Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.     

HOPE,FEAR, AND ASPIRATIONS

We propose a rank‐dependent portfolio choice model in continuous time that captures the role in decision making of three emotions: hope, fear, and aspirations. Hope and fear are modeled through an inverse‐S shaped probability weighting function and aspirations through a probabilistic constraint. By employing the recently developed approach of quantile formulation, we solve the portfolio choice problem both thoroughly and analytically. These solutions motivate us to introduce a fear index, a hope index, and a lottery‐likeness index to quantify the impacts of three emotions, respectively, on investment behavior. We find that a sufficiently high level of fear endogenously necessitates portfolio insurance. On the other hand, hope is reflected in the agent's perspective on good states of the world: a higher level of hope causes the agent to include more scenarios under the notion of good states and leads to greater payoffs in sufficiently good states. Finally, an exceedingly high level of aspirations results in the construction of a lottery‐type payoff, indicating that the agent needs to enter into a pure gamble in order to achieve his goal. We also conduct numerical experiments to demonstrate our findings.     

Exports,borders, distance,and plant size

The fact that large manufacturing plants export relatively more than small plants has been at the foundation of much work in the international trade literature. We examine this fact using Census microdata on plant shipments from the Commodity Flow Survey. We show that the fact is not entirely an international trade phenomenon; part of it can be accounted for by the effect of distance, distinct from any border effect. Export destinations tend to be farther than domestic destinations, and large plants tend to ship farther distances even to domestic locations compared with small plants. We develop an extension of the Melitz (2003) model and use it to set up an analysis with model interpretations of ratios between large plant and small plant shipments that can be calculated with the data. We obtain a decomposition of the overall ratio into a term that varies with distance, holding fixed the border, and a term that varies with the border, holding fixed the distance. The distance term accounts for more than half of the overall difference.     

电感耦合等离子体质谱法测定石膏及其制品中铅、镉等10种元素

通过对进出口石膏及其制品特性的研究,摸索出适合石膏及其制品消解的方法,并对传统的仪器方法进行分析比较,最终确定了完整的检测路线。实验中试样经酸消解后过滤得到澄清溶液,用电感耦合等离子体质谱仪对试液中的铅、镉、铬、砷、汞、铜、锌、锰、镍、钴进行测定,10种元素的检出限和定量限分别为0.07mg/kg和0.2 mg/kg,加标回收率为87.0%-104.1%,相对标准偏差均小于10%。     

Countertrade: Forms,motives, pitfalls,and negotiation requisites

The impressive growth in countertrade necessitates a careful look at this trade financing mechanism and a new attitude by American policy makers and businessmen toward it. This study looks at the various forms of countertrade, at the motivating forces behind it, at the pitfalls that countertrade could engender, and at some imperatives in the negotiation of countertrade deals. The issues are examined from the perspective of a policy maker and that of a businessman. The two perspective are distinct but overlap sufficiently to merit a joint examination. It is the conclusion of this study that countertrade is here to stay, and that American businessmen better learn to cope with it if they are to maintain and improve their competitiveness in the world markets.     

Formalization,Role Stress,Organizational Commitment,and Propensity-to-Leave

Abstract

This study of Korean industrial salespeople (N = 140) examines the relationships among organizational formalization, role stress, organizational commitment, and propensity to leave. Although most of the theoretical and empirical research in this area was done in the United States, this study examines whether the same concepts could be applied to a culturally different salesforce. The results of the structural modeling analysis suggest that overall the model of job variables and propensity to leave developed in the U.S. could be applied to a Korean salesforce. However, some culture-related differences do exist in the nature of specific relationships.     

Networks,firms, and trade

Fixed costs associated with learning about demand and setting up distribution networks are expected to be lower when there are more potential contacts in the destination market, suggesting a greater probability of market entry and larger export revenues. We match historically-determined emigration stocks with detailed firm-level data from Portugal to examine the effect of migrant networks on these export outcomes. We find that larger stocks of emigrants in a given destination increase export participation and intensity. In addition, we show that the former of these effects tends to be more pronounced among firms that are more likely to have close ties with the emigrants. These results are consistent with a multiple-destination version of the Melitz (2003) model featuring market-specific entry costs and idiosyncratic firm-destination demand shocks.     

Fairness,trade, and inequality

We develop a model of international trade between two symmetric countries that features inter-group inequality between managers and workers, and also intra-group inequality within each of those two groups. Individuals are heterogeneous with respect to their managerial ability, and firms run by more able managers have a higher productivity level and make higher profits. There is rent sharing at the firm level due to fair wage preferences of workers, and hence firms with higher profits pay higher wages in equilibrium in order to elicit their workers' full effort. We show that in this framework international trade leads to a self-selection of the best firms into export status, with exporting firms having to pay a wage premium. Aggregate welfare increases, but there is also larger inequality along multiple dimensions: Involuntary unemployment and income inequality between managers and workers increase, and so does inequality within these two subgroups of individuals, as measured by the respective Gini coefficients.     

