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This article examines the possible impact of the geographical origin of scholars on the propensity of their papers to be published. In particular, the publication acceptance rate of non-North American (NA) scholars for top management journals is compared with that of NA scholars. The article is based on an analysis of the geographical location of 1948 authors of 1091 articles published by seven top management journals, located within NA (Academy of Management Review, Academy of Management journal, Administrative Science Quarterly, Group and Organization Management) and outside NA (Organizational Studies, Human Relations, Journal of Organizational Behavior). The results indicate that strong under-representation, perhaps a bias, does exist. The discussion examines factors that might impact this phenomenon and offers some ideas and guidelines to balance this.

A study was conducted to explore what could and should be a reasonable response rate in academic studies. One hundred and forty-one papers which included 175 different studies were examined. They were published in the Academy of Management Journal, Human Relations, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Journal of International Business Studies in the years 1975, 1985, and 1995, covering about 200,000 respondents. The average response rate was 55.6 with a standard deviation of 19.7. Variations among the journals such as the year of publication and other variables were discussed. Most notable is the decline through the years (average 48.4, standard deviation of 20.1, in 1995), the lower level found in studies involving top management or organizational representatives (average 36.1, standard deviation of 13.3), and the predominance of North American studies. It is suggested that the average and standard deviation found in this study should be used as a norm for future studies, bearing in mind the specific reference group. It is also recommended that a distinction is made between surveys directed at individual participants and those targeting organizational representatives.

Outlines possibilities for the use of self‐appraisal as a valuable source of information and as a feedback tool. Reports the results of two studies, in the UK and Israel, which indicate a considerable match between self performance and direct‐manager appraisal. These findings are contrary to the results of most previous work in this area. Correlations identified between manager and self appraisal in the two studies were 0.73 and 0.81 respectively. Discusses the specific conditions which allow for such a match, and gender differences in the results.

This article explores the role of cities' institutional capital in the context of massive waves of migration from rural regions to cities in China. We examine reasons for and consequences of the accelerated urbanization process from both social and individual points of view. Based on surveys using a database of 8113 Chinese people, we identify and analyse factors that influence career success according to their migration status, comparing those who have migrated from rural to urban areas with those who have not moved. We also identify the role of an individual's migration status and the role of a city's institutional capital as moderators of the relationships between human, social capital and career success. We find that human, social and institutional capital, both individually and interactively play important roles in career success. The article offers an original contribution to career theory, in particular by incorporating migration status as a novel factor, and by determining the role of a city's institutional capital in the process. With these overwhelming structural changes in populations, it may also inform internal migration policy and its implementation.

Drawing on learning and generational theory, we investigate the effect of socio-economic and contextual conditions on managerial learning and organizational development. Using data from 3657 managers across 20 countries, we untangle the interactive effect of national culture and generational cohort on learning goal orientation (LGO). Managers from younger generations (e.g. generation X) had a stronger LGO than those in older generations (e.g. Baby Boomers, those born between 1946 and 1959). Performance orientation (PO) moderated the relationships so that the gap was stronger in high PO cultures. A validation of a model using hierarchical linear modelling (HLM) supports a cross-level moderation model of PO on LGO. Our study provides important first evidence of the value of the multilevel analysis to understanding LGO in different groups of managers, improving scholarly capacity to understand the multilevel and cross-level effects that govern the workplace. It also supports cross-level studies for the development of global managers from different generational groups. We extend LGO research by identifying the contextual influence and how this impacts on the behaviour of managers across different societal 'structures' (e.g. generations) and societies (e.g. cultures). The results provide practical suggestions that make a difference in the workplace.