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.
This meta-analysis integrates the correlations of 77 studies on V. H. Vroom's (1964) original expectancy models and work-related criteria. Correlations referring to predictions with the models and the single components-valence, instrumentality, and expectancy-were included in relation to 5 types of criterion variables: performance, effort, intention, preference, and choice. Within-subjects correlations and between-subjects correlations were included separately. Overall, the average correlations were somewhat lower than reported in previous narrative reviews. In certain categories, moderators pertaining to the measurement of the concepts were analyzed with a hierarchical linear model, but these moderators did not explain heterogeneity. The results show a differentiated overview: the use of the correlational material for the validity of expectancy theory is discussed.
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.
The 9-hour shift seemed to combine the negative aspects of the 12-hour shift with the negative aspects of the 8-hour shift. It is suggested that the 9-hour shift had more negative effects than the 12-hour shift because: (1) nurses could not choose what shift length they worked; (2) many worked part-time; and (3) they already had many days off. It is also suggested that increases in workload since the 1980s make current extended shifts in nursing more fatiguing.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.