Profits,Layoffs, and Priorities

This study examines the deliberations of professional MBA students when presented with a dilemma that weighs the difference between commitments to profit- maximization against concerns for fired workers who would need to seek a new job during a recession. Using content analysis, accounting, economic, and ethically based rationales that differ from the profit-maximizing recommendation are categorized. Results also show that those who make non-profit-maximizing recommendations consider, but ultimately reject the profit-maximizing approach to layoffs.     

Developmental management: Theories,methods, and applications in entrepreneurship,innovation, and sensemaking

This paper summarizes the best papers of the Global Innovation and Knowledge Academy (GIKA) conference, which took place in July 2013 in Valencia, Spain. The Journal of Business Research has published a special issue entitled “Developmental management: Theories, methods, and applications in entrepreneurship, innovation, and sensemaking”. All of them went through many rounds of double-blind reviews and revisions. Theories, methods, and applications are the three pillars to solve the issues in entrepreneurship, innovation, and sensemaking. Entrepreneurship contributes to the quality and future hopes of a sector, economy or even a country. The role of the entrepreneurs is crucial in creating value. Innovation has become important as the global economy seeks to escape from a period of major recession. In organizations, sensemaking consists of cognitive strategies for interpreting reality. It is interesting to examine how these three issues interacting with each other. And these papers contribute to various perspectives of these interactions in different countries.     

Dreams,fairy tales,animals, and cars

With growing interest in qualitative research beyond its popular use in focus groups, a greater appreciation of the potential of projective techniques is recommended. Examples are given to illustrate the variety of methods available, and how they may be practically applied in research projects to elicit rich information about perception of products and brands, and about characteristics of respondents.     

Market attractiveness,resource-based capabilities,venture strategies,and venture performance

This research seeks to identify variables that should be related to venture performance. It is hypothesized that both market attractiveness and resource-based capabilities are directly related to new venture performance. In addition, specific resource-based capabilities are hypothesized to be directly related to the competitive strategies chosen by a firm. Finally, the “fit” between strategies and resource-based capabilities is hypothesized to be related to venture performance.The sample consisted of all manufacturing businesses (SIC codes 20–39) started or reorganized in the corporate form between 1980 and 1991 in nine counties in northwestern Pennsylvania, as identified by a major marketing research service. Of the 800 companies surveyed, completed questionnaires were returned for 155, representing a 19% response rate. The 155 responding companies had a median age of 5 years with a median of 15 employees. The major products of companies in the sample included flour, lumber, household and office furniture, plastic containers, tools and dies, ready mixed concrete, pipe fittings, measuring devices, paint and varnish, machine tools, electroplate, carbon and graphite composite products, plastic laminated products, circuit boards, electronic components, and parts for internal combustion engines.In general, the results confirm the validity of the measures of environmental and organizational characteristics as we have adapted them for new ventures. As hypothesized, perceived market attractiveness and the overall abundance of resource-based capabilities were significantly related to venture performance. Also, in two of three cases, the evidence suggests that specific resource-based capabilities are related to the firm's stated competitive strategies. Finally, although the relationship between “fit” and performance is not supported in all cases, the performance of the emerging manufacturing ventures included in this sample appears to be enhanced when resource-based capabilities are supportive of a cost leadership strategy and when firms seeking to differentiate based on product and service quality have the resource-based capabilities to support that strategy. The results of this emerging research stream will make an important contribution to our understanding of the factors that impact firm performance. For scholars the results provide additional information needed to develop comprehensive new venture performance models. A clear understanding of the factors that have a strong influence on venture performance will enable practitioners to better identify viable business opportunities and academicians to provide potential business founders with tools to help them recognize opportunity. In addition, the identification of appropriate levels of abstraction will provide building blocks for future research that seeks to integrate environmental and firm-level constructs.     

Demographics,Personality Traits,Roles, Motivations,and Attrition Rates of Hospice Volunteers

ABSTRACT

The authors conducted a review of prior research on hospice volunteering. The results show that, in most cases, the hospice volunteer is a white, married, middle-aged, financially comfortable, unemployed, female who has some college education, strong religious beliefs and has experienced the loss of someone close (see Tables 1 and 2). The results also show that hospice volunteers tend to share certain personality traits reflecting compassion, tolerance, empathy and sensitivity among others. Volunteers tend to fulfill four roles: direct patient support, education, clerical assistance, and professional services (Bunn 1985). Motivations for volunteering and for continuing one's work as a volunteer appear to be for both personal and altruistic reasons. Primary reasons for discontinuing volunteer service include burnout, communication problems, unrealistic expectations, and insufficient use of the volunteer staff. Gaps in this area of research are identified and topics for further research are presented.     

Inequality,Mobility, Real Earnings,and Real Anger

Understanding the anger among the electorate right now requires an examination of the relevant economic trends. Inequality has increased and real wage growth has been limited for the median worker, as the relationship between productivity and wages has broken down. Measures of wealth inequality have outstripped those for incomes. Higher levels of inequality are correlated with less upward mobility over the life span, have potential costly macro-growth impacts, and contribute to “sticky” poverty rates which hurt child outcomes. Even in recent decades, though, periods of full employment have seen advances in real earnings. Thus, to reconnect growth and more broadly shared prosperity we need full employment, better-targeted manufacturing policy, a strengthened safety net, a higher minimum wage, access to quality preschool, and reduced mobility barriers.     

