bluuebunny/crossref_metadata_2025_split huggingface dataset:
Stress episode in aviation: the case of China
Authors: Tourigny Louise , Baba Vishwanath V. , Wang Xiaoyun 
Published: February 2010

PurposeThe purpose of this paper is to investigate the impact of role stressors on job stress among airline employees in mainland China. More specifically, the aggravating effects of shift work and the mitigating effects of decision latitude are explored to facilitate strategies of intervention aimed at reducing job stress.Design/methodology/approachData are collected using a field survey in Mandarin from 485 airline employees, including pilots, flight attendants, and service employees in five major cities in mainland China.FindingsThe findings demonstrate that role overload and role conflict have significant positive effects on job stress. Furthermore, both shift work and its interference with non‐work activities significantly elevated the impact of role overload on job stress. Findings also reveal that decision latitude mitigated the detrimental effect of role overload on job stress for employees working on fixed shift, but not for employees working on rotating shift.Research limitations/implicationsThis is a cross‐sectional study using perceptual measures.Practical implicationsThe findings suggest that aviation managers in China need to focus not only on decision latitude but also on job and organizational design to mitigate the impact of job demands on stress. While decision latitude works to ease demands among those who work on fixed shifts, it does not work in the same way for those working on rotating shifts.Originality/valueThis paper corroborates the cross‐cultural applicability of stress theory by demonstrating the detrimental role of rotating shift on stress while at the same time calling attention to some cultural shaping of the findings.
Work hours, work intensity, satisfactions and psychological well‐being among hotel managers in China
Authors: Fiksenbaum Lisa , Jeng Wang , Koyuncu Mustafa , Burke Ronald J. 
Published: February 2010

PurposeThe purpose of this paper is to examine the relationship of work intensity and of work hours on potential antecedents and work and well‐being consequences.Design/methodology/approachData are collected from 309 male and female managers working in 3‐, 4‐ and 5‐star hotels in Beijing, China using anonymously completed questionnaires with a 90 percent response rate.FindingsThe 15‐item measure of work intensity is found to have high internal consistency reliability. Work intensity is significantly correlated with work hours, but modestly. Gender, age and organizational level predict work intensity but not work hours; males, younger hotel managers and hotel managers at higher organizational levels indicate greater work intensity. Hierarchical regression analyses, controlling for personal demographic and work situation characteristics, show that work intensity but not work hours is a more consistent and significant predictor of work outcomes (e.g. work engagement) and psychological well‐being (e.g. exhaustion, work‐family conflict). Somewhat surprisingly, neither work intensity nor work hours have significant relationships with important work outcomes (job satisfaction, career satisfaction, intent to quit). The interaction of work intensity and work hours is not a significant predictor of work or well‐being outcomes. Interestingly, work intensity is positively related to work engagement and negatively related to indicators or psychological well‐being.Originality/valueThese findings are only partially consistent with previous conclusions suggesting the possible role played by cultural values and level of economic development.
Organizational culture as a predictor of job satisfaction: the role of gender and age
Authors: Bellou Victoria 
Published: February 2010

PurposeThis paper seeks to examine how values comprising organizational culture impact on employees' job satisfaction, taking also into account their gender and age.Design/methodology/approachThe study took place in all three public hospitals located in a major Greek city, where 125 usable questionnaires were gathered. The measures adopted include the Organizational Culture Profile and the Job Descriptive Index. The statistical analyses include descriptive statistics, stepwise regression analyses, and t‐tests.FindingsFindings suggest that employees recognize certain cultural traits as job satisfaction amplifiers. These are fairness, opportunities for personal growth, enthusiasm for the job and good reputation. On the other hand, another cultural trait, that is aggressiveness, seems to confine job satisfaction. Going a step further, it appears that employee gender and age influence the way that the organizational values affect their job satisfaction. This influence is in accordance with gender and age profiles identified by literature.Practical implicationsEmployers can incorporate these findings by shaping organizational culture in such a way as to enhance the overall level of job satisfaction of their employees, making them more willing to remain and build their career within the organization. This way, the organization can minimize the chances of losing talented individuals and is thus more likely to create a competitive advantage.Originality/valueThese findings help in creating a better understanding of job satisfaction and delineating its relationship with organizational culture.
Proactivity, job characteristics, and engagement: a longitudinal study
Authors: Dikkers Josje S.E. , Jansen Paul G.W. , de Lange Annet H. , Vinkenburg Claartje J. , Kooij Dorien 
Published: February 2010

