Partnering with Russia's new entrepreneurs: Software tsarina olga kirova

This article focuses on a Russian woman entrepreneur who established a very successful software firm under license from an American software company. The case illustrates a productive and successful partnership between a Western company and a new Russian entrepreneur. Recent developments in Russian entrepreneurship are reviewed, and the selection of Russian entrepreneurs as business partners is evaluated. The American company is described briefly, followed by an in-depth discussion of its Russian partner and founder, Olga Kirova. Conclusions and interpretations are offered on choosing the right Russian partners, assessing their personal values, objectives and leadership skills, being a good Western business partner, and considering Russian women as business associates.     

Adaptive Build-up and Breakdown of Trust: An Agent Based Computational Approach

This article employs Agent-Based Computational Economics (ACE) to investigate whether, and under what conditions, trust is viable in markets. The emergence and breakdown of trust is modeled in a context of multiple buyers and suppliers. Agents develop trust in a partner as a function of observed loyalty. They select partners on the basis of their trust in the partner and potential profit, with adaptive weights. On the basis of realized profits, they adapt the weight they attach to trust relative to profitability, and their own trustworthiness, modeled as a threshold of defection. Trust and loyalty turn out to be viable under fairly general conditions.     

何时推进，何时退后

如何从不太重要的信息中找出重要的信息呢?在同老板的交往中通过了解他想从你那里了解什么,从而提前进行区分要达到企业所希望的结果,你需要依赖员工分享重要信息．提出他们在同客户、合作伙伴甚至是竞争对手的交往中形成的创意。但鼓励员工分享他们的深刻见解的同时．你也希望他们有自己的判断力。你不需要了解资料的所有细节。     

Emotion Management: Unexpected Research Opportunities

During the process of emotion management , individuals perceive that they are feeling emotions that differ from what is expected within the situation. Consequently, they use cognitive, physical, and/or other means either to display more appropriate emotions or to change their emotions on a deeper level to be consistent with what is customarily expressed. Beginning with the first examinations of emotion management in 1979 by the pioneer Arlie Hochschild , emotion scholars have produced over 6,000 studies of this phenomenon. We join this vibrant research program by proposing new avenues of research using an interdisciplinary strategy. First, we explore possibilities for emotion management research within its “home base” of sociology; then, we branch out to the areas of morality and political science. In so doing, we craft new and unexpected pathways for advancements in theory, theory adjudication, and methodology, for the future of emotion management research .     

Does Iconicity in Pictographs Matter? The Influence of Iconicity and Numeracy on Information Processing,Decision Making,and Liking in an Eye‐Tracking Study

Researchers recommend the use of pictographs in medical risk communication to improve people's risk comprehension and decision making. However, it is not yet clear whether the iconicity used in pictographs to convey risk information influences individuals’ information processing and comprehension. In an eye‐tracking experiment with participants from the general population (N = 188), we examined whether specific types of pictograph icons influence the processing strategy viewers use to extract numerical information. In addition, we examined the effect of iconicity and numeracy on probability estimation, recall, and icon liking. This experiment used a 2 (iconicity: blocks vs. restroom icons) × 2 (scenario: medical vs. nonmedical) between‐subject design. Numeracy had a significant effect on information processing strategy, but we found no effect of iconicity or scenario. Results indicated that both icon types enabled high and low numerates to use their default way of processing and extracting the gist of the message from the pictorial risk communication format: high numerates counted icons, whereas low numerates used large‐area processing. There was no effect of iconicity in the probability estimation. However, people who saw restroom icons had a higher probability of correctly recalling the exact risk level. Iconicity had no effect on icon liking. Although the effects are small, our findings suggest that person‐like restroom icons in pictographs seem to have some advantages for risk communication. Specifically, in nonpersonalized prevention brochures, person‐like restroom icons may maintain reader motivation for processing the risk information.     

Building a Values‐Informed Mental Model for New Orleans Climate Risk Management

Individuals use values to frame their beliefs and simplify their understanding when confronted with complex and uncertain situations. The high complexity and deep uncertainty involved in climate risk management (CRM) lead to individuals’ values likely being coupled to and contributing to their understanding of specific climate risk factors and management strategies. Most mental model approaches, however, which are commonly used to inform our understanding of people's beliefs, ignore values. In response, we developed a “Values‐informed Mental Model” research approach, or ViMM, to elicit individuals’ values alongside their beliefs and determine which values people use to understand and assess specific climate risk factors and CRM strategies. Our results show that participants consistently used one of three values to frame their understanding of risk factors and CRM strategies in New Orleans: (1) fostering a healthy economy, wealth, and job creation, (2) protecting and promoting healthy ecosystems and biodiversity, and (3) preserving New Orleans’ unique culture, traditions, and historically significant neighborhoods. While the first value frame is common in analyses of CRM strategies, the latter two are often ignored, despite their mirroring commonly accepted pillars of sustainability. Other values like distributive justice and fairness were prioritized differently depending on the risk factor or strategy being discussed. These results suggest that the ViMM method could be a critical first step in CRM decision‐support processes and may encourage adoption of CRM strategies more in line with stakeholders’ values.     

Learning to be gay: LGBTQ forced migrant identities and narratives in Belgium

Within the wider population of forced migrants, LGBTQs face particular challenges. While sexual orientation and gender identity (SOGI) are recognised grounds for asylum, academic and civil society observers are critical of the imposition of Western identity labels and liberation narratives on asylum seekers. This paper explores the situation in Belgium, where an increasing number of people obtain asylum based on SOGI claims. First, the relevant regulations and practices are discussed, based on desk research as well as interviews with advocates. Second, the personal experiences of forced migrants are discussed, based on in-depth interviews with gay-identifying men. The advocates confirm the prominence of (Western) conceptions and narratives of sexual identity in the procedure. While the forced migrants seem to reinforce this view, by expressing Western views on sexuality in the research interview, this paper explores the degree to which this can be attributed to the asylum procedure.     

What innovation managers really do: a multiple-case investigation into the informal role profiles of innovation managers

Over the last fifteen years companies tended to formalise their innovation management activities and to establish formal jobs like the innovation officer, the network manager or the innovation manager. Knowledge of the informal role profiles of these formal roles is still rare. HR and R&D Managers do not know which informal role profile might suit them best, thus having difficulties to assign the best candidates for jobs in innovation management. Researchers cannot help to resolve the problem. Our research answers the question what innovation managers really do, by analysing their tasks, skills and traits, theoretically based on informal role theories. Furthermore, we will analyse how these characteristics change with company size. To provide answers to our research questions we choose a multiple-case study approach. We found, among others, that innovation managers fulfil the role of the relationship and process promotor or a combination of both with the champion, but we also found, that the innovation manager’s roles profile becomes fuzzier with shrinking company size. Our results have practical implications for top management and also HR and R&D managers, enabling them to better select and steer employees in innovation management. Researchers will be able to build on our results because we offer a comprehensive understanding of the informal role profiles of innovation managers based on informal role theories.