bluuebunny/crossref_metadata_2025_split huggingface dataset:
Parental Leave
Authors: Needle David 
Published: January 2015

Abstract
Parental leave covers all forms of leave entitlement for employees to care for dependent
children and can extend beyond parents to all with such responsibilities. The leave may be paid or unpaid but in all cases offers some form of job protection. Provisions vary significantly from country to country both in the duration of leave and the amount of pay available. The trend in
most countries is toward increasing the level of provision. The key drivers are the need to improve work‐life balance, employee retention and child welfare as well as achieving greater gender equality and, in some cases, as an incentive to increase the birth rate. There remains
significant potential conflict between these different types of objective and existing provision is often criticized for the complexity of the regulations and the low take‐up rates of paternity leave.
Selection Interviewing: Current Issues and Future Research Directions
Authors: Macan Therese 
Published: January 2015

Abstract
Selection interviews are a popular method used to assess and select applicants for jobs. Interviewers want the opportunity to meet the candidate. Applicants expect to have the chance to explain their skills, abilities, and to evaluate their fit to the job. After more than 100 years of research, much is known about employment interviews to increase the chances of making a good hiring decision, yet more questions remain to be answered.
Human Resource Strategy
Authors: Boxall Peter 
Published: January 2015

Abstract
Firms depend on human resources – the knowledge, skills and productive potential of the people they choose to hire – to create and implement strategy. HR strategy encompasses those aspects of a firm's strategy that concern the critical goals it has for managing people and the critical means it adopts to reach them. It is very sensitive to the firm's societal, industry and organizational contexts, which help to shape the choices managers make in managing people. Within organizations, there are major variations in the HR systems that evolve to manage different workforce groups. How it manages people is always going to affect a firm's chances of survival and the quality of its performance. HR strategy has the potential to build the kind of human and social capital, that can help a firm to develop a sustained competitive advantage. The process of HR strategy is fragile, especially in large organizations in which the “black box” of HRM contains complex linkages, across the layers of management involved and between managers and other employees.
Stress and Stress Management
Authors: Quick James Campbell , Quick Jonathan D. 
Published: January 2015

AbstractStress is a broad concept that includes the source of stress (stressor), the stress response, eustress (good outcomes), distress (bad outcomes), and individual modifiers and vulnerabilities. Stress management in an inclusive concept that ranges from organizational protection and prevention interventions that insure individual safety and security to individual prevention methods of self‐mastery and self‐regulation that strengthen the person and inoculate the person against distress. Stress management extends to tertiary prevention and care giving approaches, both self‐care and professional care when individuals are harmed or injured in the workplace. The risks and benefits of stress are addressed in a balanced approach.
Career Anchors
Authors: Rodrigues Ricardo 
Published: January 2015

Abstract
Career anchors seek to capture the way people subjectively make sense of their careers. An anchor encompasses one's self‐perceived talents and abilities, career values, and motivations. Schein argues that anchors develop in the first years of work and that they guide and constrain one's career choices. Fit between anchors and employment settings lead to higher work‐related outcomes.
Downsizing
Authors: Dunford Richard 
Published: January 2015

AbstractDownsizing is the planned reduction in the size of an organization's workforce. It can take place reactively as a means of cutting costs in the face of a downturn in an organization's performance, or proactively in an attempt to improve the organization's ability to cope with an environment that is expected to become increasingly competitive. The effectiveness of downsizing remains a matter of considerable debate both in terms of financial/strategic and behavioural outcomes.
Halo Effects
Authors: DeNisi Angelo S. 
Published: January 2015

Abstract
Halo effects have long been identified as a type of rating error in performance appraisals. There has been some consideration of the possible causes for halo effects, and there has been a great deal of attention paid to ways to minimize or eliminate halo effects. Yet, more recent views have suggested that halo effects may not always be evidence of rating errors, and, more critically, that increased halo effects may not be associated with less accurate performance ratings.
Human Resource Audits
Authors: Huselid Mark A. 
Published: January 2015

Abstract

A human resource audit is a series of systematic, formal procedures designed to evaluate the efficiency and effectiveness of the firm's human resource management (
HRM
) system, compare its performance to relevant internal and external benchmarks, evaluate the appropriateness of this system for implementing the firm's strategic and operational objectives, and thereafter provide a framework for improving the way in which the firm manages people.
Job Specification
Authors: Ellington J. Kemp , Brannick Michael T. , Levine Edward L. 
Published: January 2015

