Female self-perception as barrier to international careers?

It is a matter of fact that women are underrepresented in international management. In most of the articles on female expatriates, the companies' reluctance to send women abroad is usually named as first justification why female managers are rare in the international arena. The reasons cited are manifold, ranging from stereotypical views of the personnel managers to the prejudices women are expected to face abroad. Some authors tried to find additional causes such as dual career couples, cultural factors or the general lack of women in top management. However, only little has been written about the women's own fault for not being selected. Literature on gender-based stereotypes, female self-perception or traditional role models is broad. Typical issues are a perceived lack of self-confidence, stereotypical behaviour or underestimation. But a relation to expatriation is rarely found. Therefore, the aim of this article is to answer if and how women themselves contribute to their under-representation in international management.     

Organizational expatriates and self-initiated expatriates: who adjusts better to work and life in Japan?

Expatriates are often presented in the cross-cultural adjustment literature as a homogeneous, broad population. However, recent research that makes a distinction between organizational expatriates (OEs), those who are dispatched by their home companies to international posts, and self-initiated expatriates (SIEs), those who themselves make the decision to live and work abroad, has identified differences between the two groups. The present study compares the cross-cultural adjustment of these two groups of expatriates. Survey results of 179 expatriates in Japan show that SIEs are better adjusted to general aspects of their host country and interactions with host-country nationals than OEs. Suggestions for practice are provided.     

Contributing to markets for technology? A comparison of patent filing motives of individual inventors,small companies and universities

We compare patenting motives of individual inventors, small firms, and universities to those of large firms. We use data from a survey (641 responses) among applicants at the European Patent Office. Our results from regression and factor analyses confirm significant differences among applicant types. The generation of licensing opportunities is rated as being more important if the applicant is a university, individual inventor or small firm. Blocking and prevention of imitation is rated as being less important if the applicant is a university. We interpret that this finding results from the universities' willingness to license under adequate conditions and their tendency not to use their patents for preventing the diffusion of their technology and its usage by others. Individual inventors and small firms place a higher importance on using patents as signals to investors, suggesting that patents are perceived as useful to secure access to the capital necessary to start or grow a business. Among all applicant groups, individual inventors attribute the most importance to blocking as a patent filing motive. This gives cause for concern because individuals who do not manufacture products on their own but, rather, use their patents to block others from production act as patent trolls.     

Organizational culture and work–life integration: A barrier to employees’ respite?

Abstract

The management of work–life boundaries is portrayed in the literature as being a matter of individual choice. Accordingly, organizational influence has been underestimated. The first objective of this article is therefore to determine whether an organizational culture of integration (e.g. expectations about taking work home) can influence individuals’ ability to act on their personal preference for segmentation. The second objective is to determine whether a mismatch between culture and personal preferences can influence the emotional state of employees and, if so, in what way. A study of 243 employees showed that the perception of an organizational culture of integration reduced the effect of preference for segmentation on employees’ ability to detach themselves from work during rest periods. Further, a path analysis highlighted a moderated mediation, indicating that preference for segmentation was associated with reduced emotional exhaustion in employees by promoting a high level of psychological detachment, and this reduction was even stronger among those who perceived a weak culture of integration in their organization. This study proposes that jointly with individual preference for segmentation or integration, the norms and expectations of an organization have considerable influence on employees’ ability to detach and recover during non-work time.     

Are rules and boundaries sufficient to limit harmful central bank discretion? Lessons from Europe

Marvin Goodfriend׳s (2014) insightful, informative and provocative work explains concisely and convincingly why the Fed needs rules and boundaries. This paper reviews the broader institutional design problem regarding the effectiveness of the central bank in practice and confirms the need for rules and boundaries. The framework proposed for improving the Fed incorporates key elements that have already been adopted in the European Union. The case of ELA provision by the ECB and the Central Bank of Cyprus to Marfin-Laiki Bank during the crisis, however, suggests that the existence of rules and boundaries may not be enough to limit harmful discretion. During a crisis, novel interpretations of the legal authority of the central bank may be introduced to create a grey area that might be exploited to justify harmful discretionary decisions even in the presence of rules and boundaries. This raises the question how to ensure that rules and boundaries are respected in practice.     

