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The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals' self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: "How is self-leadership related with CSE?" and "How does self-leadership influence the attribution of successes/failures?". To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

The personal trait called Core Self-Evaluations (CSE) has been receiving increasing attention from behavioral strategy scholars due to its ability to predict job performance and to explain some facets of decision-making processes. However, despite previous studies hypothesizing that managers with high values of CSE are intuitive thinkers, beyond any doubt of their capacities and that they significantly lead to positive results for their organization, no one has empirically investigated these assumptions. This gap can be substantiated by the following research question: "How do high Core Self-Evaluations influence team decision-making processes?". Answering it provides insights on how the evaluations that decision makers make about situations (and the consequent actions that are implemented) highly depend on decision makers' inner traits and their effect on cognition. To fill this gap, 120 graduate students—divided into groups of four—took part in a simulation game and were asked to make decisions acting the role of General Manager of a small-sized manufacturing firm. Tests aimed at identifying the CSE and intuitive/reflecting thinking approach of participants were administered; moreover, the performance resulting from their decision-making processes and their estimation of reached results were collected. Results show that an average level of CSE is preferable to balance intuitive and reflective thinking, as well as avoiding overconfidence bias and reaching the best performance possible. This work suggests that there is a huge misattribution in considering a high level of CSE as being beneficial for decision-making processes and consequent performance.

The personal trait called Core Self-Evaluations (CSE) has been receiving increasing attention from behavioral strategy scholars due to its ability to predict job performance and to explain some facets of decision-making processes. However, despite previous studies hypothesizing that managers with high values of CSE are intuitive thinkers, beyond any doubt of their capacities and that they significantly lead to positive results for their organization, no one has empirically investigated these assumptions. This gap can be substantiated by the following research question: "How do high Core Self-Evaluations influence team decision-making processes?". Answering it provides insights on how the evaluations that decision makers make about situations (and the consequent actions that are implemented) highly depend on decision makers' inner traits and their effect on cognition. To fill this gap, 120 graduate students-divided into groups of four-took part in a simulation game and were asked to make decisions acting the role of General Manager of a small-sized manufacturing firm. Tests aimed at identifying the CSE and intuitive/reflecting thinking approach of participants were administered; moreover, the performance resulting from their decision-making processes and their estimation of reached results were collected. Results show that an average level of CSE is preferable to balance intuitive and reflective thinking, as well as avoiding overconfidence bias and reaching the best performance possible. This work suggests that there is a huge misattribution in considering a high level of CSE as being beneficial for decision-making processes and consequent performance.

Possessing an international brand in an exclusive field can play a critical role in developing exports. On the other hand, monitoring market conditions and predicting the changes caused by the physical separation and distance between the upstream and downstream markets and asymmetric information is challenging in export markets. Accordingly, it is necessary to manage this issue by adopting business intelligence tools. To this end, using a descriptive–correlation method, the present study investigated the effect of applying business intelligence on export development and brand internationalization in large industrial firms. To collect the data, three questionnaires were distributed among 161 employees at the headquarters of Isfahan's Mobarakeh Steel Company. The validity and reliability of the research questionnaires were confirmed. Data analysis was performed with SmartPLS and SPSS software. The findings indicated the effect of applying business intelligence on export development and brand internationalization in large industrial firms. We also performed additional analyses to deepen the results of the verified hypotheses to identify the best business intelligence dimensions for the prediction of export development and brand internationalization. The conclusion that can be drawn from our findings is that business intelligence and its tools can provide companies with an optimal understanding of organizational processes, appropriate responses to the behavior of competitors, and the ability to identify the needs of global customers by developing the best value chain.

In developing countries, governments are often unable to implement urban infrastructure construction projects (UICPs) on their own, mainly due to budget and financial resource limitations. The participation of the private sector, through public–private partnerships (PPPs), has been considered as an alternative effective method for increasing the efficiency and productivity of urban infrastructure development. However, in many developing countries such as those situated in the Middle East, attracting private sector investments for UICPs uncovers profound challenges that have not ever been comprehensively accounted for and prioritized. To fill this knowledge gap, this study seeks to determine and prioritize the major barriers and risks faced by governments and urban managers in attracting private sector investments through the PPP schemes launched by developing countries in the Middle East. Based on a Delphi study conducted in Iran as an example, the opinions of 60 UICPs experts in both the public and private sectors were collected and analyzed. Results show that technical and organizational barriers and risks were perceived as the most important to private sector participation, followed by economic and financial barriers and risks, and then political and legal barriers and risks.

In developing countries, governments are often unable to implement urban infrastructure construction projects (UICPs) on their own, mainly due to budget and financial resource limitations. The participation of the private sector, through public–private partnerships (PPPs), has been considered as an alternative effective method for increasing the efficiency and productivity of urban infrastructure development. However, in many developing countries such as those situated in the Middle East, attracting private sector investments for UICPs uncovers profound challenges that have not ever been comprehensively accounted for and prioritized. To fill this knowledge gap, this study seeks to determine and prioritize the major barriers and risks faced by governments and urban managers in attracting private sector investments through the PPP schemes launched by developing countries in the Middle East. Based on a Delphi study conducted in Iran as an example, the opinions of 60 UICPs experts in both the public and private sectors were collected and analyzed. Results show that technical and organizational barriers and risks were perceived as the most important to private sector participation, followed by economic and financial barriers and risks, and then political and legal barriers and risks.

PurposeThis paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.Design/methodology/approachA double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.FindingsThe findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.Originality/valueThis study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.

Since the conceptualization of bounded rationality by Herbert Simon (1947), management scholars started investigating how people—managers and entrepreneurs—really make decisions within (and for) organizations [...]