Pub Date : 2005-08-01DOI: 10.5465/AME.2005.18733214
D. Fleet, Tim O. Peterson, Ella W. Van Fleet
Executive Overview The dictums of “don't be judgmental” and “don't say anything at all if you can't say something nice” seem to be sufficiently ingrained to make many managers reluctant to provide performance feedback. The barriers to providing feedback, especially negative feedback, range from managers' fears of hurting employee feelings to potential workplace violence. They inhibit managers from providing performance feedback that can help employees grow and develop or enable the organization to eliminate poor performers. While a number of writers have offered strategies such as social learning, education, and training to overcome these barriers, the problem still exists. This paper suggests that Expert Systems (ESs), a relatively new type of tool, can improve the performance feedback skills of both experienced and inexperienced managers. ESs offer managers a means both to increase their knowledge of what makes for an effective appraisal feedback session and to improve their skills in performing this im...
{"title":"Closing the performance feedback gap with expert systems","authors":"D. Fleet, Tim O. Peterson, Ella W. Van Fleet","doi":"10.5465/AME.2005.18733214","DOIUrl":"https://doi.org/10.5465/AME.2005.18733214","url":null,"abstract":"Executive Overview The dictums of “don't be judgmental” and “don't say anything at all if you can't say something nice” seem to be sufficiently ingrained to make many managers reluctant to provide performance feedback. The barriers to providing feedback, especially negative feedback, range from managers' fears of hurting employee feelings to potential workplace violence. They inhibit managers from providing performance feedback that can help employees grow and develop or enable the organization to eliminate poor performers. While a number of writers have offered strategies such as social learning, education, and training to overcome these barriers, the problem still exists. This paper suggests that Expert Systems (ESs), a relatively new type of tool, can improve the performance feedback skills of both experienced and inexperienced managers. ESs offer managers a means both to increase their knowledge of what makes for an effective appraisal feedback session and to improve their skills in performing this im...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121883364","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2005-05-01DOI: 10.5465/AME.2005.16962801
Mansour Javidan, G. Stahl, F. Brodbeck, C. Wilderom
Distant cross-border business is on the rise. It necessitates effective transfer of knowledge across geographic and cultural borders. In this article we present the key results from the GLOBE study of 62 cultures and apply them to a real-life case of a North European business school designing and offering a substantial executive development program for a large South Asian corporation. We show how cultural differences can complicate the successful transfer of knowledge across borders and make recommendations on how executives can better manage the complex task of transferring knowledge across cultures. We provide advice on how GLOBE findings can be used to better manage the content and process issues in such transfers.
{"title":"Cross-border transfer of knowledge: Cultural lessons from Project GLOBE","authors":"Mansour Javidan, G. Stahl, F. Brodbeck, C. Wilderom","doi":"10.5465/AME.2005.16962801","DOIUrl":"https://doi.org/10.5465/AME.2005.16962801","url":null,"abstract":"Distant cross-border business is on the rise. It necessitates effective transfer of knowledge across geographic and cultural borders. In this article we present the key results from the GLOBE study of 62 cultures and apply them to a real-life case of a North European business school designing and offering a substantial executive development program for a large South Asian corporation. We show how cultural differences can complicate the successful transfer of knowledge across borders and make recommendations on how executives can better manage the complex task of transferring knowledge across cultures. We provide advice on how GLOBE findings can be used to better manage the content and process issues in such transfers.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128262264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2005-02-01DOI: 10.5465/AME.2005.15841962
Lisa A. Mainiero, S. Sullivan
Executive Overview Recently, there has been considerable media attention granted to “the opt-out revolution,“ a term coined to describe the alarming talent drain of highly trained women, largely working mothers, who choose not to aspire to the corporate executive suite. This article critically reviews explanations for this phenomenon, and posits an alternate explanation of the kaleidoscope career model that fits workers' concerns for authenticity, balance, and challenge, vis-a-vis the demands of their careers in this new millennium. In particular, the kaleidoscope model fits women's careers well as a means of understanding how women operate relationally to others in both work and non-work realms. Like a kaleidoscope that produces changing patterns when the tube is rotated and its glass chips fall into new arrangements, women shift the pattern of their careers by rotating different aspects in their lives to arrange their roles and relationships in new ways. The article concludes with guidelines on how wome...
