Entrepreneurial human capital accumulation and the growth of rural businesses: a four-country survey in mountainous and lagging areas of the European union

The paper presents the processes of entrepreneurial human capital accumulation and its impact on rural business growth. Data are derived from four surveys on rural businesses in mountainous and less favoured areas in Southern Europe. Formal pathways of entrepreneurial human capital accumulation refer to education and training, while informal pathways include the cognitive processes of work and managerial experience acquisition and the non-cognitive processes of being raised within an entrepreneurial family environment and/or being raised in the area within which the business is later set-up. The studies reveal that there is a variety of processes of entrepreneurial human capital and knowledge accumulation that are case study specific. Human capital accumulation processes related to education and training or to work and managerial experience still plays the prime role in predicting successful businesses. Results indicate the need for decentralised, flexible and selective entrepreneurial human capital accumulation support programmes that take into account local idiosyncrasies and needs.     

Rethinking craft administration: Managerial position,work autonomy,and employment security in the building trades

The organization of work in the construction industry often has been presented as the exemplar of craft administration wherein managerial positions are of relatively low significance. Occupational control of employment and work structure in this context presumably is manifest through the craft union. On the other hand, research on other industries has shown the managerial position in the firm to be a source of extrinsic and intrinsic reward. This results from the manager's pivotal position in the bureaucratized labor process. This paper seeks to reconcile these perspectives. Data from a survey of 246 unionized construction workers and 14 local union officers from nine building trades are used to assess the impact of the managerial position and union involvement on work autonomy (self-direction and freedom from supervision) and employment security (unemployment and trade agreement infringements). In general, the results indicate that managerial affiliations to employers' firms are associated with greater autonomy and more employment security. Union involvement has contradictory consequences for individual tradespeople.     

Managerial discourse and the restructuring of a district authority

This paper arises out of continuing debates on the class position of managers and professionals in the context of public sector restructuring. Recently, attention has been focused on the self-sustaining and autonomous character of ‘professionalism’ in organisational dynamics. Such an approach underplays the cultural significance of managerial discourse as this is active in the reconstitution of professional work. In a case study of a district authority it is possible to highlight the complex nature of managerial discourse in its relations to both central and local government. This relation is above all mediated by shifting conceptions of public service on the part of managers and those in non-managerial positions. The paper concludes that due to the structural constraints under which local authorities operate directly managerial discourse is becoming increasingly significant in the reconstitution of professional and semi-professional identities.     

It's Not What You Do,But Who You Are: Informal Social Control,Social Status,and Normative Seriousness in Organizations

This paper analyzes the impact of managerial social status on the normative evaluation of managerial acts in organizational contexts. We test several propositions on the relationship between social status and normative evaluation derived from Donald Black's theoretical framework on social control. The research design consists of a factorial survey of 200 managers. Each respondent evaluated the seriousness of a normatively questionable managerial act. In each vignette, the perpetrator's social status was systematically manipulated in either a high or a low condition. The results generally support the argument that the higher a manager's social status the less vulnerable that individual is to unfavorable normative evaluations, holding constant the act. The paper closes with discussion of our findings in light of social structural and rational choice perspectives on informal social control in organizations. Additionally, we discuss methodological issues related to experimental research on informal social control in organizations, the consistency of our findings with those from previous studies of social control across diverse settings, potential theoretical applications and extensions of Black's framework in organizational contexts, and practical implications for the implementation of corporate codes of conduct and corporate dispute resolution systems.     

‘You're not going anywhere': employee retention,symbolic violence and the structuring of subordination in a UK‐based call centre

This article explores practices that produce and reproduce domination in and through organizational hierarchies and shows how high levels of employee turnover were managed within a UK‐based call centre through the use of culturally bound employment practices. Using ethnographic methods the paper explores the experience of managerial retention strategies from the perspective of employees and draws upon some of the theoretical resources employed by Pierre Bourdieu, specifically in relation to his concern with structures of subordination, and with the ways that processes of symbolic violence appear legitimate. The paper therefore makes three contributions to our understanding of the sociology of work generally and the management of labour turnover in service industries specifically; first, it extends understanding of the cultural basis of retention strategies. Second, it explores the ‘lived experience’ of these strategies. Finally, it considers the relevance of Bourdieu's analysis for making sense of these practices in action.     