Abstract
A job specification is a written description of the human characteristics necessary for the successful performance of a job, and is derived by performing a job analysis. Job specifications are used in recruiting and staffing, and communicate the personal attributes that employers are looking for to job applicants and recruiters. Job specifications are also useful for informing training needs, such as identifying necessary knowledge and skills.
Quality of Work‐Life
Authors: Peters Larry 
Published: January 2015

Abstract

Quality of work life (
QWL
) is an umbrella term used to capture a wide variety of organizational efforts aimed at improving a work setting to better support human needs. It has taken on a number of specific meanings in the research literature and has found its way into applied contexts as well. Recent books on high performance work settings speak to quality of work life as a key component, and a variety of organizations have provided rankings of best places to work that identify specific companies that exemplify high
QWL
.
Accounting
Authors: McNett Jeanne M. 
Published: January 2015

AbstractAccounting follows different patterns in different parts of the world, in part due to cultural differences. There are now two main accounting standards in the global arena. The private organization that establishes accounting standards in the United States is the Financial Accounting Standards Board (FSAB). The FASB's standards are the United States generally accepted accounting principles. The international body is the IASB, whose standards are the International Financial Reporting Standards (IFRS). There is a harmonization process underway that made initial progress but has recently slowed. Standardization would mean substantial cost reductions for companies and better information for everyone.Increasingly, companies have made efforts to report on their environmental, social, and financial results. This reporting framework has been termedtriple bottom line (3BL).
Alliances and Joint Ventures
Authors: Prange Christiane , Mayrhofer Ulrike 
Published: January 2015

Abstract
Strategic alliances and JVs have become an integral part of firms' corporate and global strategies. Cooperating with other companies facilitates access to new resources and markets, accelerates the development of technological capabilities, reduces risks, and enhances market power. Indeed, successful cooperation can be considered a source of competitive advantage in today's global economy, which is evidenced both by the amount of revenues generated through alliances and their rising number. However, high failure rates illustrate that cooperative strategies are difficult to implement. Thus, insight into their management becomes paramount. This article identifies management challenges across different stages and emerging trends for future alliance management.
Barter
Authors: Srdan Zdravkovic 
Published: January 2015

Abstract
Barter is the activity of trading one product or service for another. It is a method of exchange by which goods or services are directly exchanged for other goods or services without using a medium of exchange, such as money. Barter is being used today for several different reasons. Businesses use barter to attract new customers, to move excess inventory, to fully utilize production capacity, and to expand the number of distribution networks they might have at its disposal. All of these activities could lead to favorable outcomes such as gaining competitive edge and increasing profits.
The Capital Asset Pricing Model
Authors: Doppegieter Jan 
Published: January 2015

Abstract
The CAPM is one of the most fundamental models in modern finance theory and offers a powerful and straightforward prediction about a linear relationship between risk and expected return. The CAPM's key outcome is a required rate of return, representing a market‐based opportunity cost that reflects risk similar to that of the asset under scrutiny. CAPM is a single‐factor model, defined by the beta coefficient, which measures the degree of non‐diversifiable risk. It reflects the change in an asset's return in response to a change in the overall market return. The CAPM has been widely discussed and tested, not without controversy. Criticism reflects weaknesses in the model's underlying assumptions as well in its empirical implementation. It is a topic of ongoing research. Despite its shortcomings, it is a popular tool for financial managers, portfolio managers and financial analysts.
C
onfucian dynamism
Authors: Francesco Anne Marie 
Published: January 2015

Abstract

Confucian dynamism, one of the four cultural factors of the Chinese Value Survey, is associated with Confucian work ethics. Cultures with high Confucian dynamism place importance on persistence/perseverance, ordering relationships by status and observing this order, thrift, and having a sense of shame. Personal steadiness and stability, protecting your face, respect for tradition, and reciprocation of greetings, favors and gifts are considered less important. Hofstede added Confucian dynamism, which he calls long‐term orientation (
LTO
), as the fifth of his dimensions of cultural values. He explained that the values associated with Confucian dynamism were more future oriented, whereas those at the other end of the scale were more past and present oriented. Research focusing on the relationship between Confucian dynamism and other management‐related variables is extremely limited and much less than that for Hofstede's other four value dimensions. The few studies done have generally focused on the positive relationship between Confucian dynamism and national economic growth.
Consumers
Authors: Minor Michael S. , Nasif Nese 
Published: January 2015

