The Long‐Term Impact of Entrepreneurial Self‐Efficacy and Entrepreneurial Orientation on Venture Performance

We collected multi‐wave survey data to assess the lagged effects of entrepreneurial self‐efficacy (ESE) and entrepreneurial orientation (EO) on firm performance over a five‐year period. The results of our study indicate that ESE and EO are both positively associated with firm performance but in different, and interesting, ways. Entrepreneurially self‐efficacious founder/managers may help improve the performance of very young firms but such benefits dissipate over time. An EO, on the other hand, does not appear to be particularly beneficial to very young firms. However, our results suggest an EO may play an increasingly valuable role as new firms mature.     

Cross‐cultural perceptions in the leadership process: Theoretical perspective on the influence of culture on self‐concepts and manager‐worker attributions

This article examines the influence of culture on the way managers and workers perceive causes of success and failure in organizational tasks. The author argues that selfserving and actor‐observer biases, as well as other attribution errors, will be moderated by culture. Specifically, managers and workers with a sociocentric self‐concept from high‐context cultures may be biased toward external attributions, while managers from low‐context cultures with an idiocentric self‐concept have a tendency to make more internal attributions. These variations in attributions have consequences that affect both managers and workers. Theoretical propositions and implications for international management practices are discussed. © 2005 Wiley Periodicals, Inc.     

Desire to be ethical or ability to self‐control: Which is more crucial for ethical behavior?

Promoting ethical decisions and behaviors is challenging for any organization. Yet managers are still required to make ethical decisions under conditions which deplete their self‐control resources, such as high stress and long hours. This study examines the relationships among symbolic and internal moral identity, self‐control, and ethical behavior, and investigates whether self‐control acts as the mechanism through which moral identity leads to ethical behavior. Findings indicate that internal moral identity overrides symbolic moral identity in the relationship with self‐control and that self‐control fully mediates the relationship between internal moral identity and ethical behavior. The implications for organizations is that while rules, procedures, and ethics training are useful, managers with a strong moral compass will be more likely to practice self‐control leading to more ethical behaviors.     

Consumer Insurance Fraud/Abuse as Co-creation and Co-responsibility: A New Paradigm

This article discusses the implications of moral dissonance for managers, and how dissonance induced self justification can create an amplifying feedback loop and downward spiral of immoral behaviour. After addressing the nature of moral dissonance, including the difference between moral and hedonistic dissonance, the writer then focuses on dissonance reduction strategies available to managers such as rationalization, self affirmation, self justification, etc. It is noted that there is a considerable literature which views the organization as a potentially corrupting institution and a source of acute levels of moral dissonance. A simplified process model linking immoral behaviour, dissonance and rationalization is mooted, and some recent theories which question traditional dissonance models, including the free choice paradigm (FCP), are considered. The writer concludes that in the light of the above mentioned critical theories, it may be assumed that the levels of moral dissonance, and the extent of rationalization/self justification amongst managers, are more a function of personality and situational factors than previously assumed.     

我国企业经理人职业化对策探析

随着全球经济一体化进程的加快,我国企业面对的国际竞争日益激烈。职业经理人作为一种稀缺的宝贵资源,已经成为企业人力资本的核心要素,是各国企业竞争的焦点。目前我国职业经理人还存在着经营能力不强,职业道德较差．自我角色认知偏离等问题,距离经理人职业化还有相当大的差距。应树立正确的经营理念,深化企业人事制度改革,不断提高自身素质,从而带动职业经理人的发展壮大。     

Construction of owner–manager identity in corporate social responsibility discourse

This article examines the different discursive resources on which small business owner–managers draw when understanding their sense of self in relation to corporate social responsibility. In the small business context, identity provides a justifiable framework to study corporate social responsibility, as decisions regarding socially responsible activities are mainly taken by managers and stem from their sense of who they are in the world. On the basis of 25 thematic interviews with owner–managers, two broad discursive resources were found that describe how they actively seek to create and legitimise their sense of self within the discussion on corporate social responsibility. These discursive resources are called being altruistic and being instrumental. The findings emphasise that the essential and also the most challenging feature in small business owner–managers' identity work is the process of reconciling economic values with the social and ethical aspects of business life.     

Perceived conflict avoidance by managers and its consequences on subordinates' attitudes

Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far‐reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self‐reports that they engage in either dominant or compromising conflict‐handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' avoidance styles could influence employees' perceptions with regard to justice, trust, and politics within an organization.     

Corporate governance, takeovers and the role of the non-executive director

The takeover mechanism may have some effect on disciplining managers - but it also allows them to spend shareholders money on self promotion. The authors of this paper argue that if we had a better system of corporate governance with a revitalised role for independent directors fewer takeovers would occur, and calls for reform of the acquisition market would diminish.     