Rehearsals in Citizenship: BBC Stop‐Motion Animation Programmes For Young Children

This paper examines new managerial discourses and practices in which the dialectic of labour is reconstructed as a series of acts of self‐understanding, self‐examination and “self‐work”, and through which the “self qua self” is constituted as the central object of management technologies. We interrogate concepts such as “excellence”, “total quality”, “performance”, “knowledge”, “play at work” and “wellness” in order to decipher the ways in which managerialism deploys what we term therapeutic habitus, and projects a new horizon of “human resourcefulness” as a store of unlimited potentialities. We invoke management’s wider historical–cultural context to situate managerialism within the framework of modernity as a cultural epoch whose main characteristic is what we term “derecognition of finitude”. It is the modern synthesis — with the “self” at the centre of its system of values — that provides the ground for current elaborations of subjectivity by managerialism. The paper examines how current vocabularies and practices in organizations use “work” to rearticulate discursively the human subject as an endless source of performativity by configuring work as the site of complex and continuous self‐expression. Management thus acquires a new discursive outline: instead of appearing as an authoritarian instance forcing upon workers a series of limitations, it now presents itself as a therapeutic formula mediating self‐expression by empowering individuals to work upon themselves to release their fully realized identity.     

Factors Attracting Individuals to Nonprofit Management over Public and Private Sector Management

Little research has sought to identify the distinct advantages that nonprofits offer employees, particularly managers. Drawing upon Weisbrod's theory of managerial sorting (1988), we test a series of hypotheses about the differences among nonprofit, public, and for‐profit organizations that may explain the preference of managers to work in one sector over the other. We use pooled cross‐sectional data from the General Social Survey to test managerial sorting. We find many similarities in the perceptions of managers in the nonprofit and public sectors as compared to the for‐profit sector. However, when we examine the sorting of managers into nonprofit versus public sector jobs, we find differences in work environment. Compared to those working in the public sector, managers in nonprofits report greater freedom in deciding how to carry out their job functions, more control over their work schedules, and greater opportunities for pay increases. We conclude with a discussion of the implications of these findings for the practice of nonprofit management.     

The domestic basis for the managerial career

Although there are now many studies of managers, there has been little research on how gender relations in the private sphere are lived to accommodate the managerial career. The organisation of domestic life and the household division of labour has largely been neglected. This article examines the domestic basis of the managerial career. The data are drawn from a larger study of women and men senior managers in five multinational companies. The analysis reveals that the domestic arrangements necessary to sustain the life of a senior manager are very different for men and women, giving the lie to the myth that equality has been achieved. My argument is that for all the company initiatives designed to promote equal opportunities, the managerial career is still largely dependent upon the services of a wife at home, or a housewife substitute in the form of paid domestic services.     

Adding value to organizations: An examination of the role of senior public relations practitioners in Singapore

A key characteristic of public relations excellence in organizations is ensuring that the senior public relations practitioner – the head of the communication function – has the competencies to enact the strategic role of a manager. It is only when the top communicator possesses strategic management knowledge and engages in managerial work with support from colleagues who are technically skilled in traditional craft work can public relations work be considered to be value-generating.This paper presents the findings of the examination of the role of senior public relations practitioners in organizations in Singapore. It also explores the importance of core communication activities to the role of top in-house communicators, examines the time they allocate to managerial and technical work, and assesses if the managerial role which the practitioners play adds value to organizations. Data collected from both in-depth interviews and self-reported log of daily activities showed that although top communicators in Singapore enjoy strategic reporting and unhindered access to senior management, it also revealed, paradoxically, senior management's mixed worldviews of public relations; and that Singapore's top in-house practitioners lack the strategic knowledge to enact the managerial role as they are too focused on technical work.The paper concludes with recommendations on how the level of public relations professionalism can be raised in Singapore, starting with the practitioners themselves having to be fully equipped with the relevant academic knowledge of what makes communication excellent.     