PurposeThis paper sets out to examine proactive personality in relation to job demands, job resources and engagement.Design/methodology/approachThe current study employed a two‐wave complete panel study among 794 Dutch government employees. Based upon the Job Demands‐Resources (JD‐R) model, previous studies, job crafting theories, and Conservation of Resources (COR) theory, hypotheses on the associations of proactive personality with job demands, resources, and engagement were developed.FindingsAnalyses revealed that proactive personality was associated with an increase in engagement 18 months later. Moreover, proactive employees perceiving high social support reported the highest levels of engagement over time.Research limitations/implicationsA first shortcoming is that proactive personality was only measured at one point in time, which restricted the testing of causal relationships of proactive personality with engagement. Second, this study only measured engagement as outcome measure and third variables may have affected the associations of proactive personality with job demands and resources and engagement. Third, only small effect sizes of proactive personality (and job demands and resources) on engagement over time were found. With regard to theoretical implications, this study suggests a refinement of the JD‐R model by perceiving proactive personality as a personal resource which coincides with job resources such as social support and/or is triggered by (low) external job demands in increasing engagement.Practical implicationsSince this study's findings suggest that proactive personality is a personal resource with beneficial effects on employees' levels of work‐related engagement, employers are advised to promote the behavior expressed by proactive employees. When employees are under challenged due to a low level of quantitative job demands or when they want to optimize their work environment in case of high job demands, proactive personality may have a positive impact on their engagement over time, in particular when combined with high levels of support from their colleagues and supervisor.Originality/valueThis study's value consists of its innovative effort to relate proactive personality to engagement 18 months later. In addition, the longitudinal design of this study made it possible to examine the associations of proactive personality, job demands and resources with engagement over time.
Awakened leaders: who are they and why do we need them?
Authors: Marques Joan F. 
Published: February 2010

PurposeIntroducing awakened leadership, a flexible, human‐oriented leadership style, based on ancient principles yet geared toward needs of today's working community.Design/methodology/approachThe paper explains the concept of awakened leadership; discusses some globally known awakened leaders, and presents their common characteristics; reviews some contemporary awakened leaders; and presents the essential requirements for becoming an awakened leader. Methods used for research: literature review; interviews; observations of leaders. The topic is approached as a leadership style that anyone can develop. The subject scope is leadership as it is needed in the twenty‐first century.FindingsAwakened leadership is a timeless concept: there have been awakened leaders since human existence. This age‐old leadership style is time transcending and still works best today. Anyone can work toward becoming an awakened leader.Research limitations/implicationsThe theory is presented as a viewpoint in this article, but based on longitudinal interview process of more than 100 leaders. Yet, most of the interviewed leaders were living and working in the US. This might cause a limitation in cultural perspective. It would benefit the study to also include perspectives from leaders in other cultures to further solidify the theory.Practical implicationsAwakened leaders are aware of changing circumstances and think broadly. Consequently, they will make a greatly positive difference in the way corporations are led in the future.Social implicationsAwakened leaders nurture the mindset of mutually and togetherness. This will create greater overall understanding, greater collaboration, less resentment, and increased vision. The effect on social responsibility and environmental issues will be highly beneficial, while the quality of life of all workers, including the awakened leader, will improve.Originality/valueThe awakened leader as an attainable leadership style: comprehensive, yet simple – and universal. This paper is of high value to those who want to succeed while making a positive difference in the lives of others.
Enhancing organizational recovery in tough times: a pragmatic perspective
Authors: Schraeder Mike , Hoover David J. 
Published: February 2010

PurposeThe purpose of this paper is to offer possible perspectives on pursuing organizational recovery given the current level of intensity in the global economic environment.Design/methodology/approachThe suggested approaches offered in this article are presented from a pragmatic perspective. While empirical support for these approaches can be found in the literature, some of the conclusions drawn in the paper were not validated empirically.FindingsLeaders and managers could easily become discouraged by the ongoing barrage of negative press associated with global economic struggles. This article offers leaders and managers five simple approaches for possible consideration in addressing organizational recovery.Social implicationsThe approaches summarized in this article are presented in an optimistic manner, with the intention of providing a renewed sense of hope for those leaders attempting to redirect the efforts of their organizations.Originality/valueThe paper offers a succinct and practical perspective on basic approaches organizations can pursue in the quest for economic recovery.
Collaborative learning and development: critical success factors from the experience of four UK universities
Authors: Mistry Virendra 
Published: February 2010

