Age as double‐edged sword among victims of customer mistreatment: A self‐esteem threat perspective

Service workers are expected to maintain high‐quality service delivery despite customer mistreatment—the poor‐quality treatment of service workers by customers—which can be demeaning and threatening to self‐esteem. Although service work is increasingly delivered by middle‐aged and older workers, very little is known about how employees across the age range navigate abuse from customers on the job. Does advancing age help or hinder service performance in reaction to customer mistreatment? Drawing on strength and vulnerability integration theory, we proposed that age paradoxically both helps and hinders performance after customer mistreatment, albeit at different stages. We tested our proposed model in a two‐sample field investigation of service workers and their supervisors using a time‐lagged, dyadic design. Results showed that age heightens the experience of self‐esteem threat but, nevertheless, dampens reactions to self‐esteem threat, leading to divergent effects on performance at different stages. Implications for age and service work, as well as aging and the sense of self, are discussed.     

Muddling through cybersecurity: Insights from the U.S. healthcare industry

The U.S. healthcare sector is inadequately prepared to deal with the reality of cyber threats. The increasing use of smart medical equipment and mobile devices is making healthcare organizations more susceptible to ransomware and other types of malware. The size and complexity of operations, coupled with the presence of numerous legacy and incompatible systems, make it difficult to implement effective cybersecurity measures. The daunting nature of the problem often results in an if-it-ain’t-broke-don’t-fix-it stance among senior healthcare leaders. The preponderance of healthcare-related laws, compliance regulations, and security guidance frameworks serve to complicate the cybersecurity challenge further and too often results in senior leadership assuming a state of blissful ignorance. This study sheds light on the key factors contributing to the chaotic state of affairs and presents a roadmap to a more deliberate and proactive approach to cybersecurity risk management.     

When does advice impact startup performance?

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, 2 years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.     

Impact of an urban growth boundary across the entire house price spectrum: The two-stage quantile spatial regression approach

This study provides evidence for the impact of an urban growth boundary (UGB) on house prices. The study employs a two-stage quantile spatial regression method on a dataset that inventories sales transactions of single-family houses within two miles of either side of the eastern boundary of the primary UGB in King County, Washington. The results show that while the UGB decreases house prices across the entire house price spectrum, the impact is uneven; it is most pronounced for houses in the 5th to 8th decile of prices. These findings should encourage policy makers to adopt sub-housing-market-level policy approaches to address UGB and other urban and regional development policies’ potential impacts on house prices.     

自然资源资产管理：理论逻辑与改革导向

研究目的:针对自然资源资产管理的理论诠释不清、改革导向不明、自然资源的资产属性尚未充分体现等问题,本文立足新时代党和国家机构改革背景,分析自然资源资产管理的理论逻辑,明确未来自然资源资产管理的改革方向。研究方法:文献研究法,综合分析法。研究结果:新时代自然资源资产管理应当基于"权利—价值—经营—管理"的理论逻辑体系框架,其中自然资源资产权利应当包含自然资源资产所有权、资格权、使用权和管理权等对象内涵,以完整、明晰和稳定作为权利实现要求;自然资源资产价值显化应当基于生态、经济等价值的全面认知,针对不同资产类型分类采用不同价值评估方法,完善市场培育、价值调节和公平分配机制;自然资源资产经营既要保障粮食安全、生态安全和规避可能风险,又要实现高品质利用,因而应当以底量保安全,以存量、数量、质量、差量和流量保协同,优化完善编制资产负债表;自然资源资产管理则应当打破自然资源资产管理割裂的现状,实现系统统一管理并建立全平台、全过程、全资源和全空间的综合监督机制。研究结论:自然资源资产管理应以"三维立体多权化"、"生态价值具象化"、"安全品质六量化"和"系统监管综合化"为改革导向,以期全面推进未来多维、绿色、高效、安全、品质、有序的自然资源资产管理方式的切实实现。     

Green human resource management: Development of a valid measurement scale

The objective of the study was to develop a valid measurement scale for green human resource management (HRM). Even though the common practices of green HRM have been presented in much of the literature, the previous studies focused only on a small number of functions in integrating environmental management with HRM. Additionally, the measurement of green HRM practices still calls for empirical validation. The two‐stage methodology of structural equation modeling in AMOS was employed for data analysis. Exploratory factor analysis revealed seven dimensions of the construct measured by 28 items. Confirmatory factor analysis confirmed the factor structure. The measuring instruments revealed convergent and discriminant validity. Several model fit indices indicated the model fitness. The study provided supplementary evidence on the underlying structure of the construct that can be valuable to researchers and practitioners in this area.     

Going abroad to play: Motivations,challenges, and support of sports expatriates

Professional athletes moving abroad for their career is a novel phenomenon in international human resource management (IHRM). This exploratory article charts the motivations of sports expatriates to move abroad to play, as well as adjustment challenges and sources of support. A survey was conducted with 77 professional athletes in 10 different sports. The main motivations to move abroad were interest to experience life abroad, followed by the search for new challenges. In terms of challenges, different coaching style and communication issues were most often mentioned. Support was mainly informal, through team mates rather than professional providers. Our article contributes to the literature because it is one of the first studies focusing on sports expatriates from an international HR perspective. Our study provides information on a vulnerable group of expatriates; they are young in age and under extreme performance pressure. Sports expatriates need all the support they can get, and yet, little professional support is offered.     

Enhancing adaptive transfer of cross-cultural training: Lessons learned from the broader training literature

Drawing insights from the broader training literature, we argue that evaluation of cross-cultural training effectiveness should adopt comprehensive criteria, including cognitive, skill-based, and affective learning outcomes as well as adaptive transfer. We propose that the integration of an error management supplement in cross-cultural training can enhance trainee acquisition of self-regulation skills and self-efficacy that facilitate adaptive application of learning to novel cultural situations. In addition to the traditional error management training designs (i.e., positive error framing), the current paper describes additional design elements to promote acquisition of cognitive strategies, prevent premature automaticity, alleviate concerns about error occurrence during learning, and enhance readiness to transfer. In addition, we offer propositions regarding the effects of the supplement on learning and transfer outcomes, along with implications for future research and practice on cross-cultural training.     

Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Multicultural managers and competitive advantage: Evidence from elite football teams

Successful organizations have dynamic capabilities that are aligned with their competitive environments. As competitive environments globalize, the dynamic capabilities driven by managers with multicultural backgrounds are increasingly relevant. These managers are more likely to seize cognitively distant opportunities than monocultural managers. Using panel analysis of multilevel data from 355 elite football (soccer) teams, we find support for a moderated relationship among the degree of globalization in the competitive environment, the multicultural background of team managers, and team performance. When the competitive environment is highly global, teams with multicultural managers outperform teams with monocultural managers. When the competitive environment is less global, the reverse is true. The same effect holds when tested both cross-sectionally and longitudinally.