This research is an attempt to explore the impact of an innovative case assessment technique on a deep versus surface approach to learning as adopted by a large cohort of undergraduate management students studying in a reputed University. Specifically, a case assessment incorporating peer assessment in the form of a Case Challenge was introduced by the researchers to enhance deep learning, as an innovation to compartmentalized approaches to case assessment that may foster surface-level approaches to learning. Data collected through structured interviews suggest that inclusion of a challenge component in case analyses, directed and led by a peer group, substantially increased the level of preparation and ownership assumed by both the presenting team and challenging team in their own learning as also learning for the rest of the class. Results are discussed in the context of contemporary literature on learning-oriented assessment in general and the impact of peer assessments on deep versus surface approaches to learning in particular.

This article reports an interview with Professors Tim Flannery and Dexter Dunphy conducted during the Australian and New Zealand Academy of Management (ANZAM) Conference in December 2009. Flannery and Dunphy share their thoughts about the meaning of sustainability and what is required of business, government and individuals in responding to global environmental problems. Both professors express their passion for sustainability and clearly articulate the vital role that business and management play in achieving a sustainable future. The interview is followed by a discussion of the major themes and implications for management educators, researchers and practitioners.

This research examines external observers' reactions to abusive supervision in the workplace while accounting for the impact of the abusive supervisor's race and the abused employee's race. We conducted four different studies to examine differences in external observers' protective behavior across the four possible abusive supervisor–abused employee racial combinations. The focus of these studies is on the two largest racial groups in the US: White Americans and African Americans. Our findings reveal that external observers' willingness to protect an abused employee depends significantly on the abused employee's race and the abusive supervisor's race.

A panel of eight leadership scholars was convened to participate in a panel at the 20th International Leadership Association Conference to discuss the benefits and the pitfalls of applying authentic leadership theory to the classroom setting. Inspired by Ken Parry's masterful teaching and the authenticity that he displayed in the classroom, this paper provides an overview of the panel's discussion as they grappled with the attractions, the challenges and the risks that are posed to both teacher-scholars and student-scholars in bringing their full selves into the classroom.

The purpose of this paper is to explore the influencing mechanism of shared leadership (SL) on taking charge behavior (TCB) based on cognitive–affective system theory. Specifically, the current study intends to build a model of perceived insider status and emotional intelligence that mediate the relationship between SL and TCB from a dual cognitive–affective perspective. Further, given the nature of SL that develops through social interactions, we propose and examine the moderating role of social media use in the relationship between SL and TCB. We used multilevel and multi-sourced data to test the theoretical model and used a social network approach to measure SL in teams. Our findings provide a significant contribution to the literature in that this paper shows perceived insider status and emotional intelligence as a crucial dual mediating mechanism through which SL influences TCB and affords fresh thoughts for IT-related contextual conditions.

This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

In this study, we explore how early career advancement affects the gender pay gap among top executives and argue that an employee's age at attainment of an executive position serves as a signal that helps reduce biases toward women, thereby lowering gender pay differentials. We analyze career data of 803 executives from public high-technology manufacturing firms in the United States by collecting information from ExecuComp, Marquis Who's Who, LinkedIn, and Bloomberg. Our results indicate that attaining a top management position at a young age has a positive effect on pay, particularly among women, and this effect is due to the variable portion of compensation, which represents a large proportion of compensation among top executives. Further, recent research has identified a pay premium among high-potential female managers, although its key drivers remain unclear. This paper explores age as an observable signal that influences this premium and reduces the gender pay gap.

Mutiny is often regarded as a consequence of dire conditions and failed leadership. This reflection on Ken Parry's work suggests it is neither and much more the consequences of a socially constructed world.

The paper examines the relationship between CEO career horizon and strategic novelty under boundary conditions of CEOs' temporal focus for firms in one of the emerging markets. Upper echelons theory predicts that CEOs' risk aggressiveness decreases with diminishing career horizons. Therefore, CEOs nearing retirement are less likely to make novel strategic investments. We assert that CEOs' career horizon influences strategic outcomes, especially risk aggressive strategic novelty outcomes contingent on the CEOs' temporal perspective, i.e., past and future temporal focus. We test the hypotheses using archival data from 285 listed firms in India. The findings support the hypotheses by showing that CEOs' carrier horizon positively influences strategic dynamism and distinctiveness, the two dimensions of strategic novelty. The results also suggest that past temporal focus enhances the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. Future temporal focus, on the contrary, diminishes the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. The findings contribute to understanding the joint role of the time static trait of CEOs, i.e., temporal focus, and time-varying trait, i.e., career horizon on strategic novelty.