How Do Managers Make Teleological Evaluations in Ethical Dilemmas? Testing Part of and Extending the Hunt-Vitell Model

A study involving purchasing managers was conducted to test specific Hunt-Vitell theoretical propositions concerning the determinants of managers' teleological evaluations. We extended the Hunt-Vitell model by developing a new integrative construct, namely the desirability of consequences to self versus others. We hypothesized that desirability of consequences affects teleological evaluations in that the more desirable the consequences of a particular action, the more likely managers evaluate that action positively. The results of the present study provided support for this hypothesis. Furthermore, we extended the Hunt-Vitell model by developing a new integrative construct, namely the desirability of consequences of self versus others. We hypothesized that cognitive moral development moderates the relationship between the desirability of consequences of self versus others and teleological evaluation. The results failed to support this hypothesis. We explained the lack of support in terms of the level of aggregation of the data, the possibility of the confounding effect of respondents' sensitivity to ethical issues, and the possibility that deontological evaluations confounded the respondents' teleological judgments. Future research and managerial implications of the findings were also discussed.     

Market responsiveness, top management risk taking, and the role of strategic learning as determinants of market pioneering

This study investigates managerial and organizational factors associated with engaging in a market pioneering strategy. Specifically, top management risk taking and the firm-level capability of market responsiveness are hypothesized to be associated with market pioneering. Additionally, strategic learning self efficacy is hypothesized to moderate the effects of top management risk taking and market responsiveness on market pioneering. Moderated regression analysis based on data collected from 111 manufacturing firms supports the hypotheses. Top management risk taking and market responsiveness positively predict the use of a pioneering strategy. Strategic learning self efficacy makes market pioneering more palatable to risk-averse top managers who might not otherwise engage in pioneering. Finally, strategic learning self efficacy strengthens the relationship between market responsiveness and market pioneering. Implications for future theory, practice, and research are discussed.     

Trying to complain: the impact of self‐referencing on complaining intentions

This paper introduces the Theory of Trying to complaining behaviour, and argues that complaining intentions can be explained by the model. Moreover, we model propensity to self‐reference (SR) as a moderating variable, and suggest that the effects of the causes to complaining intentions depend on the SR‐level held by consumers. A sample of undergraduate business students participated in the study, where the goal was to get a better understanding of complaining intentions. Our study provides new and additional insights in the drivers of complaining by also taking dispositional personality differences into consideration. The results demonstrate that boundary conditions for main‐effect models like the theory of trying can be fruitfully addressed through the notion of individual differences. The research documented that customers' propensity to complain systematically differed as a function of their level of self‐referencing. This is both good and bad news to managers. The good news is that a proportion of the customers rely less on their previous experiences in the complaining domain when they form intentions to complain. The bad news is that some others do. The obstacle is that managers cannot tell by the look if they are talking to an individual with high or low propensity to self‐reference. As the customer base contains both types case could be taken in designing marketing communication campaigns that target the groups differently.     

Managerial Talent and Corporate Social Responsibility (CSR): How Do Talented Managers View Corporate Social Responsibility?

Motivated by the ongoing debate on the costs and benefits of corporate social responsibility (CSR), we explore how talented managers view CSR investments. Based on nearly 20,000 observations across 17 years, our evidence reveals a nonmonotonic effect of managerial talent on CSR. Exploiting a novel measure of managerial ability, we find that talented managers view CSR investments favorably. However, only those with especially strong talent are in favor of CSR investments. For executives ranked above the 75th percentile in terms of managerial talent, an increase in managerial ability leads to more CSR investments, suggesting that these strongly talented managers perceive CSR as enhancing firm performance. In contrast, for those with weaker talent, CSR investments are negatively associated with managerial ability, implying that these weakly talented managers view CSR as a wasteful deployment of resources. Further evidence shows that our conclusion is unlikely confounded by endogeneity.     

Western Managers Working in Romania: Perception and Attitude Regarding Business Ethics

The results of our research, obtained from a survey of 50 Western managers working in Romania, show that differences exist between Western managers' ethics and those of their Romanian counterparts, especially with regard to bribery. Different backgrounds are at the basis of such divergence. Beyond the communist era and its heritage, the cultural aspect of bribery has been analyzed. Nevertheless, the results of our research suggest that culture may play a double role and the influence could come from both the home environment of Western managers and their new environment. Some Western managers who adapt to the Romanian environment appear to have been already conditioned to bribery from their home environment.     

Training corporate managers to adopt a more autonomy‐supportive motivating style toward employees: an intervention study

Management style is treated in a variety of ways across the training and development literature. Yet few studies have tested the training‐based malleability of management style in a for‐profit, authentic work context. The present research tested whether or not training intervention would help managers adopt a more autonomy‐supportive motivating style toward employees and whether or not the employees of these managers would, in turn, show greater autonomous motivation and workplace engagement. Using an intervention‐based experimental design, 25 managers from a Fortune 500 company received training consistent with self‐determination theory on how to support the autonomy of the 169 employees they supervised. Five weeks after the managers in the experimental group participated in the training, they displayed a significantly more autonomy‐supportive managerial style than did nontrained managers in a control group. Further, the employees they supervised showed, 5 weeks later, significantly more autonomous motivation and greater workplace engagement than did employees supervised by control‐group managers. We discuss the malleability of managers' motivating styles, the benefits to employees when managers become more autonomy supportive, and recommendations for future training interventions and research.     