{"title":"Kaleidoscope careers: An alternate explanation for the “opt-out“ revolution","authors":"Lisa A. Mainiero, S. Sullivan","doi":"10.5465/AME.2005.15841962","DOIUrl":"https://doi.org/10.5465/AME.2005.15841962","url":null,"abstract":"Executive Overview Recently, there has been considerable media attention granted to “the opt-out revolution,“ a term coined to describe the alarming talent drain of highly trained women, largely working mothers, who choose not to aspire to the corporate executive suite. This article critically reviews explanations for this phenomenon, and posits an alternate explanation of the kaleidoscope career model that fits workers' concerns for authenticity, balance, and challenge, vis-a-vis the demands of their careers in this new millennium. In particular, the kaleidoscope model fits women's careers well as a means of understanding how women operate relationally to others in both work and non-work realms. Like a kaleidoscope that produces changing patterns when the tube is rotated and its glass chips fall into new arrangements, women shift the pattern of their careers by rotating different aspects in their lives to arrange their roles and relationships in new ways. The article concludes with guidelines on how wome...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"101 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129630276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2005-02-01DOI: 10.5465/AME.2005.15841975
Gregory G. Dess, G. Lumpkin
This article discusses research that examines the relationship between a firm's entrepreneurial orientation and their overall performance. The authors note that firms that follow a strategy of corporate entrepreneurship are able to pursue growth through new venture opportunities and strategic renewal. Firms that are able to effectively follow this strategy experience sustainable advantages and yield above-average returns. They outline and discuss five dimensions of corporate entrepreneurship including autonomy, innovativness, proactiveness, competitive aggressiveness and risk-taking. They examine what implications these strategies have for managers and identify areas of future research.
{"title":"The Role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship","authors":"Gregory G. Dess, G. Lumpkin","doi":"10.5465/AME.2005.15841975","DOIUrl":"https://doi.org/10.5465/AME.2005.15841975","url":null,"abstract":"This article discusses research that examines the relationship between a firm's entrepreneurial orientation and their overall performance. The authors note that firms that follow a strategy of corporate entrepreneurship are able to pursue growth through new venture opportunities and strategic renewal. Firms that are able to effectively follow this strategy experience sustainable advantages and yield above-average returns. They outline and discuss five dimensions of corporate entrepreneurship including autonomy, innovativness, proactiveness, competitive aggressiveness and risk-taking. They examine what implications these strategies have for managers and identify areas of future research.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130157636","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268687
Jay J. Janney, Gregory G. Dess
Executive Overview Managers are faced with uncertainty in nearly every aspect of their decisions. Reducing uncertainty, then, often leads to better decisions and greater potential firm success. The real-options literature provides one tool to reduce uncertainty. A real option is commonly defined as any decision that creates the right, but not the obligation, to pursue a subsequent decision. Used effectively, these options can minimize losses while preserving potential gains. Real options are used both formally, as a modeling tool for specific decisions, and informally, as a perspective for framing decisions in a different light. We separate real options into four distinct types—immediate entry, immediate exit, delayed entry, and delayed exit. We then provide additional understanding into how they differ and how each can reduce uncertainty. We also suggest that firms should use all four types of real options to search for additional benefits beyond uncertainty reduction. We identify several pitfalls to avo...
{"title":"Can real-options analysis improve decision-making? Promises and pitfalls","authors":"Jay J. Janney, Gregory G. Dess","doi":"10.5465/AME.2004.15268687","DOIUrl":"https://doi.org/10.5465/AME.2004.15268687","url":null,"abstract":"Executive Overview Managers are faced with uncertainty in nearly every aspect of their decisions. Reducing uncertainty, then, often leads to better decisions and greater potential firm success. The real-options literature provides one tool to reduce uncertainty. A real option is commonly defined as any decision that creates the right, but not the obligation, to pursue a subsequent decision. Used effectively, these options can minimize losses while preserving potential gains. Real options are used both formally, as a modeling tool for specific decisions, and informally, as a perspective for framing decisions in a different light. We separate real options into four distinct types—immediate entry, immediate exit, delayed entry, and delayed exit. We then provide additional understanding into how they differ and how each can reduce uncertainty. We also suggest that firms should use all four types of real options to search for additional benefits beyond uncertainty reduction. We identify several pitfalls to avo...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127018683","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268696
Eric W. K. Tsang
Executive Overview This article discusses the relationship between superstition and business decision-making in Chinese business communities. Although superstition constitutes a crucial part of business life in Chinese societies, the management literature has been virtually silent with respect to the phenomenon of superstitious business decision-making. Through discussing the pros and cons of integrating superstition into a decision-making process, this article helps managers, whether superstitious or not, understand the phenomenon. There are two key linkages between superstition and decision-making. On the one hand, the irrationality normally associated with superstition and the supposed rationality of decision-making suggest an apparent contradiction between the two. On the other hand, superstition and decision-making may be complementary in the sense that the former can be used as a means to cope with the uncertainty associated with the latter. The complementary aspect suggests that superstition fulfil...