As jobs become increasingly complex, organizations are challenged with finding effective ways to select and hire successful employees. The high level of uncertainty generally associated with hiring decisions is greater for complex jobs where it is difficult to identify the predictors of good job performance. Intuition research has found expert intuition to be effective in highly uncertain decision environments. However, most employment selection research dismisses the use of intuition and argues that even expert interviewers should not rely on their intuition. To bridge the two research streams, this paper addresses the research question: for complex jobs, can the intuition of expert decision-makers enhance the effectiveness of hiring decisions? The hypotheses were tested via an experimental study design using expert and nonexpert interviewer samples. The results demonstrate that, when recruiting for complex jobs, interviewer expertise does increase the quality of intuitive hiring decisions.

COVID-19 may not only pose threats but also provided opportunities for innovation and growth for many high-tech small- and medium-sized enterprises (SMEs). This study investigates the relationship between entrepreneurial passion (EP), dynamic capability (DC) for innovation and product innovation performance in SMEs during COVID-19. Hierarchical regression and bootstrapping methods were employed per the survey data of 195 Chinese SMEs. The results reveal that EP is an imperative antecedent of DC and product innovation. DC also positively mediates the relationship between SMEs’ product innovation performance and top managers’ EP. In addition, this mediation effect of DC becomes more pronounced when firms are facing more opportunities. These findings advance the existing literature by specifying the process top managers use to cultivate product innovation within SMEs in times of crisis.

Studies have shown that management training and development (MTD) can be a strategic weapon in improving performance and in building and sustaining competitive advantage. However, recent studies suggest that MTD is under-valued and under-used as a strategic tool by New Zealand firms as, despite a managerial skill shortage, New Zealand firms have not invested heavily in MTD. The present paper discusses a study of employer-based MTD in New Zealand that investigated managerial attitudes towards, and propensity to engage in, MTD. The study found several indicators that predict four MTD related variables (the MTD index, the percent of payroll spent on MTD, the increase in training expenditure and expected future increases in the MTD budget). The results suggest organisations that engage in MTD improve organisational effectiveness and implement their business strategy better and that MTD was seen as an important tool in gaining a competitive advantage.

The limited research conducted on Human Resource Management (HRM) in small and medium enterprises (SMEs) suggests that acquiring, developing, compensating and retaining employees is a major problem. A Queensland-wide study of Human Resource Management Practices in SMEs (with a sample of 431) found a surprisingly high take-up of human resource management practices. The present paper discusses this study, presents the results obtained and reflects on its implications for human resource management in SMEs.

We present an empirical study on the community of management consultants in the specialty of corporate governance. Although most studies on consulting are done on large multinational consulting firms, we suggest an alternative framework that encompasses the heterogeneity of the industry, considering also the smaller consulting firm and the independent consultant. We have qualitatively studied the practice of consultants specialized in corporate governance and looked for evidence of community belonging. Drawing on a Kuhnian theoretical framework and adapting his notion of knowledge creation to a governance consulting scenario, we explore community belonging, entry and exit mechanisms into the consulting community of governance, common culture and language, and regulation of the community. Findings confirm that consultants have mixed professional identities and an overlapping of memberships of various communities. Our results show that although no formal regulation or organization regulates corporate governance consulting, mechanisms such as reputation, career paths, experience and credibility work in strengthening the practice of the community.

Readers of management books frequently find themselves among experts who claim to know about motivational and personality dispositions. However, they find it impossible to agree on the most basic of details. This paper argues that dispositions are myths derived from an inadequate grasp of their dubious logical and linguistic status. Concepts such as need, motive and trait are logically deficient because of the inherent problem of circularity and linguistically inadequate because of the vagueness of definition that applies to all dispositional theories. Two leading representatives of the motivational dispositional perspective in management [David McClelland and Abraham Maslow] serve as the basis for case studies in which the notions of need and motive are shown to be problematic. Personality traits are also analysed critically and reveal similar deficiencies. An analysis of the authoritarian personality serves as a third case study and reveals an important negative relationship between personality and intelligence. It is argued that personality reflects deficiencies rather than dispositions and an alternative view is offered which treats individuals as pattern perceivers and rational choosers of goals. Such a view, however, works against dispositionalism's scientism, which has found much favour with managers and their consultants for the past fifty years. Why this should be the case is briefly explored.

In this research, I apply and extend Kohli's state-directed development framework to better understand country-level factors influencing cross-national differences in job characteristics and job satisfaction. Prior research has indicated that the nature of work has changed dramatically in recent years in response to economic shifts and an increasingly global economy. However, there is little agreement on whether the overall quality of work has improved or declined over that period and little is known about the overall comparative quality of work and job satisfaction across the global economy. In this study I use non-panel longitudinal data from the International Social Survey Program (survey questions on job characteristics and job quality) and various country-contextual variables. This article explores the impact of state-directed development on job satisfaction, first identifying and explaining the foundations of the statist literature, and then using various statistical methods to test for statistically significant impact and variation across countries.