Biospheric values as predictor of climate change risk perception: A multinational investigation

Climate change is one of the big challenges of our time. A better understanding of how individuals form their evaluation of the risk related to climate change seems to be key to win broad support for climate change mitigation efforts. Extant research indicates that biospheric values (BV) are an important antecedent of individuals’ perception of the risk and consequences related to climate change. However, risk perception scholars have only recently started to study how BV relate to individuals’ climate change risk perception (CCRP) and much is still to be learned about this relationship. The present study contributes to this growing literature by studying the BV–CCRP relationship in a multinational context. The results suggest that the BV – CCRP relationship varies in strength between different countries. These differences can be explained in part by societies’ cultural leanings (i.e., individualism vs. collectivism) and societies’ wealth. The present research adds to our understanding of why individuals in different countries perceive climate change related risk differently and how this perception is shaped differently by biospheric values in different countries. In this way, the findings help to build a more nuanced theory of how CCRP are formed. The presented results also have implications for policymakers and NGOs who wish to increase individuals’ engagement with climate change and its consequences in different populations. In particular, the findings suggests that it might be necessary to use different strategies in different societies to achieve a greater awareness of climate change related risks.     

Marketing/Finance Executives Personal and Business Value Perspectives: Implications for Market-Focused Management

The concept of Market-Focused Management posits that the ultimate goal of the organization is the satisfaction of custumers' needs. In doing so other objectives of the firm, including financial objectives such as increasing shareholder wealth and long term profitability, will be achieved. The chief marketing and financial officers of the Fortune 1000 firms were surveyed regarding their personal values and a variety of organizational values relating to company stakeholders, organizational goals, appropriate strategies and tactics, competitive strengths and advantages. While both groups exhibited some differences, there was a startling amount of consensus in all areas surveyed. Both groups ranked shareholders and customers as the two most important stakeholders. While the overall goal of customer satisfaction was ranked by both groups as the most important organizational goal, the means to achieving that end differ somewhat. While a large number of organizational values were related to personal value strength, there was little overlap in the relationships between the two groups, although both groups are overwhelmingly driven by other-focused values such as warm relationships with others, sense of belonging and being well respected. Thus, it was concluded that similar personal values lead marketing and financial managers to substantially different attitudinal schema in their approach to managing their responsibilites. This revised version was published online in August 2006 with corrections to the Cover Date.     

Middle Eastern Public Management: A Cultural Approach To Developmental Administration

This study takes a comparative approach in studying public management in the Middle East. It argues that the Middle East region, despite its rich culture and long history of administration, has demonstrated a great difficulty in maintaining viable, efficient, and effective public institutions. It contends that administrative culture in most Middle Eastern bureaucracies is incompatible with the culture of the masses and does not match the peoples’ expectations. Due to this inherent incompatibility, most Middle Easterners perceive their public institutions as corrupt and oppressive entities that only serve their political masters and try to preserve themselves. The article explores the core Islamic values that have to be part of the administrative culture in the Middle East in order to bring about an overhaul of public institutions in the area.     

Business student ethical values anew in the 1990s

This paper uses a Rokeach Value Survey methodology to again ask the question, now in the mid 1990s, whether business student ethics are different from non-business student ethics. Additionally, the paper addresses the question of whether a course can alter or change student ethics and values during a semester. Thirdly, this paper attempts to operationalize and empirically test and measure the new ethical concepts of moral management and moral maximization.     

企业文化、组织学习、创新管理对组织创新能力影响的实证研究

通过文献探讨构建理论模型,运用江苏省103家的有效问卷调查数据,研究企业文化与组织学习对组织创新能力累计是否具有影响力,并以创新管理作为条件变量导入上述因果模式中,验证其对原有影响力是否有增强效果。研究表明,企业文化与组织学习均与创新能力显著正相关,而创新管理与创新能力微弱相关;在企业文化与创新能力关系中,导入创新管理3层面后,对原有影响力有增强作用;在组织学习与创新能力关系中,加入创新管理3层面后,对原有影响力有减弱作用。     

Confucian values and the implications for international HRD

Abstract

The consideration of cultural issues has become increasingly important in scholarly inquiry and explorative practice in international human resource development (HRD). We review and explore the core characteristics of Confucian-based culture in relation to organizations and unfold how these Confucian values may affect organizational and management practices in China and other Asian countries. Five major aspects of Confucianism are examined. They are: (a) hierarchy and harmony, (b) group orientation, (c) guanxi networks (relationships), (d) mianzi (face) and (e) time orientation. The impact of these values on management practices in the Chinese organizational context is presented in four areas: (a) working relationships, (b) decision-making processes, (c) ruling by man (ren zhi) instead of by law (fa zhi) and (d) HR practices. Implications for organizations and international HRD are also discussed.     