Abstract
A consumer is the final or end user of a marketed product. Because individuals, households, businesses, and other micro‐level entities are not fully self‐sufficient, they must regularly be consumers of products from other businesses to satisfy their needs and wants. Consumers are often the unit under study in business and social science studies, such as marketing, microeconomics, and psychology and are studied by behavioral researchers for several reasons.
Contingency Perspective
Authors: Thai Mai 
Published: January 2015

Abstract
Since its conceptual landmark in the late 1960s, the contingency perspective has become an influential theoretical perspective to study various aspects of management. This article provides the definition of the contingency perspective and explains its application. It presents a brief overview of findings in the areas that have received significant amount of contingency‐based research, namely, organizational structure, leadership, and strategy. Then it concludes by enumerating contingency‐based theories and their major elements of contingent analysis.
Cross‐Subsidization
Authors: Zdravkovic Srdan 
Published: January 2015

Abstract
Cross‐subsidization is a strategy where a firm charges different prices for its products in order to support some products with the profits accumulated from other products. In most cases, profits from selling one product are used to support products that are making less money or are actually losing money. In short, cross‐subsidization is a pricing strategy in which the sale of one product is used to subsidize sales of other products.
Cultural Convergence, Divergence, and Crossvergence
Authors: Guo Chun 
Published: January 2015

Abstract
In this monograph, I summarize three theories providing different viewpoints of how attitudes, behaviors, and values of individuals in organizations across cultures change over time. Convergence theory states that the common logic of industrialism has made individuals embrace values, attitudes and behaviors similar to those common in industrialized, capitalist Western countries. The divergence theory suggests that the interpersonal aspects of management will diverge and that individuals from a society will retain their specific value systems, attitudes, and behaviors through time. Lastly, crossvergence theory advocates that the dynamic interaction of sociocultural influences and business ideology can lead to the emergence of a unique value system that is different from the parent cultures and can take form of conforming crossvergence, static crossvergence, or deviating crossvergence.
Cultural Distance
Authors: Smith Peter B. 
Published: January 2015

Abstract
Cultural distance is a measure of the similarity or difference between two cultural groups or nations. It has usually been measured by computing the overall difference between the scores obtained for nations by Hofstede G. (1980) Culture's Consequences: International Differences in Work‐related Values, Sage, Beverly Hills, CA. Recent researchers compute distance scores for each dimension separately. Whether cultural distance is advantageous to companies involved in mergers and acquisitions or not depends on the amount of desired integration between the two parties.
Cultural Regions
Authors: Peterson Mark F. 
Published: January 2015

AbstractInternational management research that developed from studies of nations has turned to the cultural region topics of multiple‐nation clusters and within‐nation regions. A developing empirical literature is beginning to provide information about the utility of considering alternative cultural boundaries to national boundaries. Both this quantitative research and historical analysis draw from theories that can be organized and extended by sorting them into functional, institutional and critical event explanations for cultural boundaries.
Demography
Authors: Lee Hyun‐Jung 
Published: January 2015

Abstract
Demography is the scientific study of human populations. A central question is how the population produces and renews itself over time. Any social aggregates such as states, societies, ethnic or racial groups, and organizations are all populations. Demographic research gains its firm place in management studies since 1970s. There are at least three traditions that are prominent in management studies: workforce demography, organizational demography, and organizational ecology. Workforce demography looks at the flows of individuals in the workplaces; explains labor turnover and mobility in organizational settings. Organizational demography looks at the composition of organizational members in terms of their attributes such as sex, age, education level, ethnicity, and tenure; explains the distribution of the member characteristics and organizational outcomes such as turnover and firm performance. Organizational ecology looks at the vital rates of organizations – birth, growth, and death – and their relations with environments.
Diversification and Firm Performance: An International Perspective
Authors: Purkayastha Saptarshi 
Published: January 2015

Abstract
The link between diversification and performance has become an important topic for research in diverse fields such as strategic management, industrial organization and financial management. This article compares and contrasts the past research evidence on the relationship between diversification and firm performance in the context of developed economies to the more recent work in the emerging economies.
Diversity
Authors: Chui Celia W. S. , Kleinlogel Emmanuelle P. , Dietz Joerg 
Published: January 2015

Abstract
This article is an overview of the concept of diversity. Diversity is a term used by scholars to refer to the composition of social units and is a concept used by both employers and researchers to describe a wide range of physical, cultural, psychological, and behavioral differences in organizations. Different diversity types recognized by employers (e.g., national origin and culture, gender, race and ethnicity, age, disability, and social class) are summarized and approaches to managing diversity (i.e., the prejudice reduction approach and the preventing discrimination approach) based on the individual‐level model of intergroup conflict and leadership are examined. Furthermore, globalization trends and its implications on diversity management in organizations are discussed.
Dynamic Capabilities
Authors: Tallman Stephen 
Published: January 2015

