Work–life balance: a longitudinal evaluation of a new measure across Australia and New Zealand workers

The work–life balance literature has recently identified the need for construct refinement. In response to these discussions, this research describes the development and validation of a concise measure of work–life balance, based on individuals' subjective perceptions of balance between their work and other aspects of their lives. The structure, reliability and validity of this unidimensional, four-item measure was confirmed in four independent heterogeneous samples of workers employed in Australia and New Zealand (N = 6983). Work–life balance was negatively associated with work demands, turnover intentions and psychological strain, and positively associated with both family and job satisfaction, confirming the research hypotheses. Evidence of these relationships over time was also demonstrated. This research confirms that this new measure of work–life balance demonstrates robust psychometric properties and predicts relevant criterion variables.     

Scoping river basin management issues with participatory modelling: The Baixo Guadiana experience

This paper details the design and implementation of a participatory modelling process in the Baixo Guadiana River Basin, in Portugal. A group of stakeholders was involved in a causal mapping exercise that lead to the development of a shared view of the problems, pressures and impacts characterizing the river basin. A simulation model was also developed to support experimentation with alternative management scenarios for the area. The paper looks critically at the evaluation of the participatory modelling outcomes, both at the individual and group levels, discussing the role of this approach in supporting the scoping stages of river basin planning and management processes. On the downside, the unstable group composition seems to have hindered the chances of producing a higher impact in the functioning of the group, and subsequently the capacity to sustain the level of collaboration required to achieve the strategic river basin objectives established during the participatory modelling process. The paper discusses the issue of group stability as well as some options to overcome the limitations of unstable participant groups. The strengths of participatory modelling, as underlined by the Baixo Guadiana experience, include the flexibility to adapt the method to different contexts and participatory designs and the capacity to structure the active involvement of stakeholders, providing an open and shared language for collaborative policy design, fostering learning and knowledge integration.     

Developing cross-cultural competencies through international corporate volunteerism

We propose three features of cross-cultural experiences, contextual novelty, project meaningfulness and social support, facilitate the development of cross-cultural competencies. Using a longitudinal design, the employees in Study 1 participated in an international corporate volunteerism program designed with all three features. These results found a positive change over time in cross-cultural competencies. Results of Study 2, also longitudinal, suggest that the participants’ post-assignment cross-cultural competencies are the highest: (1) when employees with higher baseline cross-cultural competencies work in high contextual novelty (i.e., international location) and (2) when employees with lower baseline cross-cultural competencies work in low contextual novelty (i.e., domestic location).     

Impact of innovation policies on small,medium and large Brazilian firms

This study comprises a comparative examination of the effects of innovation support programmes’ spend on innovative activities in small, medium and large Brazilian firms. The econometric methodology propensity score matching is used to assess the impacts of tax and financial incentives based on. Results show that innovation support programmes stimulate expenditure on innovative activities, especially financial incentives for the acquisition of machinery and equipment.     

The Export Performance of the 2004 EU Enlargement Economies since the 1990s: a Constant Market Share Analysis

This study focuses on the export performance of the 2004 European Union (EU) enlargement economies to the EU15 between 1990 and 2013. The long time span analysed allows to capture different stages in the relationship of these new members with the EU before and after accession. The study is based on the constant market share methodology of decomposing an ex-post country’s export performance into different effects. Two constant market share analyses were selected in order to disentangle (i) the growth rate of exports and (ii) the growth rate of exports relatively to the world. Both approaches are applied to manufactured products grouping products in different classifications of sectors. Results provide information on export performance for the ten economies individually considered, including the importance of each EU15 destination market.     

Enterprise maturity models: a systematic literature review

Maturity models (MM) have been used by different enterprise segments. However, while many MM have been developed, few have been validated because of the lack of studies that demonstrate how to classify model levels. This study investigates the literature that presents assessment models for classifying maturity levels as well as the development of the research area. A systematic literature review was carried out, finding 409 relevant papers and a list of the few methods for classifying the maturity level. This review enabled us to update the state of the art on MM and identify gaps that may prompt future research.     

The conceptual contribution of education to research on entrepreneurship education

By building a bridge between the conceptual discussion of education science and entrepreneurship, this article demarcates the role of entrepreneurship education as a form of pedagogy and its connection to a progressive movement. As a form of pedagogy, entrepreneurship education changes the idea of the human being, brings action-orientation, autonomy and interplay between risk and responsibility to the centre of the learning process and challenges the previous ontological, epistemological and to some respect axiological bases of earlier learning paradigms and also presents new ideas for pedagogy and didactics. Thus, seen from an educational perspective, entrepreneurship can now be perceived as a form of pedagogy that renews the previous learning paradigms and furthers educational institutional practices.     

Factors influencing the adjustment of women on global assignments

This study tests a four-factor model proposed by Caligiuri and Cascio (in press) for predicting the cross-cultural adjustment of female expatriates. The four factors tested in this paper were family support, personality characteristics, organizational support and host nationals' attitudes towards female expatriates. Structured phone interviews with thirty-eight American female expatriates from US-based companies were conducted. The responses were content analysed and regression was conducted. The results suggest company and family support are significantly related to cross-cultural adjustment. Thus, suggestions are given for future research on female expatriates using the theoretical model of social support. Practical recommendations for how to maximize the likelihood of success for women on global assignments are also given.     

The Impact of Management Control on Employee Motivation and Performance in the Public Sector

Abstract

This study examines the relations among various types of management control, intrinsic and extrinsic motivation, and performance in the public sector. We draw on motivation crowding theory and self-determination theory to argue that four different types of management control (i.e. personnel, cultural, action, and results control) are likely to have an influence on intrinsic motivation and/or extrinsic motivation. We test a structural equation model using survey data from 105 similar departments in the public sector. Our findings indicate that the use of personnel and cultural controls is positively associated with employees’ intrinsic motivation, and that the use of results controls is positively associated with employees’ extrinsic motivation. Moreover, both intrinsic motivation and extrinsic motivation are positively associated with performance. Taken together, these findings support the idea advocated by New Public Management proponents that results control can enhance employee motivation and performance in the public sector. However, the findings also highlight an essential nuance; in addition to results control, personnel and cultural controls are also important, as they enhance intrinsic motivation and performance. This implies that a sole focus on results control is too narrow and can lead to suboptimal levels of employee motivation and performance in the public sector.     

“But we can't go back”

In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture.