic rather than gender-bound.     

The impact of the Interaction between institutional quality and aid volatility on growth: theory and evidence

We analyze both theoretically and empirically, the effect of aid volatility and its interaction effect with institutional quality on per capita economic growth. Our theoretical model, in which an aid-recipient government, operating in an institutional environment of some given quality (making choices over the distribution of aid), predicts that a negative effect of aid volatility on growth is mitigated by stronger institutional quality. We use panel data covering the period 1984–2004 for 78 countries to test this theoretical prediction. Using Generalised Methods of Moments (GMM) we find the relationship between growth and aid volatility is significantly negative and depends on institutional quality. Our baseline results are robust to various computations of aid volatility and foreign aid, time periods, sub-samples and additional covariates.     

Bridging the gap between Gen X and Gen Y

The implications of the generational diversity inherent in the fabric of the current workforce have been a topic of much discussion, exploration, and debate among organizational scholars and researchers. What are the leadership implications of this generational diversity, and what forms of leadership can be used constructively to achieve performance outcomes that foster a positive and constructive relationship between generations? We turn to the theoretical developments associated with the Authentic Leadership model to synthesize learning lessons from the theory, research, and practice of authentic leadership. We illustrate how the components of authentic leadership can help in overcoming some of the leadership challenges that result due to the differences between Gen Xers and Gen Yers.     

Ordinaries

Journal of Bioeconomics - The Ordinaries column began in 2019 to promote a Neo-Darwinian synthesis of neoclassical and behavioral economics. This article places already-published, as well as...     

What drives support for self-driving car technology in the United States?

Abstract

Recent advances in automotive technology have made fully automated self-driving cars technologically feasible. Despite offering many benefits such as increased safety, improved fuel efficiency, and greater disability access, public support for self-driving cars remains low. While previous studies find that demographic factors such as age and sex influence self-driving car support, limited research has examined variables that are well known to predict public attitudes toward emerging technology. Using self-report data from a quota sample of American adults (N?=?1008), we find that age and sex are not significantly associated with support for self-driving car policies when controlling for these other variables. Instead, significant predictors of support included trust in automotive institutions and regulatory bodies, recognition of self-driving car benefits, positive affect toward self-driving cars, and a greater perception that human-driven cars are riskier than self-driving cars. Importantly, we also find that individualism is negatively associated with support. That is, people who value personal autonomy and limited government regulation may perceive policies encouraging self-driving car use as threatening to their worldviews. Altogether, our results suggest strategies for encouraging greater public support of self-driving vehicles while also forecasting potential barriers as this technology emerges as a fixture in transportation policy.     

The Interplay of Emotion Regulation and Sales Experience in Salesperson Conflicts: Evidence from an Emerging Economy

ABSTRACT

It is human nature that personal interactions are often charged with emotions and laden with conflicts. Workplace encounters are not immune from this reality. Despite this, few studies have examined ways to reduce interpersonal conflict in the workplace. This study examines the interpersonal impact of emotion regulation on salesperson relationships with stakeholders. Using structural equation modeling, results of the analysis showed that salesperson's regulation of emotions was negatively related to interpersonal conflict with co-workers as well as with customers; and positively impacted customer-oriented sales behaviors. The results also support the moderating role of selling experience in the relationship between emotion regulation and interpersonal conflict with customers. That is, the negative relationship between regulation and conflict with customers is stronger for salespeople with lower sales experience. These findings put forward important managerial implications with regard to the recruitment and training of sales professionals.     

Kenya's focus on urban vulnerability and resilience in the midst of urban transitions in Nairobi

ABSTRACT

Addressing urban vulnerability requires an understanding of the underlying determinants of resilience for individuals, households, communities and institutions – to withstand shocks, to adapt and to change. Analysing urban resilience utilises the results of five rounds of the Indicator Development for Surveillance of Urban Emergencies surveys conducted in three informal settlements of Nairobi. Results show a significant deterioration in food security and household hunger in marginalised urban populations, with other deprivations including insecurity, negative coping behaviour and inadequate access to water and sanitation. Within slum populations, there was a significant variation in income and expenditure (p?<?0.05) with lowest income quintiles spending over 100% of their income on food. Significant gender disparities have been shown in lowest income quintiles, with female breadwinners earning 62% compared with male breadwinners (p?<?0.05). Recommendations from this analysis include establishing thresholds for vulnerability and concrete dimensions for measuring resilience that can initiate and guide related interventions.     

‘Who Knows What?’ in New Venture Teams: Transactive Memory Systems as a Micro‐Foundation of Entrepreneurial Orientation

The increasing importance of entrepreneurial behaviour has led scholars to embrace the idea that an entrepreneurial orientation (EO) is an important predictor of firm performance. While EO occupies a central position in strategic entrepreneurship research, scholars have yet to explore its origins in new ventures. Drawing on the knowledge‐based and cognitive views, we theorize that a new venture team's transactive memory system is a cognitive mechanism that spurs the development of an EO. In a field study of high‐tech new ventures in China, we examined the relationship between venture teams’ transactive memory systems (representing the distribution, integration, and utilization of the teams’ knowledge) and EO and the moderating influence of team‐, firm‐, and environment‐level factors. We found that the transactive memory system of a new venture team enhanced their EO and that this relationship was positively influenced by intra‐team trust, the structural organicity of a venture, and environmental dynamism. Our findings provide novel insights into the micro‐foundations of TMS in developing an EO in new ventures.