WORKERS, FIRMS, AND THE DOMINANT IDEOLOGY:

Theorists of work and class relations have argued that organizational processes within the monopoly 'core' induce employees to identify with the firm and consent to the social relations of production. The adequacy of this 'hegemony' thesis is evaluated using data from two Bell operating companies, whose workers hold relatively high-paying primary sector jobs and are exposed to a strong corporate culture. Although these factors should favor the thesis of managerial hegemony, the data provide only limited support. In fact, an oppositional consciousness is fairly common among the workers, but with marked variations between occupational groups. The data indicate that hegemony theory inflates the role of ideological mechanisms in the reproduction of managerial control and underestimates workers' capacity to form a critical consciousness of the employment relationship. Worker consent should be viewed as problematic—that is, as exceptional, occurring only under specific social and organizational conditions.     

Corporate fraud,systematic risk,and shareholder enrichment

The impact of the disclosure of alleged illegal corporate activities together with the possible motives for their use increasingly has become the subject of research by financial scholars. These studies primarily analyze the disclosure’s effect on the market returns of the firm’s equity. The consensus of these studies is that the initial disclosure of alleged illegal corporate activities results in significant negative abnormal returns to the existing shareholders. The size of these abnormal returns generally exceeds the actual fines, fees and penalties that the firms eventually experience. The impact of these disclosures on systematic risk and their possible implications for managerial behavior and corporate policy have suffered from relative neglect. The present research seeks to establish what, if any, impact the disclosure of alleged corporate fraud has on systematic risk. Using the data set provided by Karpoff and Lott (1993, The reputational penalty firms bear from committing corporate fraud. J Law Econ, 34, 757–802), this research tests whether securities experience any significant beta shifts upon the initial disclosure of alleged corporate fraud. Empirical tests find evidence consistent with the theory that agents engage in illegal activity in an attempt to enhance share price. The empirical results also provide additional insight into the question of why corporations engage in criminal activity.     

Receiving shadows: governance and liminality in the night-time economy

This paper focuses upon the emergence of the night-time economy both materially and culturally as a powerful manifestation of post-industrial society. This emergence features two key processes: firstly a shift in economic development from the industrial to the post-industrial; secondly a significant orientation of urban governance involving a move away from the traditional managerial functions of local service provision, towards an entrepreneurial stance primarily focused on the facilitation of economic growth. Central to this new economic era is the identification and promotion of liminality. The State's apparent inability to control these new leisure zones constitutes the creation of an urban frontier that is governed by commercial imperatives.     

Toward working hypotheses of effective management: Conditions,thought processes,and behaviors

The purpose of this article is to develop a set of working hypotheses about the conditions, thought processes, and behaviors that define managerial effectiveness. The Deacon and Firebaugh model of managerial behavior is extended to form the basis for the hypotheses developed. The overall hypothesis is that differences in managerial effectiveness are specifically linked to the timing, completion, frequency, and duration of particular thoughts and actions performed by the manager that are focused on the allocation of resources to meet value-based goals and events. If it is assumed that meeting demands is an appropriate measure of managerial effectiveness, then validation of the hypotheses, the next logical step, can occur by correlating the conditions, processes, and behaviors thought to represent managerial effectiveness with objective and subjective measures of demand responses.An earlier version of this paper was discussed at the annual meeting of North Central Region Project 116, Family Resource Management, April 20–21, 1982, Columbus, OH.Deanna L. Sharpe is Assistant Professor, Department of Consumer Sciences, University of Alabama, Tuscaloosa, AL 35487. Her research interests are focused on the effective allocation and use of time and money through the family life cycle. She received her Ph.D. from Iowa State University in 1988.Mary Winter is Professor, Department of Human Development and Family Studies, Iowa State University, Ames, IA 50011. Her research interests include family resource management in the U. S. and Mexico. She received her Ph.D. from The Pennsylvania State University in 1970.     

Crafting the Elastic Self? Gender and Identities in Senior Appointments in Irish Education

This article considers the impact of new managerial reform on the recruitment and retention of women into senior management posts across the Irish education sector. In Ireland as elsewhere, the rhetoric of gender equality permeates new managerial reforms. Yet our data suggest that an emphasis on performativity and an intense commitment to paid work consolidates masculinist management cultures disguised through the ideology of choice. This works to the detriment of women, especially those with caring responsibilities. Drawing on studies of 23 top‐level educational appointments in primary, secondary and higher education, we show how the relentless crafting of an elastic self is required for both those who remain in management positions in education and those who seek them.     

