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Managers and the management process : everyone becomes a manager someday -- Ethics and social responsibility : character doesn?t stay home when we go to work -- Managers as decision makers : there is no substitute for a good decision -- Plans and planning techniques : get there faster with objectives -- Controls and control systems : what gets measured happens -- Strategy and strategic management : insight and hard work deliver results -- Organization structure and design : it's all about working together -- Organizational cultures, innovation, and change : adaptability and values set the tone -- Human resource management : nurturing turns potential into performance -- Leadership : a leader lives in each of us -- Individual behavior : there's beauty in individual differences -- Motivation : respect unlocks human potential -- Teams and teamwork : two heads really can be better than one -- Communication : listening is the key to understanding -- Diversity and global cultures : there are new faces in the neighborhood -- Globalization and international business : going global isn?t just for travelers -- Entrepreneurship and small business : taking risks can make dreams come true

In a longitudinal quasi-field setting, we develop and test a compensatory process model of social network closure over time on the development of a transactive memory system (TMS) in groups. Although a great deal of research examines the effects of closure on organizational outcomes, that research does not describe the microprocesses that explain when, and under what conditions, closure is beneficial or detrimental. Results from our analysis of the microprocesses associated with TMSs revealed a negative direct effect of closure over time on TMS development and a simultaneous positive indirect effect of closure over time on TMS development driven by a transitive triadic social network structure. It is important to note that the mediating effect of the number of transitive triads on the relationship between closure and a TMS was predictive of subsequent group performance. Results from our study suggest that closure may be a double-edged sword and that the microprocesses associated with TMS development can explain closure's disparate performance consequences.

Showrooming is a growing phenomenon in which customers browse products in a retail store and make purchases of similar products through an online vendor. The authors of this book offer retail managers strategic insight in how to stem the loss of resources to showrooming and transform showrooming customers into in-store sales. -- Provided by publisher.

A field study of 615 managers in 11 Korean manufacturing firms extends theory regarding labor contracting to the study of idiosyncratic deals (i-deals). Despite i-deals' potential to benefit both employees and employers, economic theory asserts that employers attempt to reduce individual contracting by use of internal labor markets (ILMs). This study identifies limits to that assertion by identifying conditions under which i-deals are sought, despite employee participation in ILMs. Furthermore, we develop and test theory reconciling the roles of ILMs and firm-specific human capital in employee requests for i-deals. Employee reports of ILM practices are negatively related to i-deal requests, whereas firm-specific human capital is positively related to these requests. In addition, we find an interaction between the two such that the suppressive effects of ILM reports on i-deal requests hold largely for workers with low firm-specific human capital. Individuals with high firm-specific human capital tend to seek i-deals despite reported ILM practices. I-deal requests also increase with group-level heterogeneity in firm-specific human capital. In all, our findings suggest that ILMs function as economic theory asserts for workers with limited firm-specific human capital, but they are less able to reduce i-deal requests among workers with higher firm-specific human capital.

PurposeThe purpose of this paper is to test the existence of direct and moderating effects of task interdependence and culture on supervisory views of enterprise resource planning (ERP) systems.Design/methodology/approachTo analyze these effects, an experiment was conducted in the USA and The People's Republic of China. A total of 304 management supervisors participated. Participants were exposed to an interdependence manipulation and then rated the importance of ERP in the case contexts described by experimental treatments.FindingsResults support the moderating effects of culture on the extent to which task interdependence impacts managerial views of the communicative capabilities of ERP systems. Task interdependence effects are much less severe among the views of Chinese managers.Research limitations/implicationsMain limitations potentially stem from our specific operationalizations of the factors studied as well as selectivity of the subject pool. As with many empirical comparisons of culture, these limitations may confine the application of the findings to the two national contexts studied.Practical implicationsIf managers in China (as compared to their US counterparts) are more enthusiastic of the communication capabilities provided by ERP systems regardless of the extent to which internal processes are interdependent, then the business cases that support ERP adoption and extension should be expected to emphasize the benefits of such capabilities. This may foster a strategic distinction in the use of these architectures in the two settings.Originality/valueThis study specifically examines the interactive effects of task interdependency and culture on managerial perceptions regarding ERP communicative capabilities.

Building from a paradox frame, we argue that at the between-person level the relationship between self-efficacy and effort may be nonlinear. We bound our conceptual model with a focus on perceived proximity, reflecting employees' perceptions of how close they feel to their organization and colleagues. We test our model in a lagged, multi-source field study, with matching employee survey data from 1502 employees, and archival effort, and performance, metrics collected several months later. The results from our analyses reveal a curvilinear association between self-efficacy and effort, which is moderated by perceived proximity. We also find that the relationship between self-efficacy and performance is mediated by effort for individuals with low self-efficacy (Low SEs), but not for individuals with moderate (Moderate SEs) or high self-efficacy (High SEs). Implications for theory and practice are discussed.

Although corporate social responsibility (CSR) practices can increase firm attractiveness, this process can be undermined if CSR activities signal the "wrong" motives to job seekers. Yet, how these attributed motives form, and why job seekers are likely to infer favorable or unfavorable causal attributions underlying CSR activity, remain open questions. We draw on Kelley's covariation model to address this gap. We develop and test an attributional model exploring job seekers' reactions to distinct CSR attributional configurations derived from job seekers' perceptions of CSR consensus, distinctiveness, and consistency. Across a multi-trait, multi-method, multi-sample series of four studies, we demonstrate that different CSR attributional configurations are related to discrete causal attributions (i.e. values-driven, strategic-driven, and egoistic-driven), which are associated with distinct perceptions and employment intentions. We address recent calls to open the "black box" of CSR causal attributions, deepening understanding of why job seekers might also respond negatively to CSR, and the (attributional) psychological processes driving these negative reactions.

We develop and test a model of the effects of transformational leadership beyond the boundaries of a team to the level of collaboration with other teams. We also test team size as a boundary condition in this relationship. In a study using a crisscross design to control common method bias, using a sample of 388 teams from a leading, global electronics company, the results from structural equation modeling (SEM) reveal that teams with transformational leaders are more likely to have higher internal teamwork quality (TWQ) and receive high inter-team collaboration ratings from other teams. Results further support the expectation that the association between transformational leadership and inter-team collaboration is mediated by TWQ and moderated by team size. The importance of transformational leadership for team-level research, as well as its hidden benefits beyond internal team boundaries, is discussed.

This study examines how employee customer and selling orientations, and their interaction, impact frontline employees' (FLEs) pursuit of service and sales-related performance outcomes. Applying a job demands-resources lens, we advance a model that explores service-sales ambidexterity at the individual level. Polynomial regression and response surface analysis are used to assess how varying levels of customer and selling orientation relate to FLE outcomes. Our findings indicate that commitment to service quality and sales performance are highest when employees are singularly focused on one or the other. However, when required to be ambidextrous—that is, when employees must maintain a dual focus—these outcomes begin to suffer as employees are unclear of their role in the organization. While ambidextrous employees experience role conflict, they are also more likely to use creativity in their selling activities. These positive and negative consequences of ambidexterity underscore both the potential risks and rewards of a dual orientation on the front line.