Ist Marktorientierung ansteckend? Der Transfer der Marktorientierung über Hierarchieebenen – Eine empirische Mehrebenenuntersuchung

It is generally accepted that market orientation as a well-established marketing phenomenon influences the performance of companies. However, work investigating how market oriented behaviours of customer-contact employees can be influenced is conspicuous by its absence. This article is the first empirical multilevel study in this area, which simultaneously examines intralevel-effects (effects within the level of customer-contact employees, e.g. length of work experience, job satisfaction) as well as crosslevel-effects (effects which come from superordinate managers). Based on a large-scale three-level study, the results show that the transfer of top-managers’ market orientation via sales managers down to customer-contact employees is definitely not an automatism. In fact this market orientation cascade particularly succeeds, if the market orientation of superordinate managers comes along with intense charismatic leadership. All in all, the entire impact of crosslevel-variables on the market orientation of customer-contact employees is at least as comprehensive as the influence of intralevel variables.     

The effects of leadership style on stress outcomes

The present study manipulated transformational and transactional leadership styles to examine their influence on individuals' performance on a stressful task, and on perceived social support, self-efficacy beliefs, emotions, and stressor appraisals. In addition, this study examined whether these variables mediated the relationship between leadership style and performance. Two hundred fourteen participants viewed video instructions for a stressful task presented by an actor depicting one of three leadership styles (transformational, transactional-contingent reward, and transactional-management by exception). Participants' psychological, emotional, and motivational responses to the videos were assessed prior to their engagement with the task. The transformational leadership condition was associated with enhanced task performance, higher social support perceptions, greater efficacy beliefs, lower negative affect, and lower threat appraisals compared to the transactional conditions. Causal modeling revealed that leadership style had a direct, rather than indirect, effect on task performance. The present research extends leadership research by providing an experimental evaluation of the costs/benefits of transformational and transactional leadership under stressful task conditions. Some of the results parallel those from correlational field studies, thus corroborating transformational leadership theory while other results diverge from theory, but present opportunities for future research.     

Cluster life cycle and diaspora effects: Evidence from the Indian IT cluster in Bangalore

The role of local clusters has been of interest to scholars and policymakers in international business alike. Research found that clusters enable a region to develop faster compared to dispersed economic activity, based mainly on a local concentration of competing and cooperating firms and sophisticated domestic demand. Locating in a cluster has certain benefits for firms stemming from pooling of human capital and supporting institutions varying by industry and international specialization.In this paper, we extend the local view of clusters and emphasize the complementary role of non-local linkages, in particular diasporas, illustrating our model employing the case of the evolution of the Bangalore IT cluster. The novelty of our paper lies in its longitudinal character. We are thereby able to identify how the roles of local and non-local networks differ across life-cycle phases; moreover, we find that diasporas can trigger or accelerate local development. We discuss implications for managers and policy makers.     

Assessing the “Good Life” in a Military Context: How Does Life and Work-Satisfaction Relate to Orientations to Happiness and Career-Success Among Swiss Professional Officers?

The study examines work- and life satisfaction along with orientation to happiness, and their relation to subjective but also objective career success, among Swiss military professional officers. They frequently report worsening of their working conditions due to two reforms that have recently been conducted. A total of N = 221 Swiss career officers (mainly Land Forces; from Colonel to First Lieutenant) completed several questionnaires in an online survey. As expected, pleasure, engagement and meaning were positively related to satisfaction with life and the meaningful life also correlated with the (overall) work satisfaction. Higher subjective career success was related to higher satisfaction with life, content-related aspects of work satisfaction, and higher endorsements to the engaged and the meaningful life. Belonging to the general staff was considered as an objective criterion of career success and those who were in the general staff, were higher in their overall work satisfaction, content-related aspects of their work and, again, higher inclination to the life of engagement and the life of meaning. The study suggests that variables of positive psychological functioning are useful additions in the field of military psychology and that they might hold a key for the development of strategies for improving both, work- and life satisfaction among military personnel.     

Foundation ownership and shareholder value: an event study

Review of Managerial Science - Some of the largest listed firms in Western and Northern Europe are partly owned by foundations. So far, little research exists about the shareholder value effects of...     

Validation of a Brief Yesterday Measure of Hedonic Well-Being and Daily Activities: Comparison with the Day Reconstruction Method

There has been increasing interest in the measurement of hedonic well-being (HWB), due in part to its broad implications in areas such as health and society. The day reconstruction method (DRM) is a validated technique assessing HWB and daily activities using instructions that help respondents recover their experiences from the previous day, thus reducing recall bias. Unfortunately, large-scale surveys are typically not able to implement the time-consuming DRM procedure; instead, they rely on single-item or very brief questionnaire assessment of HWB and time usage. Despite their wide use, brief questionnaires have rarely been compared to the DRM, which could provide validation of these short assessments. In the present study we compared these two questionnaire formats in 45 adults who completed both a DRM and a “hybrid” short form (HSF) questionnaire that included a very brief procedure to reconstruct yesterday’s events. Results were that the mean HSF ratings tended to overestimate HWB in comparison to the DRM, though effects were generally small to moderate. With regard to estimates of time spent on daily activities, the HSF also differed from the DRM, though with generally small to moderate effects. Correlations between estimates indicated that the HSF explained an average of almost half the variance in the DRM ratings for both HWB (rs ranging from .52 to .97) and time use (rs ranging from .43 to .85). In general, HSF ratings displayed considerable overlap with those of the DRM though the brief instructions apparently did not eliminate recall bias in the shorter questionnaire.     

THE OPTIMAL ALLOCATION OF PRIZES IN TOURNAMENTS OF HETEROGENEOUS AGENTS

Tournaments are widely used in organizations, explicitly or implicitly, to reward the best‐performing employees, for example, by promotion or bonuses, and/or to penalize the worst‐performing employees, for example, by demotion, withholding bonuses, or unfavorable job assignments. These incentive schemes can be interpreted as various prize allocations based on the employees' relative performance. While the optimal prize allocation in tournaments of symmetric agents is relatively well understood, little is known about the impact of the allocation of prizes on the effectiveness of tournament incentive schemes for heterogeneous agents. We show that while multiple prize allocation rules are equivalent when agents are symmetric in their ability, the equivalence is broken in the presence of heterogeneity. Under a wide range of conditions, loser‐prize tournaments, that is, tournaments that award a low prize to relatively few bottom performers, are optimal for the firm. The reason is that low‐ability agents are discouraged less in such tournaments, as compared to winner‐prize tournaments awarding a high prize to few top performers, and hence can be compensated less to meet their participation constraints. (JEL M52, J33, J24)