Opting Out,Scaling Back,or Business‐as‐Usual? An Occupational Assessment of Women's Employment

After decades of growth, women's labor force participation stagnated in the 2000s, prompting widespread interest in work–family balance and opting out. However, much of the research and media attention is limited to small samples of women in managerial and professional occupations. Using data from the 2009 American Community Survey, this article examines mothers' labor force participation and work hours across 92 occupations to assess whether mothers in nonmanagerial and nonprofessional occupations exhibit similar work patterns. I find that mothers in managerial and professional occupations are the least likely to remain out of the labor force but most likely to work reduced hours. The results indicate that there is significant occupational variation in women's work–family strategies, and these comparisons provide insight into the differential structures of disadvantage that encourage different work–family outcomes.     

Gender and Employment Restructuring in British National Health Service Manual Work

While managerial initiatives to cut costs through increased labour flexibility are widespread, we have limited knowledge of the micro-politics of gender and contemporary restructuring at the local level: of the processes and dynamics through which flexibility and other initiatives reconstitute or transform gendered patterns of work and advantage in specific workplaces. This case study, based upon extensive interviewing, observation, and examination of documentary materials, examines the gender implications of several different types of restructuring initiatives in three types of manual work at two hospitals in an NHS Trust. On the whole, it finds that restructuring created more continuity than change in gendered patterns of work and advantage in the two sites. The case study suggests, first, that employment restructuring incorporates elements of structural, institutional and interactive gendering; managers use women's subordination in the workplace and labour markets to achieve their objectives, and male workers actively resist loss of their advantages. Second, it suggests that competitive tendering exercises have a disproportionately negative impact upon women workers, while functional flexibility initiatives are somewhat more positive. Third, the case study suggests union resistance to restructuring is limited and particularly circumscribed in relation to restructuring of women's jobs.     

GENDER,OCCUPATIONAL CLASS AND WORK–LIFE CONFLICT

Although people from different countries may report similar scores on measures of work–life conflict, the factors which give rise to conflict may in fact be very different. Full-time working respondents to the 2002 Family module International Social Survey Programme (ISSP) in both Portugal and Britain were assessed for country, gender and occupational class differences in work–life conflict, focusing on both work and domestic spheres. Two distinct groups emerged as having very high levels of work–life conflict: routine and manual women in Portugal and professional and managerial women in Britain. It is suggested that very long hours of domestic work, combined with worries over unsatisfactory childcare arrangements and a lack of support from partners and informal networks, contribute to the high levels of conflict experienced by women working in routine and manual occupations in Portugal. The pressures of very long working hours, combined with a perception of increasing work demands, as well as additional domestic work, contribute to the high levels of work–life conflict for women working in professional and managerial occupations in Britain.     

Gender Inequality in Authority and Autonomy in the Workplace in Japan,Britain, and the United States*

Abstract This study examines gender inequality in the distribution of various aspects of autonomy and authority in the workplace in Japan, Britain, and the United States. In all three societies, there are clear gender gaps in access to autonomy and authority relations, but the distributions are most unequal in Japan. The main part of this study involves the testing of four hypotheses which attempt to explain gender differences in autonomy and authority. The first hypothesis, which focuses on family responsibilities, receives limited support from the Japanese and British data. Japanese and British women are disadvantaged in obtaining managerial positions and supervising other employees by the presence of children. The human capital explanation of gender inequality in the workplace appears to be supported to some extent in Japan and Britain because gender gaps are reduced when we controlled for Render differences in education, tenure and work experience in these countries. The differential access to managerial positions is an important source of gender inequality in workplace social relations in all three countries. Nonetheless, significant gender gaps remain. especially in the United States. When all these factors (family responsibilities, human capital and managerial positions) are taken together, gender gaps are reduced substantially in Japan. In contrast. persistent gender inequality is found in the United States.