Age,order of entry,strategic orientation,and organizational performance

This paper proposes an empirical test of several hypotheses linking age, order of entry, and strategic orientations to a firm's performance. Three strategies are defined: cost-leadership strategy, innovative differentiation, and marketing differentiation. The aim is to show that the impact on performance of both age and each of the three strategic orientations may differ according to a firm's order of entry into an industry.Following Lieberman and Montgomery's (1998) evaluation of their major contribution on first mover advantage, we emphasize three points. First, we develop and test hypotheses related to early and late followers' strategic orientations, broadening the scope of traditional studies on pioneers. Second, the model combines the dimensions of a firm's age, order of entry, and strategic orientations, as well as industry conditions (stage of the industry, environmental unpredictability, and technology diffusion), to establish a contingent model of performance analysis. Finally, the empirical study deals chiefly with organizational performance and not market share, which is considered a typical advantage accruing to pioneers.In addition, the scope of the study (582 French manufacturing firms) provides the means to fill a void in empirical studies because it is a broad cross-sectional test on non-U.S. data. The firms are mainly private, small to medium-sized, and single or dominant business firms. Therefore, our assumptions must be understood as particularly applicable to this type of firm.The results reveal important lessons for practitioners. First, we did not find a first-mover advantage in terms of organizational performance. In addition, pioneers' organizational performance is enhanced by the cost leader strategy—contrary to our assumption emphasizing innovative differentiation for these firms. Second, early followers' performance benefits from innovative differentiation and marketing differentiation. Finally, late entrants developing a cost leader strategy have a significantly higher performance. All groups considered, late followers are the firms most sensitive to environmental uncertainty and age effects.Our study clarifies the impact of a firm's age and strategic orientations on its performance depending on the firm's order of entry. The implications of these results are particularly relevant for practitioners and entrepreneurs. First, a cost leadership strategy seems to be a guarantee for a pioneer to increase its organizational performance. New ventures should therefore take into consideration the fact that newness and innovative differentiation might not be the best strategic orientations for high performance in the long run. Second, as a second mover, however, developing a superior product and being able to market it efficiently appear to be the enhancing factors of firm performance. Third, for both pioneers and early followers, age does not significantly reduce their performance. However, the longer a firm waits before entering, the greater is the negative effect of age on its performance. This is due to the difficulty of resisting competitive erosion, because pioneers and early followers drive the changes in the industry. The identification of these effects should help managers and stakeholders to make more effective entry decisions to sustain a firm's advantage, leading to better performance and higher probability of survival.     

Risk,Liability, and Monopoly

The paper explores a monopolist's safety and output choices when there are potentially large-scale claims that can lead to firm insolvency. Analysis of a monopolized market yields different conclusions than models of rule choice where perfect competition or simple cost-minimization are assumed. The following are shown to be true when consumers do not internalize expected, uncompensated hazard costs: (1) potentially insolvent firms may make more efficient safety and output choices than fully capitalized firms and (2), for any level of capitalization, compliance with a negligence rule—where liabilities are removed—may in fact result in less output and safety than under strict liability, where hazard costs are at least partially internalized. When consumers fully discount risks, a negligence rule dominates strict liability because it allows for less costly, credible commitments to profit- and welfare-maximizing safety investments. The analysis demonstrates that the optimal legal system—including financial responsibility requirements—is particularly sensitive to market structure and the characteristics of firms’ risk reduction technology     

Emotions, store-environmental cues, store-choice criteria, and marketing outcomes

This study integrates extant research relating to store-related cognitions, customer emotions (arousal and pleasure), satisfaction, and loyalty into one framework. The researchers administer a survey to 274 customers in four coffee shops of a major chain. Using these data, the researchers test the hypotheses and model with structural equation modelling. The findings suggest that (a) store-related cognitions differentially affect emotions and customer outcomes (satisfaction and loyalty) and (b) the two emotions of arousal and pleasure differentially mediate the relationships between store-related cognitions and customer outcomes.     

LINKING STRATEGY,STRUCTURE, PROCESS,AND PERFORMANCE IN INTEGRATED LOGISTICS

The current research was undertaken to present and test a framework of supply chain logistics integration that synthesizes current logistics thought with an established theory of organizational design. The framework portrays performance as an outcome of appropriate alignment between strategy, structure, and processes. The results support the contention that a firm that pursues a relational strategy, develops information and measurement structures to support relational processes, and then uses these tools to implement and execute integrated operations will experience high levels of logistical performance. In addition, the results indicate that superior logistics performance is related to simultaneous integration of internal and external operational processes.     

Mary Frank Fox, Deborah G. Johnson, and Sue V. Rosser, eds. Women, Gender, and Technology

This book adds a series of essays to the burgeoning theoreticaland empirical work on women, gender, and technology. Its intentionis to "encourage, facilitate and bring to an interdisciplinaryaudience such a range of theory, research and applications onwomen, gender and technology" (viii). In her introduction, DeborahG. Johnson maintains that a "co-creation" model frames the bookand that each chapter "explores how gender and technology workand are at work in