Culture, Gender, and GMAT Scores: Implications for Corporate Ethics

Aggarwal, Raj; Goodell, Joanne E.; Goodell, John W.

doi:10.1007/s10551-013-1800-5

Cited by 18 publications

(5 citation statements)

References 73 publications

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“…While it is preferable to capture the dynamics of individual differences instead of the assumed stability of group-based measures (McSweeney, 2009), it is quite normal to design regression models incorporating Hofstede cultural dimension scores and other national averages as predictors of important national outcomes. See for example Aggarwal et al (2013) and Baumann and Winzar (2014). Importantly, the conclusions of such studies only apply to the level of analysis from which the data were gathered.…”

Section: Group-level Models Vs Individual-level Modelsmentioning

confidence: 99%

The Ecological Fallacy: How to Spot One and Tips on how to Use One to Your Advantage

Winzar

2015

Australasian Marketing Journal

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The ecological fallacy is a common and little understood error in the interpretation of statistical data wherein inferences about individuals are based on the aggregate of the group from which they belong. The paper overviews the importance of avoiding the error and illustrates the ease with which mistakes in inference can be made by examining a paper presented at the last ANZMAC conference, and by demonstrating with artificial data representing Hofstede's cultural dimensions. It concludes with an appeal for caution when considering the combination of aggregate data with our surveys of individuals.

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Section: Group-level Models Vs Individual-level Modelsmentioning

confidence: 99%

The Ecological Fallacy: How to Spot One and Tips on how to Use One to Your Advantage

Winzar

2015

Australasian Marketing Journal

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“…Several studies link power distance to higher levels of corruption (e.g. Cohen et al , 1996; Seleim and Bontis, 2009; Aggarwal et al , 2014). Higher power distance has also been linked to lower debt levels in emerging market countries (Wang and Esqueda, 2014) and to more use of short-term debt (Zheng et al , 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

National culture and leverage adjustments

Orlova

Harper

2021

RBF

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PurposeThe purpose of this paper is to explore the impact of national culture on leverage speed of adjustment (SOA) across countries.Design/methodology/approachWe use a partial adjustment model to estimate the impact of national culture (assessed using Hofstede's six cultural dimensions) on leverage SOA.FindingsWe find that culture does significantly affect the degree to which firms deviate from target debt level and the speed of adjustment (SOA) of leverage. High power distance, individualism and masculinity are associated with a slower SOA, while high long-term orientation, uncertainty avoidance and indulgence result in a faster SOA. Additionally, cultural characteristics affect leverage SOA differently when firms are underlevered versus overlevered and when firms have small versus large deviations from the target level of debt. We suggest that these effects can be explained by agency motives.Research limitations/implicationsThe results of the study are based on available information for firms from 53 countries.Originality/valueThis study is, to the best of our knowledge, the first to examine the impact of national cultural traits on leverage SOA in international settings.

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“…Are there other personality traits beyond a certain level of intelligence that should be considered? In fact, there has been research that indicates that higher GMAT scores are related to negative traits such as the unwillingness to take risks (uncertainty avoidance) and individualism (Aggarwal et al 2013). Another "survey of hundreds of MBA alumni found no correlation between an individual's GMAT score and that person's post-MBA success as measured by starting salary and pay over the first 5 years after graduation" (Yeaple 2012), never mind during an entire career.…”

Section: What Is Wrong With Business Schools?mentioning

confidence: 99%

We Must Find the Courage to Change

Lambert

Enz

2015

J of Business Logistics

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The Thought‐Leader Series of five articles in the March 2014 issue of the Journal of Business Logistics made it clear that major changes are required in both Logistics and Supply Chain Management programs and indeed in business schools. The articles provided further evidence of how ill‐advised metrics in the hands of fools not only result in a misuse of financial resources but also squander “the efforts of some of the world's best minds” (Economist 2013a). We address the problems that these “Thought‐Leader” pieces reveal, briefly review the criticism of business schools, and describe how the metrics used to evaluate performance are driving the wrong behavior. We offer recommendations for change including: stop competing based on flawed ranking systems; focus on providing students with a quality cross‐functional education; encourage faculty members to conduct problem‐driven, big‐idea research that impacts management practice; and change the incentive system for faculty and administrators. Faculty members in Logistics and Supply Chain Management have a unique opportunity to make substantial contributions due to the boundary‐spanning nature of these fields and the traditional emphasis on applied research. We should not ignore these strengths. Implementing our recommendations will not be easy but we must find the courage to change.

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Culture, Gender, and GMAT Scores: Implications for Corporate Ethics

Cited by 18 publications

References 73 publications

The Ecological Fallacy: How to Spot One and Tips on how to Use One to Your Advantage

The Ecological Fallacy: How to Spot One and Tips on how to Use One to Your Advantage

National culture and leverage adjustments

We Must Find the Courage to Change

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