Farewell to the salaryman? The changing roles and work of middle managers in Japan

The 1990s and 2000s witnessed significant organizational change in Japanese firms and accompanying readjustments to the employment system. Such changes potentially have major implications for middle managers, or salarymen, in Japanese corporations. A survey of human resource managers and middle managers in eight medium sized Japanese organizations pointed to fairly significant, if not radical, change. This did, indeed, impact upon middle managers in those organizations. While the middle managers felt reasonably secure in their jobs, the nature of their jobs had reportedly changed, with a greater range of tasks, work intensification, longer hours, greater stress, more accountability, and a worsening work–life balance.     

Organizational response to environmental regulation: punctuated change or autogenesis?

Theory predicts that when faced with threatening new conditions, managers often attempt to preserve the status quo by creating a buffer between the organization and the outside world. This paper presents evidence that in response to new water pollution regulation, managers indeed created buffers of technology and personnel, but in some organizations this very equipment and personnel initiated a process of incremental change that led to better environmental protection, more efficient production, and in a few cases, entirely new product and production strategies. For public policy, this research suggests that environmental regulators should allow companies time and flexibility to learn and experiment. For organizational theory, this research suggests a link between punctuated‐equilibrium models of organizational dynamics ( Tushman and Romanelli, 1985 ) and theories of self‐organizing systems ( Drazin and Sandelands, 1992 ). That is, management may respond to external changes by attempting to preserve the status quo, but in so doing influence internal deep structures that then cause organizations to gradually evolve to different behaviours and shapes. Copyright © 2000 John Wiley & Sons, Ltd. and ERP Environment     

Does capital structure differently affect incumbents' responses to entry threat and actual entry?

Some theories predict that firms with higher financial leverage compete more aggressively in product markets than firms with lower financial leverage, whereas others predict that lower‐leverage firms compete more aggressively than higher‐leverage firms. This paper studies how incumbent airlines' capital structure affects their responses to Southwest Airlines' entry threat and actual entry. The results indicate that, when responding to entry threat, lower‐leverage incumbents cut prices more aggressively than higher‐leverage incumbents; in contrast, when responding to actual entry, higher‐leverage incumbents cut prices more aggressively than lower‐leverage incumbents.     

Do individual disclosure rules for parliamentarians improve government effectiveness?

The pros and cons of stricter disclosure rules for parliamentarians are hotly debated. Some argue that disclosure rules for parliamentarians increase transparency of the legislative branch, leading to lower levels of rent-seeking and corruption, increased citizen trust in parliament, and better quality of law-making. Others argue that disclosure rules endanger the privacy of parliamentarians, that their introduction would stop businesspeople and lawyers from running for seats, which would decrease the quality of law-making. This is the first attempt to empirically test these conjectures on the composition of parliament empirically. We find that the introduction of disclosure rules is usually not accompanied by a significant shift in the proportion of lawyers and businesspeople in parliament.     

Collective and individual voice: convergence in Europe?

This paper uses longitudinal survey data from Britain, Germany and Sweden to examine whether, as some researchers have suggested, there has been a convergence internationally towards individual forms of employee voice mechanism and, if so, to measure the extent and trajectory of change. The paper begins by examining the importance of the employee voice issue. It then reviews competing accounts of the utility of different forms of employee voice and their manifestations within different varieties of capitalism. It is hypothesized that there has been a general trend away from collective and towards individual voice mechanisms; this reflects the predominant trajectory of managerial practices towards convergence with the liberal market model. This hypothesis is largely rejected. The data showed only very limited evidence of directional convergence towards individual voice models in the three countries. Collective voice remains significant in larger organizations, and although it takes a wide range of forms that include but go beyond unions and works councils, this is a positive finding for proponents of those institutions.     

How Does a Covenantal Approach to Developing Organizational Leadership Affect Innovation?

As organizations grow, they become more hierarchical and less adaptive; thus, innovation and intrapreneurship suffer. A covenantal approach to organizational behavior and leadership can facilitate organizational flexibility and adaptability to foster further innovation by engendering empowerment and deeper, more meaningful engagement among leadership and followers. A covenant is a morally informed agreement among two or more parties who commit to care for one another and protect one another's rights. Noncentralization, participative decision making, active dialog and big picture thinking are all encouraged by a covenantal approach, which in turn helps to foster innovation.     