Abstract
Dynamic capabilities are complex systems of actions and resources that are directed at renewing the operational resources and capabilities, the core competences, of the firm. The competences of the firm must change as its environment changes, and the success of this change is closely tied to the firm's ability to initiate and guide a dynamic and uncertain process. The increasing scope and velocity of change in the global business environment make a strong set of dynamic capabilities particularly important for multinational firms.
Emerging Markets: An Opportunity and a Challenge
Authors: Vora Davina 
Published: January 2015

Abstract

Emerging markets, countries with relatively low levels of
GDP
yet high
GDP
growth, are becoming increasingly important in today's global economy. Firms face a number of challenges in emerging economies, including institutional voids; different consumer concerns, tastes, and preferences; and competition from local, emerging market firms. To succeed in emerging markets, there are various strategies, including modifying existing business models, treating institutional voids as opportunities, and leveraging local knowledge to develop products, services, and processes for local and global markets.
Environmental Management
Authors: Pinkse Jonatan 
Published: January 2015

Abstract
Environmental management in an international setting refers to the way in which multinational enterprises (MNEs) manage local and global environmental issues, such as the release of toxic substances, biodiversity, ozone depletion, and climate change. With regard to environmental management, MNEs face the strategic challenge of whether to adopt a single global environmental standard or multiple locally adapted standards. Along with the rise of global environmental issues such as climate change and ozone depletion, environmental management has become strategically more relevant for international business and has required making a shift from a focus on local environmental regulation toward global competitive behavior of rivals.
Equal Opportunity
Authors: Jonsen Karsten , Tatli Ahu , Özbilgin Mustafa F. , Dietz Joerg 
Published: January 2015

Abstract
The concept of equal opportunity is discussed and defined. The authors initially describe historical anchors, EU legislation, and management. Seeking to capture different contexts and interpretations, and drawing on a variety of disciplines, the authors suggest a contemporary definition of equal opportunity as “an ideal state in which everyone has the same chance to participate and succeed in any aspect of their work and lives.” Implications for management are discussed.
Gender and the Work Place Around the World
Authors: Punnett Betty Jane 
Published: January 2015

AbstractThis article gives an overview of gender in the workplace globally, including statistics about men and women in organizations in various countries. The conclusion is that women are less represented in organizations, especially in certain positions and at top levels, in all countries. Some reasons for this are explored. A link between culture and gender roles is considered to be an explanation for the differing levels of participation found across countries.
ProjectGLOBE: Insights into the Study of Culture and Leadership
Authors: de Luque Mary Sully , Lelchook Ariel M. , Quigley Narda R. 
Published: January 2015

AbstractThis article contains a summary of global leadership and organizational behavior (GLOBE) project. The article includes a discussion of the theoretical framework used by project GLOBE, which includes the nine culture dimensions and six global leadership dimensions (with 21 leadership subdimensions). A general overview of the three phases of GLOBE is provided. The first phase focuses on the development of research instruments to assess culture and leadership. The second phase examines the relationships between societal culture and the leadership dimensions for mid‐level managers. The third phase is dedicated to examining culture and leadership at the executive level of leadership. A discussion of future research directions in cross‐cultural leadership research is also discussed.
Innovation and
R&D
Authors: Berdrow Iris 
Published: January 2015

Abstract
Innovation, the continual evolution toward both the new and the improved, is a strategic imperative for any organization. For, not innovating implies staying with the status quo, and in the global business environment of today no company, industry, or market is safe from the dangers of being run over by competition. To provide guidance to organizations about how to achieve effective and efficient innovation, it is necessary to understand innovation as a purpose, as a process, as well as an outcome. This brief discussion attempts to point toward all the components that should be considered in defining, managing, and evaluating an organization's strategic innovation efforts.
Institutional Theory
Authors: Puffer Sheila M. , McCarthy Daniel J. 
Published: January 2015

Abstract
According to one of the leading theorists on institutional theory, that theory “attends to the deeper and more resilient aspects of social structure. It considers the processes by which structures, including schemas, rules, norms, and routines become established as authoritative guidelines for social behavior. It inquires into how these elements are created, diffused, adopted, and adapted over space and time; and how they fall into decline and disuse. Although the ostensible subject is stability and order in social life, students of institutions must perforce attend not just to consensus and conformity but to conflict and change in social structures” (Scott, 2005).