Global performance management systems: The role of trust as perceived by country managers

This study focuses on a critical mechanism of the international human resource management process: performance management. The study specifically explores how the process of global performance management is perceived by the country managers of multinational corporations' subsidiaries in Australia. The study reveals that a multinational corporation's systemic demand for short-term profit has the potential for inhibiting employee–supervisor relationships and perceived effectiveness of performance management appears to be dependent on the relationship and level of trust between the country manager and her/his supervisor. On the basis of the research findings, relational communication and psychosocial factors such as trust play an important role in the functioning of a country manager vis-à-vis their perceptions of the performance management process. The study suggests that, with the current approach to global performance management for country managers, despite the expense involved in the process, many of the potential benefits may not be realized. Social exchange theory is proposed as the foundation for developing more effective and fluent global relationships based on trust.     

The effect of published reports of unethical conduct on stock prices

This study adds to the empirical evidence supporting a significant connection between ethics and profitability by examining the connection between published reports of unethical behaviour by publicly traded U.S. and multinational firms and the performance of their stock. Using reports of unethical behaviour published in the Wall Street Journal from 1989 to 1993, the analysis shows that the actual stock performance for those companies was lower than the expected market adjusted returns. Unethical conduct by firms which is discovered and publicized does impact on the shareholders by lowering the value of their stock for an appreciable period of time. Whatever their views on whether ethical behaviour is profitable, managers should be able to see a definite connection between unethical behaviour and the worth of their firm's stock. Stockholders, the press and regulators should find this information important in pressing for greater corporate and managerial accountability. Dr. Spuma M. Rao is Associate Professor of Finance, College of Business Administration, University of Southwestern Louisiana. His publications appear in such journals as Global Finance, American Business Review, Financial and Strategic Decision Making, Business and Economic Review, The Appraisal. J. Brooke Hamilton III is Assistant Professor in the Department of Management, University of Southwestern Louisiana. He was head of the Philosophy Department at Tuskegee Institute, spent 14 years in industry and returned to academe after completing his M.B.A. His work appears in the Journal of Business Ethics, Southeastern Journal of Legal Studies in business, and the proceeding of the Southern and Southwestern Marketing Associations.     

Differences in ethical perceptions between male and female managers: Myth or reality?

This study sought to identify whether or not differences exist between the ethical decisions of male and female managers; and, if they do exist, to identify the areas in which differences occurred. An additional evaluation was conducted to determine how each perceived their counterpart would respond to the same ethical decision making situations.Data were collected from 50 male managers and 50 female managers by means of a self-administered questionnaire. Distinctive demographic characteristics were noted among the segments.The results showed only one area where a significant difference existed between males and females on what they considered to be ethical. However, there were significant differences in 16 out of 17 situations when they rated the ethical behavior of their male/female counterparts, i.e., males rated females as being significantly less ethical than themselves and vice versa.Jeaneen M. Kidwell is Corporate Sales Trainer of Avon Products, Inc. Robert E. Stevens is Professor of Marketing at Northeast Louisiana University. He is the author of five books and over thirty articles have appeared in Journal of Purchasing, Journal of Retailing, Business Horizons, and Supervising Management. Art L. Bethke is Associate Professor of Management at Northeast Louisiana University. He has been awarded Senior Professional in Human Resources 1982 and 1985. His articles have been published in Supervisory Management, Personnel Administrator, and Review of Business and Economic Research.     

Conflicts between entrepreneurs and investors: the impact of perceived unethical behavior

This paper examines the impact of perceived unethical behavior by entrepreneurs, angel investors and venture capitalists on their conflict process. For this purpose, we use an embedded case study design to provide a diversity of perspectives on the topic at hand. From the eye of the beholder, i.e. investor, entrepreneur or both, 11 conflict situations were analyzed for any perceived unethical behavior. Based on findings from within- and cross-case analysis, we propose that perceived unethical behavior among venture partners triggers conflicts between them through increased fault attribution or blaming. Further, we propose that perceived unethical behavior affects venture partners’ choice of conflict management strategy and increases the likelihood of conflict escalation and of conflict having a negative partnership outcome such as failure or another form of involuntary exit. As such, this paper contributes to the entrepreneurship literature by addressing calls for more research on the darker sides of investor–investee relationships.     

Taking stock: Can the theory of reasoned action explain unethical conduct?

Extensive interest in business ethics has developed accompanied by an increase in empirical research on the determinants of unethical conduct. In setting forth the theory of reasoned action, Fishbein and Ajzen (1975) maintained that research attention on such variables as personality traits and demographic characteristics is misplaced and, instead, researchers should focus on behavioral intentions and the beliefs that shape those intentions. This study summarizes business ethics research which tests the theory of reasoned action and suggests directions for further research. Donna M. Randall is an Assistant Professor of Management at Washington State University. Her research interests include organizational commitment, professional deviance, and the regulation of reproductive health in toxic work environments. Her work has been published in Academy of Management Review, Journal of Organizational Behavior, and Decision Sciences and others.     

