To push performance,check the leader’s power motive

The power motive, defined as the desire to impact the behavior and emotions of another person, has long been controversial. On one side, the exercise of power has been put forth as a fundamental human need greater in strength than the need to survive. On the other, it has been vilified for its potentially devastating consequences. We argue the latter view is distorted, and, by relying too heavily on it, we have come to misunderstand the essential nature of power and its use by leaders charged with driving performance. It is not the power motive that leads to corruption and tyranny, but rather how the power motive is channeled into behavior by other personality factors. Consequently, those charged with leader selection should place greater emphasis on how individuals with strong power motives differ in how they channel power. Doing so will support the selection of executives best equipped to deliver organizational performance.     

Materialism through the eyes of Polish and American consumers

The research applies the Material Values Scale (MVS; Richins and Dawson, 1992) cross-culturally by comparing materialism among Polish and American business students. Cultural differences (e.g., greater humanistic/collectivistic/Christian values in Poland) suggest lower MVS scores for Poles than for Americans. This prediction is consistent with the Local Culture hypothesis (i.e., that a strong local culture results in maintenance of traditional values in defense against global forces). Contrary to predictions, data suggest no Polish-American materialism differences, a finding consistent with the globalization hypothesis (i.e., increasing globalization leads to relatively uniform worldwide materialism). As a precursor to hypotheses testing, confirmatory factor analysis (CFA) tests the construct validity and cross-cultural validity of the MVS. The findings suggest substantial difficulties with the scale that limit the confidence in conclusions based on the scale. Based on these findings, future research discussion aims at developing a measure of materialism with potentially greater construct validity for cross-cultural applications.     

Tracking a Growth Industry: The Development of Marketing Research Services in Canada

The marketing research industry in Canada has grown rapidly during the past twenty years or so, both in the number of users of research and the number of practitioners offering professional marketing research services, and in the type of research being done. The changing nature of the Canadian market-place, coupled with a growing appreciation of the cultural diversity of the country and of the fact that Canadian consumers are not exactly like Americans, has contributed to m increasing acceptance of marketing research in Canadian business. In addition, the use of research techniques in public sector and not- for-profit organisations has become generally accepted in recent years. The techniques used in Canadian marketing research have also undergone considerable change, as researchers are now making much greater use of recently-available technology, computer-based simulations, and automated data capture at the check-outs of retail stores. Possibly the greatest change has been in the increased use of qualitative techniques, reflecting marketers' increased concern for the deeply-held opinions and attitudes of consumers.     

Innovation, competition and the structure of local production networks: Initial findings from the Hertfordshire project

This paper reports the initial findings of an ESRC-funded study in Hertfordshire into how award-winning innovative firms organise their production arrangements. The study is a pilot project which was based on three initial operational assumptions: first, that innovation is not entirely an aspatial phenomenon; second, that modern production structures are taking new forms — variously described as post-Fordist, or flexible specialisation (flex-spec) — particularly in areas which are rich in commercial research and development (R&D) activities; and, finally, that as a consequence innovative firms in these areas commonly form production linkages with each other to create local production networks (LPNs).

The research was carried out in the county of Hertfordshire just to the north of Greater London. Hertfordshire was selected because, according to a number of measures, it is one of the key areas for R&D in the UK. On the basis of our initial, limited empirical sample of firms in Hertfordshire, a key finding of the research was that a significant majority of the innovative firms sampled — both large and small — were not actually organised in LPNs in any recognisable way and that local post-Fordist production was either extremely limited in its operation or, more commonly for most firms, was non-existent — instead, these firms normally acted as local, relatively free-standing entities which were much more likely to be in competition with other local firms, than form production linkages with them.