Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293–305, 2010) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people’s responses to the social world. Following a call for further research on this distinction, we conducted two studies to assess the independent effects of ideal and counter-ideal values in leadership settings. Study 1 (N = 131) finds both value orientations to explain unique variance in followers’ vertical respect for their leaders. Study 2 (N = 136) confirms these results and additionally shows an analogous effect for followers’ identification with their leaders. Most importantly, we find that both value orientations exhibit their effects only independently when the content of the two orientations pertain to different value types in Schwartz’s (in J Soc Issues 50:19–46, 1994) circumplex model. Implications for theory and practice are discussed.     

Can financial derivatives inform HRM? Lessons from Moneyball

A comment on Richard Wolfe, Patrick M. Wright and Dennis L. Smart, Radical HRM Innovation and Competitive Advantage: The Moneyball Story. Human Resource Management, Spring 2006, Vol. 45, No. 1, pp. 111–145     

Range and Number-of-Levels Effects in Derived and Stated Measures of Attribute Importance

We study how the range of variation and the number of attribute levels affect five measures of attribute importance: full profile conjoint estimates, ranges in attribute level attractiveness ratings, regression coefficients, graded paired comparisons, and self-reported ratings. We find that all importance measures are affected by the range manipulation. The number of attribute levels affects only two measures. The results allow us to benchmark the magnitude of the number-of-levels effect against the range effect: conjoint importance estimates were approximately equally affected by a threefold increase in the range of attribute variation and by the insertion of two intermediate attribute levels. Our findings show that the number-of-levels effect is most likely due to respondents' tendencies to distribute their mental stimulus representations and their responses uniformly over the corresponding continua.     

Distancing flexibility in the hotel industry: the role of employment agencies as labour suppliers

Two interrelated aspects of the debate on the nature of labour supply chain in the hotel industry form the focus of this research article. First, the notion of a shift to some forms of human resources recruitment strategies which seeks to use agency staff as a means of generating economical benefits – as opposed to conventional permanent staffing; and, second, the paramount importance of using distancing flexibility through effective agency utilization with the consequence of controlling labour costs, satisfying firm's demand for labour, and to respond to possible fluctuations in manpower needs. To this end, the research advocates the use of qualitative methodology in the form of semi-structured and in-depth interviews with hotel housekeeping managers, their partner agency managers and their flexible workers. Based upon the interviewees' responses and other documentary sources, we find, among others, that pursuing labour flexibility appears to be inevitable in the hotel industry; that the three-tier flexible firm model (Atkinson 1984 Atkinson, J. 1984. Manpower Strategies for Flexible Organizations. Personnel Management, August, : 28–31.  [Google Scholar]) does not provide a full account of the supply chain relationship between hotels and employment agencies; and that employees are being relatively treated as a ‘cost’ – as opposed to a ‘resource’ (see Slack, Chambers and Johnston 2004 Slack, N., Chambers, S. and Johnston, R. 2004. Operations Management, (4th ed.),, London: FT Prentice Hall.  [Google Scholar]). To conclude, the research evidence is used, combined with previous literature, to discuss the implications of these results for broader debates on the utilization of flexible workers in the supply chain relationship between the client hotels and their partner agencies.     

Measuring and predicting heterogeneous recessions

This paper examines the usefulness of a more refined business cycle classification for monthly industrial production (IP), beyond the usual distinction between expansions and contractions. Univariate Markov-switching models show that a three regime model is more appropriate than a model with only two regimes. Interestingly, the third regime captures ‘severe recessions’, contrasting the conventional view that the additional third regime represents a ‘recovery’ phase. This is confirmed by means of Markov-switching vector autoregressive models that allow for phase shifts between the cyclical regimes of IP and the Conference Board's Leading Economic Index (LEI). The timing of the severe recession regime mostly corresponds with periods of substantial financial market distress and severe credit squeezes, providing empirical evidence for the ‘financial accelerator’ theory.     

Connecting Eastern and Western Perspectives on Management: Translation of Practices Across Organizations,Institution and Geographies

The exchange of academic knowledge increasingly flows in both directions, from West to East and East to West. The result is a rich and ever increasing development of theory and understanding of practice, which is expected only to gain further momentum in the future. This paper seeks to help establish a foundation for further development of this fertile exchange of ideas between East and West. We reflect on the research focus of the main theories in management studies in East and West. We discuss the topics of East and West in selected areas of management studies, including competitive strategy, strategic leadership, and the human resource management to offer avenues for future research. Translating practices between the two contexts creates institutional, leadership, strategy and organizational challenges while providing new promising research avenues and opportunities to integrate East and West perspectives. We also offer a more critical view on the relationship between West and East, focusing specifically on the role of power and power relations in making sense of how management and organization studies treat issues of cultural, institutional and philosophical divergence.