Management education has the responsibility to provide industry with graduates equipped with relevant management competencies (Christou 2002). This paper agrees with this view and reports on the first and second stages of a longitudinal study that explores tourism and hospitality students' perceptions of their competency development in the first and final year of the Bachelor of Business in Tourism program. A self-assessment instrument that measures perceived competence in management competencies and roles within the Competing Values Framework (CVF) (Quinn, Thompson, Faerman & McGrath 1996) was used. Results from this investigation indicate that since the outset of their tertiary studies, students perceive they have begun to develop a majority of the competencies and roles tested. Students' perception of improving skills and competencies in these roles indicates they are taking steps towards mastery of management (Quinn et al. 1996), and thereby acquiring competence in areas important to their careers in industry. The outcomes of this research contribute to development of appropriate educational experiences, which in turn assist competency development that enhances student career opportunities and experiences.

This paper adds to extant research by examining the relationship between employees’ fear of coronavirus disease 2019 and their suffering from insomnia. It specifically proposes mediating roles of employees' economic concerns and psychological distress and a moderating role of mindfulness in this process. The research hypotheses are tested with survey data collected through two studies among Pakistani-based professionals: 316 in study 1 and 421 in study 2. The results pinpoint a salient risk for employees who experience fear during a pandemic crisis, in that the associated economic and psychological hardships make the situation worse by undermining their sleep quality, which eventually could diminish the quality of their lives even further. It also reveals how organizations can mitigate this risk if employees can leverage pertinent personal resources, such as mindfulness.

The present study is aimed at investigating the impact of strategic leadership on the affective commitment of Gen Y employees working in the Indian IT industry. Also, the link between organizational learning and affective commitment is examined alongwith the effect of competency development in mediating the relationship between them. A primary data were collected from a sample of 356 Gen Y employees (born between 1980 and 2000) from IT industry in Delhi, NCR India. Data analysis was carried out using CFA and an SPSS macro named PROCESS. Findings reveal that organizational learning has a direct influence on the affective commitment of Gen Y employees and competency development mediates the relationship between the two; also strategic leadership positively moderates the linkage of organizational learning and competency development. This study contributes to the literature on strategic leadership, organizational learning, competency development, and affective commitment.

The aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

The purpose of this paper was to examine ways that corporations can make a greater contribution to civic and community development through strategic ties to a city's development agenda surrounding the hosting of sporting events. Using the perspective of Corporate Community Involvement (CCI), we draw upon data collected as part of a larger study on sporting events and community development to explore how cities and corporations can make socially responsible contributions to communities. The guiding principles of community involvement in decision-making, full public disclosure and transparency, and grassroots legacy planning underscore the importance of community-based strategies for CCI. We offer three related strategies: comprehensive social and community impact assessments, facilitation of local knowledge capital and providers, and cross-sectoral management event programming as ways for corporations to begin to engage in CCI activities related to events. These strategies offer opportunities for organisation to use sport to make a valuable contribution to communities and community development activities.

Leaders are widely exhorted to employ visions, yet surprisingly little research has been conducted on what constitutes an “effective” vision. A research model is proposed for investigating relationships between vision components, and business unit performance as measured by employee and customer satisfaction. The model, expressed both graphically and as three propositions, proposes that vision attributes of brevity, clarity, abstractness, challenge, future orientation, stability, and desirability, plus vision content relating to employee and customer satisfaction, can directly affect performance. However, the model also predicts indirect effects on performance mediated by six realization factors and two intervening variables.

Viewing organizational citizenship behavior (OCB) engagement from the time–cost perspective, this study not only investigates the direct effect of person–organization (P–O) fit on OCB but also examines the moderating effect of time evaluation on the effective magnitude of P–O fit on OCB. Specifically, I hypothesized that the positive relationship between P–O fit and OCB will be strengthened (weakened) if employees have a higher future- (present-) orientation time perspective. A sample of 262 bank financial specialists with supervisor-rated dependent variables is used to examine the hypothesized relationships. Research findings suggest that P–O fit can predict OCB engagement. I also found that time evaluation plays a moderating role in the relationship between P–O fit and OCB such that P–O fit will have a weaker predictive power if the employees have a higher present-orientation time perspective. The research results provide further understanding of why employees engage in OCB.

