SummaryThis paper compares contemporary career theory with the theory applied in recent career success research. The research makes inconsistent use of career theory, and in particular neglects the interdependence of the objective and subjective careers, and 'boundaryless career' issues of inter-organizational mobility and extra-organizational support. The paper offers new guidelines for bringing about a rapprochement between career theory and career success research. These guidelines cover adequacy of research designs, further dimensions of career success, broader peer group comparisons, deeper investigation of the subjectively driven person, and seeing new connections between boundaryless career theory and career success research.

This paper offers guidance to conducting a rigorous literature review. We present this in the form of a five-stage process in which we use Grounded Theory as a method. We first probe the guidelines explicated by Webster and Watson, and then we show the added value of Grounded Theory for rigorously analyzing a carefully chosen set of studies; it assures solidly legitimized, indepth analyses of empirical facts and related insights. This includes, the emergence of new themes, issues and opportunities; interrelationships and dependencies in or beyond a particular area; as well as inconsistencies. If carried out meticulously, reviewing a well-carved out piece of literature by following this guide is likely to lead to more integrated and fruitful theory emergence, something that would enrich many fields in the social sciences.

This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.

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99.95, hardcover.The editors of this comprehensive reference provide an extensive overview of current research, theory, and practice in the field of organizational culture and climate in modern organizations. They introduce the basic concept and deal with issues in measurement of culture and climate. They also introduce the relationship between culture and climate and human resource aspects of organizational life. The last section provides a global perspective on organizational culture in global settings. This Fourth Edition of The CompensationHandbook contains three-quarters completely new material that editors Lance and Dorothy Berger have compiled. This book provides guidance for compensation and human resources professionals with up-todate help with base compensation, compensation and corporate culture, and compensation in an international environment. It also provides guidelines for all aspects of compensation with worksheets, checklists, and evaluation forms. Information is offered on how to attract, retain, and motivate key employees and executives.

This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle‐level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross‐cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross‐cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross‐cultural management, both in European and non‐European settings, are discussed.

Suitable and valid operational performance metrics are important means to translate an organization's strategy into action. However, developing high-quality operational metrics is challenging because such metrics need the right degree of context specificity to be meaningful to the managers and employees who will use them. We investigated whether managers consider metrics that have been co-developed with operational employees to be of higher quality and, in turn, whether they use these metrics more-and whether this use is linked to greater employee job performance. On the basis of self-determination theory, we investigated if different uses of performance metrics have different effects. We surveyed 86 pairs of operational employees and their immediate managers in various jobs and industries and tested our hypotheses with structural equation modeling. Results showed that when employees were involved in the development of performance metrics, managers perceived the metrics to be of better quality and employed those metrics more for evaluating and rewarding employees. Moreover, we found employees' performance was only higher when the metrics were used for evaluation purposes. We found no effect for using the metrics for monetary compensation or nonmonetary rewards. In sum, this study demonstrates that employee participation in the development of performance metrics has beneficial effects on the metrics' quality, and shows that the subsequent effect on job performance depends on how these metrics are used. We discuss implications for managers who want to ensure that the effect on employee job performance is positive when they involve employees in the development of operational performance metrics.

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