‘Chained to my work'? Strategies to manage temporal and physical boundaries among self‐employed teleworkers

It is accepted that teleworkers generally manage the balance between their home and working lives by establishing temporal and physical boundaries between the two along a continuum of role integration–segmentation. What is less understood is the nature of the relationship between temporal and physical boundaries, and how teleworkers control constituent elements of physical boundaries to secure their preferred location along the continuum. Based on 20 interviews with self‐employed teleworkers, this article examines the ways in which successful control of time depends largely on the successful control of space. It investigates in particular how teleworkers attempt to control space by breaking it down into constituent elements involving equipment, activities and ambiance.     

Technology and Indian industry: what is liberalization changing?

This paper examines the process of liberalization in India, focusing on the implications for technology and industrial competitiveness. India's industrial and technology policy regime in the sixties and seventies was among the most inward-looking and protectionist anywhere outside the socialist bloc. Dilution of this restrictive policy regime began in the eighties but change has been relatively dramatic since 1991. The paper argues that firms have responded to liberalization by improving efficiency, importing technology and by increasing in-house R&D. However, viewed in comparison with other countries rather than its own past, India still has a long reform agenda pending.     

Organizational agility: ill-defined and somewhat confusing? A systematic literature review and conceptualization

Management Review Quarterly - Superior business performance is a central objective of any firm in an unpredictable environment. Organizational agility (OA) constitutes one option for prospering in...     

Socio-emotional wealth and corporate responses to environmental hostility: Are family firms more stakeholder oriented?

Do family firms care more for different stakeholders than nonfamily firms when operating in a hostile business environment? This study addresses this question and fills the existing void in family business research. It shows that family-controlled firms adopt corporate social responsibility strategies and balance the demands of internal and external interest groups to preserve their socio-emotional wealth while facing fierce competition, resource scarcity, and penurious economic conditions. More specifically, our analysis of an international sample of 956 listed firms from 2006 to 2014 reveals that family firms show a higher level of corporate social responsibility (CSR) performance and better stakeholder orientation than nonfamily firms. Our findings are useful for managers, policymakers, and responsible investors.     

‘My Brilliant Career’? New Organizational Forms and Changing Managerial Careers in Japan,the UK,and USA

The end of the traditional management career has been heralded with supporting, albeit largely anecdotal, data. The ‘old’ career was set within internal labour markets in large organizations and characterized by long‐term stability. The ‘new’ arrangements have apparently shifted responsibility from employer to employee, with careers being developed across organizations. Such change is premised on new organizational forms and is often associated with a growing sense of employee insecurity. We explore the reality of this ‘new’ scenario through interpretation of in‐depth semi‐structured interviews conducted with middle and senior human resources managers in large firms in Japan, the UK, and USA. The data indicate that most of our case study organizations had downsized and delayered, with hybrid structural forms emerging. Career prospects were diminished, with fewer vertical promotions and a greater emphasis on lateral ‘development’; middle managers were generally resentful of such factors and forces. Although not directly reflective of ‘Anglo‐American’ business practice, similar changes to career trajectories were witnessed in Japan as in the UK and USA.     

Modes of cross-cultural leadership adjustment: adapting leadership to meet local conditions and/or changing followers to match personal requirements?

In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nigel Nicholson’s theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees – thus demonstrating the adoption of an exploration mode of adjustment – and that role requirements, Thai employee characteristics, the local hierarchy system and the expatriate leaders’ perceptions all influence the latter’s modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.     

What do you value? Examining gendered responses to appeal letters

This study builds on previous inductive analysis of fundraising professionals' choices in writing acquisition letters. Fundraisers often write in a way that aligns with one of two personal values, either foregrounding aspects of self-transcendent Universalism values (an appreciation for community and the welfare of all people) or of conservation Security values (those of personal safety and stability for close others). Previous research also indicates that while women and men have different donation styles, targeted motivating language has yet to be explored. Using a national sample, this research tests public response to letters written for a fictional children's charity using content aligned with each option separately, and combined, compared to a control version. Using an experimental dictator game, Universalism values are found to be negatively related to giving across the board as compared to the valueless treatment. We find no statistically significant improvement in donor responses to acquisition appeals that choose to highlight either Universalism or Security values between men and women, although men were marginally less responsive to Universal, self-transcendent values language. The discussion attempts to make sense of these results and the possible complications of running a donor acquisition campaign in the time of COVID-19.