The unethical exploitation of shareholders in management buyout transactions

The accurate pricing of securities in the capital markets depends upon the markets being both efficient and fair. In management buyout transactions (MBOs), the price bid by inside managers enhances the efficient pricing of securities but raises a reasonable doubt about the fairness to existing shareholders. This study addresses this fairness question in MBOs and offers short-term and long-term legal alternatives which allow both the efficiency and fairness criteria to be met. In the short-term the case law established in the Basic v. Levinson decision for merger negotiation disclosures should be applied to MBO transactions. Over the longer horizon, legislative changes should be made to existing securities laws. Applying the investor protection principles of the 1933 and 1934 securities acts to MBO transactions will suppress the temptation of managers to extract shareholder wealth for their personal gain. Frederick P. Schadler, Assistant Professor of Finance at East Carolina University, in Greenville, North Carolina. Research interests include security issuances, investment banking, and ethical issues related to securities regulation. He has presented papers at regional and national meetings and has published in the Journal of Financial and Strategic Decisions and the Memphis State University Law Review. Jack E. Karns, an Associate Professor of Business Law at East Carolina University. Research is directed toward corporate law, securities, and government regulation of business issues including ethical considerations. He has published in numerous legal journals including the Dickinson, University of Richmond, and Memphis State University Law Reviews.     

Top management team characteristics and firm internationalization: The moderating role of the size of middle managers

This paper examines the influence of the top management teams' (TMTs) characteristics, including tenure and international experience, on the degree of firm internationalization. In addition, this study explores the moderating effect of the size of middle managers (MMs) on the relationship between the TMT characteristics and the degree of firm internationalization. This study use the information-process perspective to emphasize that MMs provide information processing capabilities that assist TMTs as they cope with the high information-processing demands of the strategic decision-making process in international markets. We test the hypotheses using a sample of listed manufacturing firms in the electro-optical and textile industries during the 2006–2010 period. The findings indicate that TMT tenure has an inverted U-shaped relationship with firm internationalization and TMT international experience has a positively affect the firm internationalization. Furthermore, we find that large MM size positively enhances the inverted U-shaped relationship between TMT tenure and firm internationalization.     

The changing role of Europe's managers

The American businessman may be comforted to know that the problems he faces are like those faced by his colleagues in Europe. Economic fluctuations have demanded new talents of the European manager; organizational structures are changing, and mergers are more common. Some of the problems stem from social changes: increasing socialization, pressure from employees for codetermination, pressure concerning pollution control, and the anti-business attitude of the young. In addition, European managers face new minority problems; for example, more than 2 million foreign workers are employed in Germany alone. The author includes a sharp word for American multinational companies that fail to think in international terms.     

Customer perceived value,satisfaction, and loyalty: The role of switching costs

It is a marketplace reality that marketing managers sometimes inflict switching costs on their customers, to inhibit them from defecting to new suppliers. In a competitive setting, such as the Internet market, where competition may be only one click away, has the potential of switching costs as an exit barrier and a binding ingredient of customer loyalty become altered? To address that issue, this article examines the moderating effects of switching costs on customer loyalty through both satisfaction and perceived‐value measures. The results, evoked from a Web‐based survey of online service users, indicate that companies that strive for customer loyalty should focus primarily on satisfaction and perceived value. The moderating effects of switching costs on the association of customer loyalty and customer satisfaction and perceived value are significant only when the level of customer satisfaction or perceived value is above average. In light of the major findings, the article sets forth strategic implications for customer loyalty in the setting of electronic commerce. © 2004 Wiley Periodicals, Inc.     

The management club: A quality circle for managers

Many authorities argue that poor management is at the heart of the United States' productivity problem. Since traditional means of improving management seem to be falling short of their goal, the authors propose the establishment of management clubs whose members would be volunteers and who would find and implement solutions to their company's specific problems.     

Career development of female managers in retailing: Inhibitors and enablers

In the retail industry “women are highly visible” as employees and customers, but managers are predominantly male [Traves et al., 1997. Service Industries Journal, 17(1), 133–154]. To shed light on this anomaly, this article investigates inhibitors to and enablers of the career development of female managers in retailing in theoretical and empirical terms. The primary work comprises interviews and focus groups in three case companies, exploring career development experiences and practices. The evidence discussed supports the contention that active enabling factors, such as organisational values supporting gender equity and people-centred management styles, are pre-prerequisites for females’ career progression.     