PurposeThe paper presents the critical success factors that fostered effective collaborative learning and development among a cluster of UK universities seeking to benchmark their management of e‐learning and related practices.Design/methodology/approachThe data is based on an observational study undertaken during the course of the benchmarking exercise.FindingsCollaboration in the context described was, overall a positive and edifying experience. Collaboration is an activity for engaging socially complex institutions: the idea if collaborative learning, in the cluster of institutions, extended from drawing e‐learning experts and policy‐makers into conversation, encouraging them to think about particular issues, to systematically forging infrastructures and processes to facilitate development and support change.Practical implicationsCollaboration can be a complex exercise. In the experience of the cluster institutions, it was sustained because: there was clarity of purpose; the meetings were well structured; there were no prescriptive methods imposed; there was mutual respect for the various viewpoints; and, moreover, the process was facilitated by an objective critical friend who displayed sufficient knowledge of the social networks to keep the collaborative activity both vibrant and productive.Originality/valueThe activity was part of a large‐scale UK benchmarking activity, involving 73 post‐16 institutions in the UK. Few studies on collaborative activity recognize the role of an objective champion or critical friend and will be of value to strategists and managers of e‐learning.
Legislating for indigenous peoples' ownership and management of minerals
Authors: Wheen Nicola R. 
Published: February 2010

PurposeThe purpose of this paper is to examine how, why and to what effect pounamu (New Zealand greenstone) came to be owned and managed by Ngai Tahu as part of a Treaty of Waitangi settlement.Design/methodology/approachThe value of pounamu to the Maori iwi Ngai Tahu, and the strategic importance and legislative mechanism of its vesting in Ngai Tahu are described. The current legal arrangements for pounamu are compared with those for other minerals and natural resources affected by Treaty of Waitangi settlements. The legally controversial issues of mandate, entitlement and enforcement that have arisen since the vesting are traversed.FindingsThe return of pounamu was critical in settling Ngai Tahu's Treaty claims. Other natural resources have also been subject to Treaty claims, and some have been restored in whole or in part to Maori control. Pounamu is now owned and controlled by Ngai Tahu. Customary uses of pounamu are allowed, as potentially is mining that is supported by research. Current research aims to determine extraction rates for sustainable use, based on a definition of the resource as pounamu that is available for surface discovery and collection. The process of vesting pounamu in the legal entity established to represent Ngai Tahu was controversial, and complex disputes about customary rights and pounamu source(s) have dominated criminal proceedings undertaken to protect Ngai Tahu interests in pounamu.Originality/valueThe story of pounamu provides an interesting example of a developing feature of resource management law and practice in New Zealand: resources that are owned and/or managed under a set of legal arrangements designed within the terms of settlement for a claim under the Treaty of Waitangi.
Infinite‐mean losses: insurance's “dread disease”
Authors: Powers Michael R. 
Published: February 2010

PurposeThe purpose of this paper is to consider the existence and significance of heavy‐tailed – and in particular, infinite‐mean – insurance losses.Design/methodology/approachThree specific questions are addressed in turn. First, how do infinite‐mean insurance losses arise in the real world? Second, can infinite‐mean losses exist even in the presence of insurance policy limits (caps)? Third, why are infinite‐mean losses so infrequently discussed by practitioners and regulators?FindingsThe paper first shows that heavy‐tailed – and in particular, infinite‐mean – insurance losses can be generated by simple modifications of gamma (exponential) random variables. It then finds that the property of infinite means cannot be prevented by the imposition of policy limits (caps). Finally, the paper argues that the statistical contagion and financial intractability of infinite‐mean losses generate a political fear among practitioners and regulators analogous to that associated with a “dread disease.”Originality/valueThe paper explores an important insurance phenomenon – heavy‐tailed/infinite‐mean losses – that is insufficiently discussed.
Filtered extreme‐value theory for value‐at‐risk estimation: evidence from Turkey
Authors: Ozun Alper , Cifter Atilla , Yılmazer Sait 
Published: February 2010

PurposeThe purpose of this paper is to use filtered extreme‐value theory (EVT) model to forecast one of the main emerging market stock returns and compare the predictive performance of this model with other conditional volatility models.Design/methodology/approachThis paper employs eight filtered EVT models created with conditional quantile to estimate value‐at‐risk (VaR) for the Istanbul Stock Exchange. The performances of the filtered EVT models are compared to those of generalized autoregressive conditional heteroskedasticity (GARCH), GARCH with student‐t distribution, GARCH with skewed student‐t distribution, and FIGARCH by using alternative back‐testing algorithms, namely, Kupiec test, Christoffersen test, Lopez test, Diebold and Mariano test, root mean squared error (RMSE), and h‐step ahead forecasting RMSE.FindingsThe results indicate that filtered EVT performs better in terms of capturing fat‐tails in stock returns than parametric VaR models. An increase in the conditional quantile decreases h‐step ahead number of exceptions and this shows that filtered EVT with higher conditional quantile such as 40 days should be used for forward looking forecasting.Originality/valueThe research results show that emerging market stock return should be forecasted with filtered EVT and conditional quantile days lag length should also be estimated based on forecasting performance.
Risk reduction using wavelets for denoising principal‐components regression models
Authors: Ben Ammou Salwa , Kacem Zied , Haouas Nabiha 
Published: February 2010