The paper aims to investigate the relationship between strategy and structure in the high-technology enterprises. The study attempts to ascertain how chief executive officers perceive the impact of strategy on organizational structure, and likewise impact of structure on strategy, at two phases in the innovation process: the phase of innovation exploration; and the phase of innovation exploitation. The research was conducted in 61 high-technology companies based in Poland that operate either in Poland or in the global marketplace. The results show that, during the exploration of innovation, chief executive officers consider that the impact of organizational structure on strategy is stronger than the impact of strategy on structure. During the exploitation of innovations, the impact of strategy on structure is stronger.

The concept of psychic distance has had a long but problematic history in the academic study of international business. Although inherently appealing, attempts to empirically validate the theoretical frameworks proposed by early psychic distance scholars have provided mixed results. This has led a number of academics to question the usefulness of the concept. Theoretical advances have been made in recent times with the introduction of revised definitions, but there is still the need for a conceptual framework of psychic distance that unambiguously identifies the determinants of psychic distance and demonstrates the relevance of this concept at the national, firm, and individual level. The present paper proposes a revised definition of psychic distance and posits a conceptual framework of psychic distance that addresses these needs. It then concludes by putting forward a research agenda arising as a consequence of the new conceptual framework.

Introduction: Healthy work environments are essential in determining improved well-being of Australians. Job stress has been identified as a significant factor in psychological distress. This study evaluated the effect of introducing a systems-based workplace wellness programme using mindfulness in the workplace. Methods: The programme ‘Be Well’ was introduced as part of a systems-based approach to workplace health promotion, and evaluated using sick leave as a proxy for workplace stress, and the stress satisfaction offset score to determine the degree of change in stress and satisfaction. Results: There was significant reduction in sick leave (2014 vs. 2012) (p<.001), and significant improvement in stress satisfaction offset score (p<.05). Logistic regression analysis identified the programme components most predictive of reduced stress and higher job satisfaction. Conclusion: The impacts of a systems-based mindfulness workplace wellness intervention, show significant improvements in workers’ sick leave and changes to stress and satisfaction scores. This study has implications for sector-wide policy change in the workplace.

This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

With manufacturers seeking investment opportunities in Africa, it is timely to explore the interaction of advanced manufacturing technology (AMT) and human resource management approaches there. Because research elsewhere suggests that the effects of the interaction differ across national boundaries, we investigated empowerment approaches and AMT utilisation in Nigeria and New Zealand. Using operational-level survey data from 153 manufacturing managers/CEOs in both countries, we explored the role of national culture on managerial attitudes towards employee empowerment during AMT adoption. Drawing on Hofstede’s cultural dimensions, our results suggest that the observed differences in AMT–empowerment interface are attributable to different national values. The results specifically indicated that during AMT adoption, New Zealand’s liberal culture encourages managers to empower employees more than does Nigeria’s authoritarian one. The results would particularly assist practitioners to recognise the traditional/conservative nature of African values when practicing HR in a country like Nigeria.

The psychological contract is used to examine the dynamics of the employee–employer exchange relationship. The dominant contract conceptualisation is that it is constituted by beliefs about ‘explicit’ and ‘implicit’ promises; however, there is a dearth of conceptual investigation regarding how other research fields understand promising and reconciling this with how the notion has come to be used in psychological contract theory. In particular, the notion of implicit promising remains conceptually and empirically underdeveloped, despite forming a key plank of the contemporary account of the contract. This paper explores these issues by presenting a cross-disciplinary review of promising and applying this to how the notion is used in the contract literature. A conceptual model is also developed to provide avenues to investigate how promise beliefs form in a contract context and their outcomes. Finally, research directions are outlined regarding the roles that beliefs other than promises can play in contract theory.

