Here comes Generation Z: Millennials as managers

As the workplace continues to change, a new generational cohort—Generation Z, sometimes referred to as iGen—is beginning to enter the workforce. At the same time, millennials are now progressing in their careers and will be challenged with managing these incoming workers. The purpose of this article is to provide a contextual overview that identifies and illuminates some of the defining work-related characteristics of these two youngest generations in the workplace to increase understanding of the potential intergenerational conflict between these cohorts and develop leadership strategies that can be utilized to increase employee morale and productivity. This article analyzes the millennial supervisor-Gen Z subordinate relationship based on generational cohort theory, leader-member exchange (LMX) theory, and the work values framework.     

Consumer knowledge and its consequences: an international comparison

By far the theories of consumer knowledge are mainly estimated in the western countries. It is important and necessary to assess theory generalizability and model equivalence across different culture contexts. This paper intends to gain a preliminary understanding of the relationship between two consumer knowledge components and four product‐related task performances, with a focus on the influences of two psycho‐linguistic differences in cognition. Based on the results of our empirically multi‐group comparison of Chinese and French wine consumers, we find that consumer knowledge is a multidimensional construct in both cultural contexts. It appears that psycho‐linguistic differences largely affect the consumption task performance. Consequently different consumer knowledge components play different roles in consumption tasks and lead wine consumers to employ dissimilar information processing strategies in various cultural contexts.     

Gender equality's impact on female directors’ efficacy: A multi-country study

This paper studies the role of gender equality in female directors’ efficacy and its subsequent effects on firms. Female directors in more gender equal societies should possess greater skills and exert more influence due to better access to educational/professional opportunities and more amicable boardroom dynamics. Therefore, we hypothesize that gender equality serves as an important moderator in the relation between female board representation and firm outcomes. Using a multi-national panel comprising 1986 public firms from 24 countries or areas spanning from 2007 to 2016, we obtain results that firms with higher female board representation exhibit higher overall performance, less earnings management, and less excessive risk taking, in which all three relations are stronger in countries with greater gender equality. Taken together, our paper implies that the impact of female directors on firm outcomes depends on a country's overall level of gender equality.     

Naturally designed for masculinity vs. femininity? Prenatal testosterone predicts male consumers' choices of gender-imaged products

In this paper, we find that a proxy of prenatal testosterone exposure (i.e., digit ratio) is a significant predictor of preferences for products that differ in perceived masculinity vs. femininity. A more masculine (feminine) digit ratio predicts choice of products that have an increasingly masculine (feminine) image. This relationship is statistically significant for male consumers, but not for females.