Negative Affect and Counterproductive Workplace Behavior: The Moderating Role of Moral Disengagement and Gender

There has been growing scholarly interest in understanding individual-level antecedents of counterproductive workplace behavior (CWB). While researchers have found a positive relationship between individuals’ negative affect and engagement in CWB, to date, our understanding of the factors which may affect this relationship is limited. In this study, we investigate the moderating roles of moral disengagement and gender in this relationship. Consistent with our hypotheses, we found that individuals with a greater tendency to experience negative emotions were more likely to engage in CWB when they had a higher propensity to morally disengage. Moreover, we found that this interacting relationship varied across men and women. We discuss the theoretical and practical implications of our findings and offer avenues for future research.     

Forces of economic growth in China,India, and other Asian countries

This paper applies different approaches to modelling sources of economic growth from time series and panel data sets for 10 Asian countries over the period 1970–2010. After being subjected to fragility tests, the cross‐country estimates indicate that investment, together with policy variables and openness to trade, explains about 90 per cent of the estimated 3.2 per cent steady‐state growth rate for the region. Regional growth policy points to expanding trade, supporting financial development, and maintaining sound investment environments. Although country‐specific growth effects vary, the results imply that different estimation methods, combined with fragility tests, can help establish stronger links between growth theory and policy advice.     

How does service drive the service company?

"How Does Service Drive the Service Company?" presents commentators on Leonard A. Schlesinger and James L. Heskett's September-October article. Commentators include Michael R. Quinlan, Ron Zemke, Jim Snider, Dinah Nemeroff, Steven S. Reinemund, Robert Ayling, Karmjit Singh, James A. Perkins, Joseph E. Antonini, and Walter F. Loeb.     

Cross-Country Evidence on Public Sector Retrenchment

This article reports the results from a survey of public sectoremployment retrench-ment episodes across a wide variety of developingand transition economies. The information collected and analyzedis primarily from internal World Bank documents and in-depthinterviews with World Bank staff having operational informationabout experiences in specific countries. Using the informationcollected on 41 retrenchment programs across 37 countries, thearticle analyzes the relationships between the factors leadingto retrenchment, the scope and nature of retrenchment, and themethods used to accomplish the retrenchment. The discussionof methods includes an analysis of the mix of involuntary andvoluntary employment reduction programs, the compensation schemesoffered, and the extent of targeting of specific types of workers.Although relevant quantitative information is limited, the articlealso attempts to evaluate the outcome of the programs on severaldimensions. The most striking findings relate to analysis ofthe factors leading a significant fraction of programs to rehireworkers separated from the public sector (thereby defeatingthe programs'objective). In addition, the article relates programcharacteristics to calculated summary financial payback indicatorsand to the nature of the labor market adjustment.     

Precarious collaboration: Business survival after partners shut down or form new partnerships

Businesses often benefit by forming alliances with other firms but risk becoming dependent on their partners. We discuss two situations in which dependence may create serious problems: first, if a partner shuts down and. second, if a partner forms a relationship with a new partner. We examine collaborative relationships formed by businesses operating in the U.S. hospital software systems industry during the 1961–91 period. We find that businesses faced increased risk of dissolution if they did not form new partnerships after partners shut down or formed collaborative relationships with new partners. The results have implications for developing an evolutionary theory of business strategy and performance. Our approach implies that the performance of a focal business often depends on how the strategies of its business partners evolve over time. An evolutionary theory of strategy must incorporate key characteristics of actions and relationships throughout a web of business partnerships. The dual nature of interfirm relationships, which both help a business survive at one time and inhibit its ability to adapt at another, helps explain why so many successful businesses fail when their environments change.