The role of values in implementing progressive organizational practices

This paper seeks to provide an understanding of the conditions which lead to successful implementation of progressive organizational practices. The nature of organizational practices and values is examined in an effort to understand this process. A model is developed which highlights the importance of a fit between management values, organizational beliefs, and practices. The article concludes with suggestions for practical use of the model.     

Adult attachment styles and their relationship to burnout: a preliminary, cross-cultural investigation

While many studies have addressed the relationship between adult attachment styles and stress, so far no studies have addressed the relationship between attachment styles and burnout, which is thought often to characterize highly motivated individuals. Based on a psychodynamic existential perspective it was predicted that adult attachment styles would correlate with burnout: that there would be a negative correlation between secure attachment style and burnout and a positive correlation between insecure attachment styles (avoidant or anxious/ambivalent) and burnout. A pilot study was conducted in a sample of Israeli MBA students (N=41), nearly all of whom were in full-time employment. A further four studies were then conducted on Hungarian social studies students (N=751), Israeli dialysis nurses (N=216) and national samples of Israeli Jews (N=511) and Arabs (N=505). These studies supported this hypothesis. Finally, a follow-up study involving Israeli students (N=160), who described the importance of various work features and their strategies for coping with burnout-causing situations, helps to explain the findings. These results have a theoretical and a practical implication: burnout research and intervention should include greater emphasis on personal factors in addition to contextual factors.     

Adult attachment styles and their relationship to burnout: a preliminary,cross-cultural investigation

While many studies have addressed the relationship between adult attachment styles and stress, so far no studies have addressed the relationship between attachment styles and burnout, which is thought often to characterize highly motivated individuals. Based on a psychodynamic existential perspective it was predicted that adult attachment styles would correlate with burnout: that there would be a negative correlation between secure attachment style and burnout and a positive correlation between insecure attachment styles (avoidant or anxious/ambivalent) and burnout. A pilot study was conducted in a sample of Israeli MBA students (N=41), nearly all of whom were in full-time employment. A further four studies were then conducted on Hungarian social studies students (N=751), Israeli dialysis nurses (N=216) and national samples of Israeli Jews (N=511) and Arabs (N=505). These studies supported this hypothesis. Finally, a follow-up study involving Israeli students (N=160), who described the importance of various work features and their strategies for coping with burnout-causing situations, helps to explain the findings. These results have a theoretical and a practical implication: burnout research and intervention should include greater emphasis on personal factors in addition to contextual factors.     

A Corporate Culture Pattern to Manage Business Ethics

Within the general frame of proposals for an adequate management of business ethics, this paper is based on the vision of corporate culture as a pattern to achieve such purpose. If we consider ethics as a specific value of corporate culture, we may resort to the mechanism of cultural change and implementation in order to manage ethics. Despite the difficulties it entails in terms of time and money investment, this procedure is one of the safest ways to reach ethical values which are known, shared and then practiced by all the members of a corporation, whatever the category. From this central standpoint, and basing ourselves on our own proposal for the management of culture, we shall describe which specific steps must be taken in order to achieve a set of ethical values which are both realistic and furthermore shared by all collaborators of an organization. This revised version was published online in July 2006 with corrections to the Cover Date.     

Managerial Thinking on Value-Based Management

This study explores how managers perceive the issue ofcreating `common values,' what change strategies theyprefer, and their reflection on `value-basedmanagement.'Common values are the glue which binds anorganization together; they motivate and createa sense of community. If properly implemented, theemployees can be trusted in the absence of directrules and regulations. Most managers embrace a holistic view of man on a rhetorical level, but thewell-being of the company has priority in practice.Given these assumptions, held reluctantly orimplicitly, there is little leeway for democraticmanagement.This methodological reduction of man mostlyremains hidden. Without an open discussion, suchshort-term deviations from an ideal situation runthe risk of being a permanent conflict in the companyculture, or lead to an ontological reduction ofman.     

Management by values as a core tool of HRD during the economic transition: an example of Russian enterprises

The article analyses the role and the significance of management by values in the conditions of transition from one socio-economic system to another. The theoretical aspects of the problem and the results of empirical research conducted in a number of Russian companies are examined. An assumption is made about organizational values influencing the formation of personal priorities and guiding principles of the employees, which leads to the increase of the degree of social responsibility of a given business.     

Validating cultural discrepancy: A case study

A total of 172 employees rated 15 cultural values; first as theyactually were manifested within the organization and secondly how theyshould be manifested. Differences between these ratings formed their Culture Discrepancy Scores. A discriminant analysis showed that for permanent employees, intent to stay on with the organization could be predicted from their Culture Discrepancy Scores. Correlational analyses indicated that for permanent employees, higher Culture Discrepancy Scores were predictive of: 1) rating the organization as a worse place to work, 2) being less likely to choose to work for the organization again, and 3) rating stress levels as unhealthy. For seasonal employees, higher Culture Discrepancy Scores were predictive of: 1) rating the organization as a worse place to work, 2) taking less pride in working for the organization, 3) rating the organization as less competitive in the industry, and 4) rating stress levels as unhealthy.     