Controlled and uncontrolled communication stimuli and organic food purchases: The mediating role of perceived communication clarity,perceived health benefits,and trust

Despite a growing demand worldwide, organic food remains a niche category, with consumers only purchasing it some of the time. This study examines the mediating effects of consumers’ perceived clarity of organic food-related communication, trust for, and perceived health benefits of organic foods in the relationship between controlled and uncontrolled communication stimuli and organic food purchases. We test our hypotheses on a sample of 1011 Australian organic food consumers using Structural Equation Modeling. We find that all mediators except perceived communication clarity perform as hypothesized, with the latter not mediating the relationship between uncontrolled communications and perceived health benefits of organic foods. The results suggest that marketers should ensure clarity in controlled organic food communications, signal health benefits of organic food and build consumer trust to generate organic purchases.     

Self-esteem,role stress,and job satisfaction among marketing managers

The relationship of self-esteem, role stress, and job satisfaction among sales and advertising managers is examined. Role stress is shown to be inversely related to job satisfaction for both groups. High self-esteem was found to lessen the role stress felt by the manager, thereby indirectly affecting job satisfaction. Self-esteem, however, did not relate to job satisfaction directly nor did it moderate the relationship between role stress and job satisfaction.     

The perceived role of ethics and social responsibility: A scale development

Marketers must first perceive ethics and social responsibility to be important before their behaviors are likely to become more ethical and reflect greater social responsibility. However, little research has been conducted concerning marketers' perceptions regarding the importance of ethics and social responsibility as components of business decisions. The purpose of this study is to develop a reliable and valid scale for measuring marketers' perceptions regarding the importance of ethics and social responsibility. The authors develop an instrument for the measurement of the perceived role of ethics and social responsibility (PRESOR). Evidence that the scale is valid is presented through the assessment of scale reliability, as well as content and predictive validity. Finally, future research needs and the value of this construct to marketing are discussed. Anusorn Singhapakdi is Associate Professor of Marketing at Old Dominion University. He received his Ph.D. in Marketing. His has published in the Journal of Macromarketing, the Journal of Business Ethics, the Business and Professional Ethics Journal, the Journal of Public Policy and Marketing, the Journal of Personal Selling and Sales Management and the Journal of the Academy of Marketing Science. He has presented papers at various professional conferences including the American Marketing Association and the Academy of Marketing Science. Scott J. Vitell is Associate Professor of Marketing and holder of the Phil B. Hardin Chair of Marketing at the University of Mississippi. He received his Ph.D. in Marketing. His work has previously appeared in the Journal of Macromarketing, the Journal of Business Ethics, Research in Marketing, the Business and Professional Ethics Journal and the Journal of the Academy of Marketing Science as well as various other journals and proceedings. Kumar C. Rallapalli is Assistant Professor of Marketing at Troy State University. His research has been published in the Journal of Business Ethics, the Journal of the Academy of Marketing Science and the Journal of Pharmaceutical Marketing and Management as well as various national and regional proceedings. His research interests include marketing ethics, health care marketing, international marketing and direct marketing. Kenneth L. Kraft is Director of Graduate Studies at the University of Tampa. He received his DBA in Management. He has published numerous articles on Business Ethics, Organization Design and Strategic Planning in Journals such as the Academy of Management Review, America Business Review and the Journal of Business Ethics. His current research interest centers on the measurement of moral intensity.     

Branding in practice: The profile and role of brand managers in the UK

Marketing as an area of management has come under close scrutiny in recent years and the management of brands, both product and corporate, has been no exception. In particular, the brand manager as the champion of the brand has been under attack, namely, they are too young, inexperienced and focus too much on the short term. Indeed, the entire system of brand management has been questioned in the light of the rapidly changing marketing environment brought about by economic recession, internationalization and changing patterns of distribution. Add to this the growth of corporate branding and it is not difficult to understand the concerns. However, do these concerns reflect the reality?

This paper explores the role and profile of the brand manager through a research survey carried out by the authors. The research examined the age, experience and remuneration package of brand managers and looked at their responsibilities, accountability and planning horizons within marketing departments. The results are discussed in the context of the wider marketing environment and trends towards alternative management systems such as category management and flatter organizational structures. It concludes that many of the criticisms are true but sometimes only in part. For example, brand managers are young and well educated but poorly trained. They manage more brands than they used to but have not widened their span of functional responsibilities to include the newer areas of marketing such as database marketing and trade marketing. They spend a relatively short period of time in one job, have short‐term objectives and are paid in proportion to the size of their advertising and promotion budgets but are nevertheless usually part of a strategy formulation team. The research also indicates that organizations have been slow to adopt new structures, which is resulting in an increasingly fragmented brand management process.     