PurposeIn this paper, it is set out a hybrid data analysis method based on the combination of wavelet techniques and principal‐components regression (PCR). The purpose of this paper is to study the dynamics of the stock returns within the French stock market.Design/methodology/approachWavelet‐based thresholding techniques are applied to the stock price series in order to obtain a set of explanatory variables that are practically noise‐free. The PCR is then carried out on the new set of regressors.FindingsThe empirical results show that the suggested method allows extraction and interpretation of the factors that influence the stock price changes. Moreover, the wavelet‐PCR improves the explanatory power of the regression model as well as its forecasting quality.Practical implicationsThe proposed technique offers investors a better understanding of the mechanisms that explain the stock return dynamics as it removes the noise that affects financial time series.Originality/valueThe paper uses a new denoising framework for financial assets. The paper thinks that this framework might be of great value for academics as well as for financial investors.
Interest rates, commodity prices, and the cost‐of‐carry model
Authors: Schnabel Jacques A. 
Published: February 2010

PurposeThe purpose of this paper is to examine the nexus between interest rate changes and commodity spot prices.Design/methodology/approachThe cost‐of‐carry model of simultaneous equilibrium in commodity spot and futures prices is employed to gauge the effects induced by interest rate changes. Results depend crucially on the type of expectations that prevail for the commodity market in question.FindingsUnder mean‐reverting expectations, an increase (decrease) in the interest rate will cause the spot price to drop (increase) and commodity suppliers to dishoard (hoard) inventories. Under invariant expectations, the change in the interest rate induces no change in the spot price and no hoarding/dishoarding behavior among commodity suppliers. Under momentum expectations, an increase (decrease) in the interest rate will cause the spot price to increase (drop) and suppliers to hoard (dishoard) inventories.Practical implicationsThe effects of monetary policy actions on commodity spot prices can be gauged employing the simple model developed here.Originality/valueA novel application of the cost‐of‐carry model is presented.
The shareholder wealth effects of an executive joining another company's Board
Authors: Byrd John , Martin L. Ann , Rath Subhrendu 
Published: February 2010

PurposeThe purpose of this paper is to examine the impact of high‐level‐executives joining the Board of another US company on the shareholder wealth of the firms in which these executives work.Design/methodology/approachThe “event‐study” methodology is used first to estimate the shareholder effects and then, through multivariate regression analysis, establish a relationship of these effects with executive characteristics.FindingsThe paper documents that the abnormal return becomes more positive the closer the executive is to retirement and more negative as the number of other corporate Boards the executive already sits on increases. Unlike previous research, it is not found that prior performance of the employing company helps explain the cross‐sectional variation in the announcement day abnormal returns.Research limitations/implicationsThe result supports the concerns of shareholder activists that key executives joining the Boards of other companies do their home shareholders a disservice by being spread too thin. It supports the hypothesis that investors interpret a CEO joining the Board of another firm as value decreasing.Originality/valueThe paper provides a link between managerial labor and shareholder wealth. Important and high‐level‐executives, while attempting to enhance their own personal benefits by joining other Boards, can destroy shareholder value of the company for which they work.
Exploring Yi Jing and its implications to change and leadership
Authors: Ming Zhang Yen , Tee Ng Pak 
Published: February 2010

PurposeYi Jing is one of the most archaic works among the Chinese classics. Various schools of thought developed their philosophies from the philosophical perspectives in this book and its influence is wide ranging and far reaching. This paper attempts to show how leaders can approach the Yi Jing beneficially by identifying the principles, values and virtues in each of the 64 scenarios, deriving insights about change and leadership. It also aims to show how the Yi Jing compares with Western management literature.Design/methodology/approachThis paper provides an analysis of Qian Gua of Yi Jing as an example of how leaders can draw insights from Yi Jing about change and leadership.FindingsQian Gua, which is the first scenario in the Yi Jing, offers us powerful insights about change and leadership by offering: a framework of understanding change and human enterprises, considering the aspects of beginning, process, benefit and sustainability; a framework to understand the leadership development process; and leadership principles of conscientious self‐cultivation, transformational leadership through virtues and riding the tides of change.Practical implicationsA change and leadership model inspired by the Yi Jing should interest business leaders both in the east and the west, and help Westerners gain success in doing business in China or collaborating with the Chinese on a joint venture.Originality/valueThis is the first paper to draw insights about change and leadership through an analysis of Qian Gua of Yi Jing.