Uncertainty in the environment has implications for an organisation’s structures, strategies and processes. By extending an existing uncertainty framework and measuring how it is influenced by strategic decision-making,entrepreneurial orientation and organisation structure, this paper explores the process of environmental interpretation. Hypotheses are formulated for testing on the European airport industry. The results show that a fourth type of uncertainty can be meaningfully added to the existing three-part framework; that the four types should be treated as separate constructs; and that rational strategic decision-making, entrepreneurial orientation and organic organisation structures are positively related to environmental uncertainty. Moreover, these variables
exert different levels of influence at different stages of the interpretation process. Implications for management are considered along with study limitations and recommendations for future research.
Purpose – The purpose of this paper is to evaluate cultural experience as a learning strategy for developing international managers. Design/methodology/approach – Using an integrated framework, two quantitative studies, based on empirical methodology, are conducted. Study 1, with an undergraduate sample situated in the Asia Pacific, aimed to examine the relationship between cultural experience and intercultural capability (IC), an original theoretical construct representing the critical factors of international managers. Study 2, employing a more culturally experienced postgraduate sample from Ireland, sought to confirm the findings from study 1 and further test the relationship of cultural experience with the factor of cultural adaptation. Findings – Results identify a U-curve relationship of cultural experience and cultural adaptation for inexperienced students (study 1). A more linear, but less significant relationship between the above two with a maximum level of adaptation for more experienced students was found in study 2. This implies that there is a relationship between cultural experience and IC, within the limitations of the sample. However, whilst cultural experience is a major variable in developing IC, findings are that universities and industry training managers need to use a blended learning approach when developing international managers, hence, combining cultural experience (experiential learning) with didactic methods. Originality/value – This is an original theoretical construct representing the critical factors of international managers.
On the 20 th Anniversary of Europe's 'Third Package' of air transport liberalisation measures, it seems appropriate to examine its effectiveness as a strategy in terms of sustainability. The relaxation and elimination of restrictions greatly opened up air travel both within Europe and between Europe and the world. However, it also had dramatic consequences for CO2 emissions and airport congestion. In essence, the question being posed is: how does Europe propose to reconcile the conflicting objectives of air transport liberalisation and environmental sustainability? This paper assesses the current strategy in light of recent information on the capacity status of Europe's top airports. Based on increasing CO2 emissions, the absence of a global agreement on how to tackle same and increasingly congested hub airports, resulting in longer flight delays, the evidence would suggest that the challenge is substantial and some type of re-regulation may form part of the solution.
Empirical research requires some form of data collection or evidence in order to test a hypothesis. Conducting research in the area of strategic management invariably necessitates data collection from an organisation's most senior executives but such activity is becoming increasingly difficult. So how can researchers improve their prospects of accessing these most valuable of resources? This paper is based on a particular research study which required responses from executives involved in a specific area of the international services sector. The results show that a combination of techniques had to be deployed in order to attain the targeted sample, including customised 'gentle reminder' phone calls. Moreover, the techniques selected must be tailored to the characteristics of the respondent in question. Management researchers may well benefit in their empirical endeavours by following the recommendations put forward. Limitations and future research recommendations are also outlined.
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