{"title":"Superstition and decision-making: Contradiction or complement?","authors":"Eric W. K. Tsang","doi":"10.5465/AME.2004.15268696","DOIUrl":"https://doi.org/10.5465/AME.2004.15268696","url":null,"abstract":"Executive Overview This article discusses the relationship between superstition and business decision-making in Chinese business communities. Although superstition constitutes a crucial part of business life in Chinese societies, the management literature has been virtually silent with respect to the phenomenon of superstitious business decision-making. Through discussing the pros and cons of integrating superstition into a decision-making process, this article helps managers, whether superstitious or not, understand the phenomenon. There are two key linkages between superstition and decision-making. On the one hand, the irrationality normally associated with superstition and the supposed rationality of decision-making suggest an apparent contradiction between the two. On the other hand, superstition and decision-making may be complementary in the sense that the former can be used as a means to cope with the uncertainty associated with the latter. The complementary aspect suggests that superstition fulfil...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123595902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268787
N. Ashkanasy
The article reviews the book “Leader Development for Transforming Organizations: Growing Leaders for Tomorrow,” edited by David V. Day, Stephen J. Zaccaro and Stanley M. Halpin.
这篇文章回顾了由David V. Day, Stephen J. Zaccaro和Stanley M. Halpin编辑的《转型组织的领导者发展:培养明天的领导者》一书。
{"title":"Leader Development for Transforming Organizations: Growing Leaders for Tomorrow","authors":"N. Ashkanasy","doi":"10.5465/AME.2004.15268787","DOIUrl":"https://doi.org/10.5465/AME.2004.15268787","url":null,"abstract":"The article reviews the book “Leader Development for Transforming Organizations: Growing Leaders for Tomorrow,” edited by David V. Day, Stephen J. Zaccaro and Stanley M. Halpin.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129296156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268716
Expert Panel, E. A. Locke, G. Latham, S. Kerr, S. Landauer, K. N. Shaw
{"title":"Executives Ask: How and why should firms and their employees set goals? Editor's introduction: Establishing organizational goals and rewards","authors":"Expert Panel, E. A. Locke, G. Latham, S. Kerr, S. Landauer, K. N. Shaw","doi":"10.5465/AME.2004.15268716","DOIUrl":"https://doi.org/10.5465/AME.2004.15268716","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116508861","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268720
E. A. Locke
{"title":"Goal-setting theory and its applications to the world of business.","authors":"E. A. Locke","doi":"10.5465/AME.2004.15268720","DOIUrl":"https://doi.org/10.5465/AME.2004.15268720","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122861389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-11-01DOI: 10.5465/AME.2004.15268683
K. Shimizu, M. Hitt
Executive Overview In a highly uncertain and changing environment, managers need to have the strategic flexibility to respond to problems speedily. Strategic flexibility is the organization's capability to identify major changes in the external environment, quickly commit resources to new courses of action in response to those changes, and recognize and act promptly when it is time to halt or reverse existing resource commitments. This strategic flexibility requires managers to find the right balance between committing the resources necessary to carry out a decision and avoiding investment of good money in bad projects. This article seeks to help managers understand the importance of and difficulties in developing strategic flexibility. The challenge in doing this results from the substantial uncertainties inherent in making these strategic decisions as well as from psychological and organizational biases that affect the attention, assessments, and actions of decision-makers in ways that prevent them from...
{"title":"Strategic flexibility:Organizational preparedness to reverse ineffective strategic decisions","authors":"K. Shimizu, M. Hitt","doi":"10.5465/AME.2004.15268683","DOIUrl":"https://doi.org/10.5465/AME.2004.15268683","url":null,"abstract":"Executive Overview In a highly uncertain and changing environment, managers need to have the strategic flexibility to respond to problems speedily. Strategic flexibility is the organization's capability to identify major changes in the external environment, quickly commit resources to new courses of action in response to those changes, and recognize and act promptly when it is time to halt or reverse existing resource commitments. This strategic flexibility requires managers to find the right balance between committing the resources necessary to carry out a decision and avoiding investment of good money in bad projects. This article seeks to help managers understand the importance of and difficulties in developing strategic flexibility. The challenge in doing this results from the substantial uncertainties inherent in making these strategic decisions as well as from psychological and organizational biases that affect the attention, assessments, and actions of decision-makers in ways that prevent them from...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126313789","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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