Making decisions affecting oneself versus others: The effect of interpersonal closeness and Dark Triad traits

Actions that financially benefit one person may present risk to another person. For example, the payment incentives of portfolio managers and investors are often asymmetrical such that actions that benefit a portfolio manager can pose financial risk to clients. Despite the presence and potential harm of these asymmetries, few have addressed the question of who exploits these asymmetries and how to mitigate potential harm. Our study examined the effect of selfish personality traits (the Dark Triad) and interpersonal bonding on decision-making for the self, another person, and another person with under reward asymmetry present. Results demonstrated that individuals higher in narcissism and psychopathy made risky decisions for themselves. However, when reward asymmetries were present, all three Dark Triad traits were associated with making riskier decisions for another person in order to benefit the self. There was also a significant interaction between interpersonal closeness generated through bonding and psychopathy such that bonding made the decision-making processes of those high in psychopathy less risky for others. These findings have implications for how different individuals with different relationships make self and other-based financial decisions, and how those decisions change when rewards are asymmetrical.     

Food co‐operatives sustainably managing common pool resources as hyper‐communities as outlined by Consumer Culture Theory

This paper presents the interview results from nine managers operating in the co‐operative food sector in Ontario, Canada. The interview results are framed within the context of Consumer Culture Theory to show how co‐operatives can be considered hyper‐communities that are built around an opposition to the current economic system's management of food as a common pool resource. The co‐operative managers interviewed present a view that co‐operatives act as drivers of sustainable innovation by allowing individuals to act as a group with a common interest in sustainable practices. The co‐operative model provides these hyper‐communities with guidance to interact with the economic system through the co‐operative principles. The co‐operative principles assist co‐operative managers in establishing member control over the common pool resource. This paper supports the growing literature on the co‐operative economy and self‐governance of common pool resources for a sustainable future.     

Self‐regulated learning in the workplace: strategies and factors in the attainment of learning goals

The research reported here is an exploratory qualitative study aimed at identifying professionals' self‐regulatory strategies underpinning the planning and attainment of learning goals in the workplace and showing how a number of organizational factors affect these strategies. The rationale for the study is that existing research tells us little about how professionals regulate their learning, largely because much of the literature on the self‐regulation of learning has been conducted with pupils and students in schools and universities rather than with professionals. Data were obtained through 29 semi‐structured interviews with professional employees in a company in the energy sector – including engineers, scientists and managers of various kinds – in 12 countries. Findings suggest that self‐regulatory learning practices in, from and for work are iterative and fluid rather than delineated into discrete stages as suggested by phase models of self‐regulation. There was little deliberate, systematic self‐reflection on learning in the workplaces studied. Learning goals were driven by short‐term work tasks and individuals' longer term development needs. Professionals draw extensively upon supervisors, mentors and colleagues when planning and attaining their learning goals. Formation of learning goals was constrained by individuals' perceptions of their career development potential and of how their progression potential is viewed by the organization in which they work.     

“This is who i am”: Identity expressiveness and the theory of planned behavior

This paper explores the role of self‐identity expressiveness and social identity expressiveness in the context of Multimedia Messaging (MMS) adoption. An extended version of the Theory of Planned Behavior (TPB) including a wider array of identity and social influences is developed and tested. As hypothesized, self‐identity expressiveness and social identity expressiveness prove to be significant determinants of intentions to use. Moreover, the extended TPB model explains 62% of the variance in usage intentions. The paper also investigates the relationship between self identity expressiveness and attitude and between social identity expressiveness and subjective norm. The study results indicate that the concept of subjective norm alone is insufficient to capture the rich universe of identity and social influences driving behavioral intentions. Implications for marketing managers and scholars are discussed. © 2007 Wiley Periodicals, Inc.     

Identification of clusters of managerial skills for increased effectiveness: the case of the steel industry in Iran

Managerial skills are viewed as being of fundamental importance for improved managerial performance and effectiveness as the whole. Recent developments in the field point to the presence of three paramount and overlapping categories of managerial skills namely, task‐, people‐ and self‐related, that play a crucial role towards increasing the effectiveness of the senior managers in both private and public sector organisations. The results of a survey of executive and senior managers in the steel industry of Iran point to the emergence of distinct patterns delineating clusters of skills with various degrees of generalisability to the universe of managerial skills. It is concluded that while people‐related skills are strongly interrelated, and should be regarded as an integrated set of skills, the same does not apply, at least to the same extent, to the other two categories of skills. People‐related skills, however, constitute the most important category for the increased effec‐tiveness of senior managers, irrespective of their position in the hierarchy.