Research on Women Entrepreneurs: Challenges to (and from) the Broader Entrepreneurship Literature?

This paper has three overarching objectives. The first is to document the development of the body of work known as women's entrepreneurship research. The second is to assess the contributions of this work, specifically vis-à-vis the broader entrepreneurship literature. The third is to discuss how this broader literature poses challenges (both difficulties as well as opportunities) for scholarship on female entrepreneurs. We approach these objectives from the standpoint of informed pluralism, seeking to explore whether and how women's entrepreneurship research offers extensions to—and can be extended by—general research on entrepreneurs and their ventures.     

What Influences Business Academics’ Use of the Association of Business Schools (ABS) List? Evidence From a Survey of UK Academics

The development of the Association of Business Schools (ABS) list in 2007 and its rapid adoption by UK business schools has had a profound effect on the nature of business and management academics’ ways of working. Using a large‐scale survey of UK business academics, we assess the extent to which individuals use the Academic Journal Guide (AJG/ABS) list in their day‐to‐day professional activities. In particular, we explore how their perceptions of the list, the academic influence of their research, academic rank and organizational context drive the varied use. Building on prior research on the importance of univalent attitudes in predicting behaviour, we find those who have either strong positive or negative views of the list are more extensive users than those who are ambivalent. We also find that the extent of use of the AJG/ABS list is greatest among those academics who have lower academic influence, in the middle or junior ranks within business schools and in middle and low‐status universities. We explore the implications of these findings for the value of journal rankings and for the management of business schools.     

Academics’ perception of identity (re)construction: a value conflict created by performance orientation

Journal of Management and Governance - University autonomy and performance orientation have been the central points of the French higher education modernisation reforms since the 1990s. These...     

We don't need more leaders – We need more good leaders. Advancing a virtues-based approach to leader(ship) development

This conceptual article advances a virtues-based approach to developing good leaders and good leadership. Virtue and discrete virtues are gaining traction within leadership scholarship, but there remains a lack of clarity regarding exactly what virtue is and precisely how virtues inform leadership. To address this, we articulate a clear conceptualization of how virtue informs good leadership in multiple domains. We also elucidate five synergisms of virtues-based leadership development, including how a virtues approach accounts for leadership effectiveness and ethics; how virtue and leadership are both learnable; the relationship between virtues, character, and leadership; the unity and universality of virtue; and how virtue serves as the linchpin between the individual and the common good. Three trajectories for virtues-based leadership development are described. This article has implications for the study and practice of developing good leaders(hip). Limitations and future research directions are discussed.     

Beyond leader–member exchange (LMX) differentiation: An indigenous approach to leader–member relationship differentiation

The existing literature has established that leaders differentiate among their followers; however, the focus has long been on the Western leader–member exchange (LMX) theory. This paper examines leader–member relationship differentiation from an indigenous, leader–member guanxi (LMG) perspective. Using a sample of 60 groups and 228 employees, we examined the dual effects of LMG differentiation on employee job satisfaction, organizational commitment, turnover intention, and co-worker helping behavior after controlling for LMX, LMX median, and LMX differentiation. The results of this study supported the proposed dual effects of LMG differentiation, demonstrating that LMG differentiation, in general, is detrimental to employees' work attitudes and their intentions to stay in an organization. On the contrary, interestingly enough, LMG differentiation can accentuate the positive relationship between LMG and job satisfaction, organizational commitment, and co-worker helping behaviors.