The influence of ability,benevolence, and integrity in trust between managers and subordinates: the role of ethical reasoning

Numerous researchers have examined the antecedents of trust between managers and subordinates. Recent studies conclude that their influence varies depending on whether what is being examined is a manager's trust in a subordinate or a subordinate's trust in a manager. However, the reasons given to justify this phenomenon present limitations. This article offers a new theoretical approach that relates the influence of each antecedent to Aristotelian forms of reasoning, ethical, and instrumental. The proposed approach shows that the influence of each antecedent depends on which rationality prevails in the person who trusts. The contribution of this article is to better explain the phenomenon of interpersonal trust formation and its logic, while offering at the same time several practical implications for managers interested in developing an organizational culture based on trust. The article begins with a literature review of more relevant empirical studies analyzing superior–subordinate trust formation and presents some theoretical limitations of the arguments described in these works. Then, it offers a new theorerical approach based on Aristotelian thought to explain the influence of the antecedents of trust in management–subordinate relationships. The theoretical contribution is then confirmed in an empirical study of 163 mid‐level managers in Spain.     

The role of perceived enjoyment and perceived informativeness in assessing the acceptance of AR wearables

Augmented reality smart glasses are a major trend in retailing. However, little is known about the factors that drive customers’ acceptance of these wearables as a channel in stores. Especially, the roles of perceived enjoyment and perceived informativeness for usage intentions of such novel and immersive technologies are unclear. Thus, the authors propose an extended technology acceptance model as an instrument to predict future adoption. The results indicate that perceived enjoyment largely mediates the influence of perceived informativeness and other variables on attitude and usage intention. Further, perceived enjoyment functions as a direct predictor for attitude and in strength even exceeds perceived usefulness. Hence, retailers should consider focusing on joy-related aspects when aiming at the introduction of broadly accepted AR applications in stores.     

The organizational bases of ethical work climates in lodging operations as perceived by general managers

The focus of this research concentrated on ascertaining the presence of ethical climate types and the level of analysis from which ethical decisions were based as perceived by lodging managers. In agreement with Victor and Cullen (1987, 1988), ethical work climates are multidimensional and multi-determined. The results of this study indicated that: (a) benevolence is the predominate dimension of ethical climate present in the lodging organization as perceived by lodging managers, and (b) the local level of analysis (e.g. immediate workplace norms and values) is the predominate determinant of ethical decisions in the organization.The implication of this study is that the knowledge gained from understanding that ethical decision making in an organization is multidimensional and multi-determined will foster understanding of ethical decision formation in the organizational context.Randall S. Upchurch has a rich lodging industry background that encompasses 16 years of practical experience ranging from front office operations to hotel general management. He received his Ph.D. in May of 1993. He is the author of a text entitled Lodging Marketing. Sheila K. Ruhland is Assistant Professor of Marketing Education in the College of Education at the University of Missouri — Columbia. Her research interests are in area of workplace ethics, workforce issues, leadership development. She has conducted a seminar on Ethics and has published articles in the Marketing Educators' Journal, and Journal of Vocational Education Research.     

Facilitate active learning: The role of perceived benefits of using technology

The authors examine factors influencing student active learning and the ensuing class learning experience in the context of applying technologies in the classroom. The results suggest that the psychological benefit directly and indirectly influences class learning experience. In addition, the functional benefit only indirectly influences class learning experience through the mediator active learning. The results of multiple group analysis further suggest that the impacts of both psychological and functional benefits on active learning are stronger when the level of faculty-student interaction is low. The authors conclude with managerial implications and directions for future research.     

The role of ethics and social responsibility in achieving organizational effectiveness: Students versus managers

This paper investigates the differences in perceptions between business students and service-sector managers regarding the role that ethics and social responsibility serve in determining organizational effectiveness. An organizational effectiveness instrument containing business ethics and social responsibility items served as a questionnaire for a sample of 151 senior business undergraduates and 53 service-sector managers. The results indicated that while students acting as managers rate some social responsibility issues as more important than do managers, they also rate ethical conduct and a few dimensions of social responsibility lower than do managers. The findings have direct implications for both business practitioners and educators.Kenneth L. Kraft received his D.B.A. from the University of Maryland in 1982 and is currently an Associate Professor of Management at Old Dominion University in Norfolk, VA. His recent papers explore the relationships between strategy, structure, social responsibility, and organizational effectiveness in a variety of settings. Anusorn Singhapakdi is Assistant Professor of Marketing at Old Dominion University. His current research interests center on marketing/business ethics and selected public policy issues in marketing. He has published in Journal of Macromarketing, Journal of the Academy of Marketing Science, International Journal of Value Based Managementas well as other journals and proceedings.