Cultural Values of Indian Managers: An Exploration through Unstructured Interviews

The present research addressed and explored the cultural values that Indian managers may apply in their business activities. Criticisms of research in this area include the use of Western theories and methods that may ignore cultural factors. The present study sought to overcome this concern by using unstructured interviews to collect qualitative data. This approach allowed for exploration of value diversity and contextual influences, which both tend to characterize Indian organizational behavior. Results suggested evidence of cultural values such as yogic spirituality, non-attachment, interconnectedness with others, nonviolence, tolerance, and a sense of duty. Some respondents however espoused values in direct opposition to the traditional culture. The managers in this sample also largely espoused the use of participative management and employee empowerment. Results are discussed with regard to current literature. This revised version was published online in July 2006 with corrections to the Cover Date.     

新制度主义对战略管理的理论意义

新制度主义导致对战略管理研究的主导逻辑和范式的重大修正,对此予以理论探讨。基于新制度主义理论与战略管理理论的内在联系,旨在探索基于新制度主义的战略管理理论的新思维、新范式。新制度主义导致对战略管理主导逻辑的超越,包括合法性机制、组织场域和制度化。整合制度基础观与管理认知观,以此提出管理认知的制度特性和中介作用,探讨战略管理研究基于新制度主义的新范式。进而探讨在中国情景下,新制度主义理论如何应用于企业战略管理研究。     

Culture and Organization: The Case of Transmanche-Link

The relationship between culture and organization has often been discussed, but rarely explored directly. This paper implements a cultural values instrument taken from Hofstede together with a behavioural instrument derived from Van de Ven to matched samples of British and French managers working on the Channel Tunnel project. The results largely replicate the findings of Hofstede regarding cultural values, but do not support the predicted implications for behaviour. In essence, the British were found to be more bureaucratic and more team-oriented than their French counterparts, who tended to be more fonceur and competitive. This indicates that the relationship between culture and behaviour might be more complicated than research to date suggests.     

Participation satisfaction and organizational commitment: moderating role of employee's cultural values

This paper explores the moderating role of cultural values on relationships between participation satisfaction (PS) and employees’ organizational commitment (OC). A survey of 1390 employees of Bharat Sanchar Nigam Limited, a Government of India Public Sector Undertaking providing telecommunication services across India, shows that PS is directly related to OC, and is moderated by employees’ cultural values at individual level. The form of moderation reveals: positive and insignificant relationship between PS and affective commitment for employees high in uncertainty avoidance; positive and significant relationship between PS and normative commitment for employees high in individualism/collectivism, low in masculinity/femininity, and low in power distance. No moderation has been found in the relationship between PS and continuance commitment.     

Organizational innovativeness: Exploring the relationship between organizational determinants of innovation, types of innovations, and measures of organizational performance

This research study examines the relationships between innovativeness of firms, their organizational characteristics, and organizational performance. Previous studies that have examined these relationships have yielded conflicting results. A fundamental assumption of this research is that these conflicting results may be due to a narrow definition of the construct of innovativeness. This research demonstrates that by using a multidimensional measure of innovativeness, the reasons for the conflicting findings of past research becomes evident. The results of this study show that substantive relationships do exist between organizational factors, organizational innovativeness, and organizational performance. These relationships, however, are complex, and can only be detected if innovativeness is measured as a multidimensional construct. Each of the organizational factors examined in this study showed significantly different effects on each dimension of two types of organizational innovativeness — technical and administrative innovativeness. Further, the results show that innovativeness does improve organizational performance. However, each dimension of the two types of innovativeness affects different aspects of organizational performance.     

“直面中国管理实践”需要跨文化比较研究

"直面中国管理实践"的必要性与紧迫性已经在中国管理学界形成广泛的共识。"直面中国管理实践"不仅要关注中国企业的管理实践,也要大力开展跨文化比较研究。这不仅是揭示管理实践文化属性的内在要求,也是中国管理研究实现与世界对话的客观需要。在分析了东方管理相关的认识论与方法论的局限的基础上,结合《荣誉的逻辑》的内容,系统论述了迪里巴尔纳开创的企业管理实践的跨文化比较研究范式,旨在为实现中国管理实践研究实战层面上的突破提供借鉴。     

The Strategic Management of Corporate Myths

In a new approach, which departs from traditional modes of management, highly effective leaders can use the powerful tool of organizational myths as managerial interventions to inspire, indeed control, behavior and attitudes. The authors suggest a way to analyze or ‘map’ myths, evaluate their potency, determine if the myths conflict with strategic organizational goals and, where necessary, take action to build positive and supportive myths. The myths that have been used by effective organizations are presented in support of the concepts that are advanced by the authors. This revised version was published online in August 2006 with corrections to the Cover Date.