This paper examines one type of negative work behaviour, work harassment, using two theoretical frameworks: Social Exchange Theory (SET) and Similarity-Attraction (SA). SET explains work harassment as a product of poor management practices, whereas using SA theory explains it as a result of the growing normalisation of high workloads. The study undertakes latent mean and path model comparison analysis using structural equation modelling of data from 189 nurses in the UK and 401 nurses in the USA. The findings indicate a good model fit showing a significant path from Leader Member Exchange (LMX) to work harassment, wellbeing and subsequent turnover intentions, with LMX fully mediating the path from LMX to wellbeing for UK nurses, but only partially mediating the same path for nurses in the USA. The findings suggest SET provides a better explanation for work harassment for UK nurses, whereas SA theory better explains the US nurse experience.

The present study investigates the influence of cultural differences on organisational-based self-esteem within New Zealand. A sample of 211 New Zealand European employees and 291 Māori (indigenous people of New Zealand) employees answered a range of questions on organisational-based self-esteem, job, and mood outcomes. Findings suggest that organisational-based self-esteem was directly associated with job satisfaction, organisational commitment, and organisational citizenship behaviours, as well as positive and negative affect. Relationships between variables were tested for each sample separately and for a combined sample. A comparison between the separate and combined samples was also investigated. The findings from this study suggest that organisational-based self-esteem has a greater influence on job outcomes and mood outcomes for Māori when compared with New Zealand Europeans. This could be because employment fulfils a basic need for self-determination. The present study suggests the implementation of tailored management policies to support cultural differences within New Zealand’s vibrant and diverse workforce.

The purpose of this study is to provide a better understanding of the relationship between coworkers' organizational citizenship behaviors (OCBs) and employees' work attitudes. In addition, we test if the two-situational factors – perceptions of organizational politics and task interdependence – moderate the relationship between coworkers' OCBs and focal employees' work attitudes. Using a sample of 411 employees, we found that coworkers' OCBs beneficial to organizations (OCBO) was positively related to focal employees' job satisfaction but negatively related to their turnover intention. The relationship between coworkers' OCBO and job satisfaction was stronger when perceptions of organizational politics were low. On the other hand, the relationship between coworkers' OCBs beneficial to other individuals and turnover intention was stronger when task interdependence was high. Implications of these results and future research directions are discussed.

Organization studies have long focused on the problem of understanding the possibility of pursuing effectiveness and resilience at the same time. An emerging perspective, reconciling mindfulness and routines, allows to address these contrasting goals: routines channel the exploratory nature of mindfulness, but they also support it by providing context to its enactment. Despite these results, available empirical evidence from mindful organizations has not helped understand how mindfulness can be supported by routines without losing its broader scope of attention. Moreover, an operational definition of mindfulness is still an open question.

In this paper, we adopt an analytical framework allowing to break down routines into their sensing and reacting components. Using evidence from the flying practices of Tornado crews in the Italian Air Force, we show that mindfulness concerns the parallel activation and re-combination of these components, allowing the rapid deployment of responses but also the continuous reassessment of the situation.

The diversity of internal and external customers continues to increase with social, economic and global changes. This presents an array of opportunities and challenges for organisations. In the present paper we argue that whether interactions between diverse individuals results in benefits or deficits for the organisation depends largely on the level of openness to dissimilarity present in the exchange. This proposition is developed and presented in a model linking types of diversity to organisational group process and outcome effects. Implications for interactions with diverse internal and external customers are suggested. Structural and management characteristics expected to enhance dissimilarity openness in the workforce are offered.

The purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

This study examines the influence of internationalization on corporate philanthropy, and further investigates the moderating effect of political participation of CEO (Chief Executive Officer). Using a sample of Chinese family firms and hand-collected data on corporate philanthropy, internationalization, and CEO’s political participation, our findings show that internationalization is significantly positively associated with corporate philanthropy, suggesting that internationalization plays an important role in promoting corporate philanthropy because of the mounting interaction of corporate philanthropic consciousness among multinational companies. In addition, CEO’s political participation reinforces the positive association between internationalization and corporate philanthropy. Above findings are robust to a variety of sensitivity tests and further our conclusions are still valid after controlling for the endogeneity between internationalization and corporate philanthropy.