Gut feeling plays an important role in early-stage investors’ decisions

Their technology investment experience gives them confidence, argue Jone Pearce and Laura Huan

Governments, reciprocal exchange and trust among business associates

Both Pearce and Molm have conducted research in interpersonal trust. Here we apply their work to international business by deriving hypotheses from their work, some compatible, some conflicting. We test them with data from managers in China, the United States, Hong Kong and Thailand using measures from the World Bank, World Competitiveness Report, and Transparency International and managerial interviews. We find support for Pearce's arguments on the effects of governmental facilitation on managers' trust in their business partners, and for extensions of Molm's work on reciprocal exchange to international field settings. For the conflicting hypotheses, results support Pearce's arguments that the structural assurances of facilitative governments lead to higher levels of trust in business associates. © 2005 Palgrave Macmillan Ltd. All rights reserved

Advocacy and the search for truth in management scholarship: can the twain ever meet?

Scholars have long debated the merits of advocacy-based research versus research considered from the quest for objective truth. Building upon reflections from multiple sources, a set of 11 brief reflections on three posed questions are presented. Tsang concludes our discussion with additional insights on how moving beyond the “interestingness” advocacy will be beneficial to the continued professional development of the management discipline

Eyes wide open: perceived exploitation and its consequences

Drawing on the array of literature on exploitation from several social science disciplines, we propose a new way of seeing employer-employee relationships by introducing the concept of perceived exploitative employee-organization relationships, distinguish it from related concepts, and conduct five studies to develop a scale and test our theoretical model of the effects of such employee perceptions. Contributing to the Employee-Organization Relationships and workplace emotions literatures, perceived exploitation is defined as employees’ perceptions that they have been purposefully taken advantage of in their relationship with the organization, to the benefit of the organization itself. We propose and find that such perceptions are associated with both outward-focused emotions of anger and hostility toward the organization and inward-focused ones of shame and guilt at remaining in an exploitative job. In two studies including construction workers and a time-lagged study of medical residents, we find that the emotions of anger and hostility partially mediate the effects of perceived exploitation on employee engagement, revenge against the organization, organizational commitment, and turnover intentions, whereas the emotions of shame and guilt partially mediate the effects of perceived exploitation on employee burnout, silence, and psychological withdrawal

The institutions of archaic post-modernity and their organizational and managerial consequences: The case of Portugal

The long march of modernization of the Western societies tends to be presented as following a regular sequence: societies and institutions were pre-modern, and then they were modernized, eventually becoming post-modern. Such teleology may provide an incomplete or distorted narrative of societal evolution in many parts of the world, even in the ‘post-modern heartland’ of Western Europe, with Portugal being a case in point. The concept of archaic post-modernity has been developed by a philosopher, José Gil, to show how Portuguese institutions and organizations combine elements of pre-modernity and post-modernity. The notion of an archaic post-modernity is advanced in order to provide an alternative account of the modernization process, which enriches discussion of the varieties of capitalism. Differences in historical experiences create singularities that may be considered in the analysis of culture, management and organization

Cronyism and Nepotism Are Bad for Everyone: The Research Evidence

Jones and Stout (2015) have made one claim that I would like to correct: There is substantial quantitative (and observational) research on the workplace and organizational performance effects of nepotism and cronyism. That these authors have missed this research is understandable; the research is not in traditional industrial and organizational (I-O) psychology publications (although some of it does appear in journals from the related field of organizational behavior). Nevertheless, this work is systematic and rigorous, and the work provides strong evidence to support the experience-based perceptions of practitioners that nepotism and cronyism damage employees and their supervisors and produces poorer organizational performance. I welcome the opportunity that Jones and Stout (2015) have provided to briefly introduce my colleagues in I-O psychology to this literature

Cronyism and Nepotism Are Bad for Everyone: The Research Evidence

Jones and Stout (2015) have made one claim that I would like to correct: There is substantial quantitative (and observational) research on the workplace and organizational performance effects of nepotism and cronyism. That these authors have missed this research is understandable; the research is not in traditional industrial and organizational (I-O) psychology publications (although some of it does appear in journals from the related field of organizational behavior). Nevertheless, this work is systematic and rigorous, and the work provides strong evidence to support the experience-based perceptions of practitioners that nepotism and cronyism damage employees and their supervisors and produces poorer organizational performance. I welcome the opportunity that Jones and Stout (2015) have provided to briefly introduce my colleagues in I-O psychology to this literature