This research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.

Business groups not only help affiliates circumvent market imperfections, but they also have great influence on the economic development of emerging markets. This study applies three ways to clarify the influence of business-group effects on affiliate performance. First, this study finds that the business group can explain a respectable portion of the variations in affiliate performance. Second, this study examines the impact of family ownership, resource abundance, and resource dispersion on affiliate performance and finds that group size and financial resources positively affect affiliate performance, while family ownership and group diversification do not have a significant effect on affiliate performance. Finally, the magnitude of business-group effects is subject to the ownership and resources of each business group. Family groups, large groups, and highly diversified groups have smaller business-group effects, while groups with high financial resources have greater business-group effects, indicating that business-group effects are heterogeneous and dependent on different group features. This study provides support to the resource-based and the institution-based views of business groups.

This paper, with its multilevel design including 90 work groups in South Korea, proposes and examines how distributive justice relates to job stress, and thus leading to turnover intention at the individual level, and how this relationship is affected by empowerment climate at the group level. The results of hierarchical linear modeling show that employees’ perception of distributive justice was negatively related to job stress. We also find that job stress partially mediated the influence of distributive justice on turnover intention. In addition, at the work group level, the empowerment climate decreased employees’ job stress, and the negative relationship between distributive justice and job stress at the individual level was moderated by the empowerment climate. The theoretical and practical implications are discussed.

The purpose of this study is to gain insight into the relations between gender, networking behavior and network structure, in order to investigate the relevance of gender for organizational networks. Semi-structured interviews with 39 white, Dutch, women and men account managers were analyzed both qualitatively and quantitatively. Our study's results show that the men account managers employ exchange and affect-based trust networking and, to a lesser extent, authoritative networking, whereas the women account managers employ affect-based trust and also use exchange. Authoritative networking appears to foster higher status ties, exchange networking behavior fosters lower status ties and affect-based trust networking fosters equal status ties. Gender differences in network structure may be explained by networking behavior rather than by gender. Our study is limited by the size of our group of respondents (n = 39). A larger sample is needed to test hypotheses concerning the relations between networking behavior, network structure and gender in a more rigorous manner than our study allowed. However, our research material enabled us to test these relations in a sound, be it preliminary way. Our study suggests to focus less on gender as a demographic bivariate category to explain gender differences in network structures and outcomes. In so doing, organizational network research will gain more insight into how gender expectations are negotiated in networking. In organizational practice, this will support organization members to employ the diversity of networking behaviors necessary to generate optimal network structures and outcomes. While most organizational network research focuses on network structures, we introduce the relational process of fostering network relations as central to women's and men's networking behavior. Networking behavior may have greater explanatory power for differences in network structure, than gender as a demographic, bivariate variable.

Investigation of customer participation in new product development (NPD) performance has yielded conflicting results. This study explores the idea that intensive customer participation is not always better. Instead, the usefulness of customer participation in NPD is determined by the fit between product innovativeness and customer participation as information providers and as co-developers. An empirical study of 196 NPD projects of Taiwanese high-tech firms is analyzed by structural equation modeling. The findings show that product innovativeness negatively moderates the impact of customer participation as information providers on NPD outcome. Thus, the greater the involvement of customer participation as information providers in radical innovation projects, the lower the NPD outcome. Moreover, our results also indicate that product innovativeness positively affects the relationship between customer participation as a co-developer and NPD outcome, which suggest that the more customer participation as a co-developer in a radical innovation project, the better the NPD outcome.

Entry into graduate programmes is highly competitive. Although careers advisors working within higher education do their best to prepare students for engagement with these programmes; anecdotal reports suggest many graduates remain unsure what it is these employers are seeking, and how it is assessed. Our study examines both selection criteria profiles and practices, drawing comprehensive data from 20 New Zealand firms and finds that regardless of a firm's characteristics, most seek a very similar graduate profile, with the concepts of candidate ‘well roundedness’ and ‘fit’ considered most vital. Selection practices employed are tightly connected to this graduate profile. These findings shed some much needed light for graduates on what is, but also what is not, highly sought after by employers in the recruitment and selection process. They should also be of benefit to universities by assisting them to better prepare their graduates for successful transition into the employment market.

This exploratory study examined the workplace violence problem in a sample of 96 New Zealand organisations. Just over one-half of participating organisations reported cases of violence, with a total of nearly 2,500 cases reported in 2009. The incidence rate for all violence cases was high compared with internationally reported rates. Highest violence incidence rates and lost-time were reported for the health sector, where patients, customers/clients and family members were rated as sources of violence of particularly high importance. Risk factors with highest mean importance ratings were related to exposure to unstable persons, including: alcohol and drug use, harassment, and mental and physical instability/distress. Workload and time-pressure were also identified as risk factors for some organisations. Just 50% of organisations formally recognised violence as a hazard in the workplace, while interventions were largely limited to employee training and technological factors.