On Measuring Non-Recursive Trade-Offs

We investigate the phenomenon of non-recursive trade-offs between descriptional systems in an abstract fashion. We aim at categorizing non-recursive trade-offs by bounds on their growth rate, and show how to deduce such bounds in general. We also identify criteria which, in the spirit of abstract language theory, allow us to deduce non-recursive tradeoffs from effective closure properties of language families on the one hand, and differences in the decidability status of basic decision problems on the other. We develop a qualitative classification of non-recursive trade-offs in order to obtain a better understanding of this very fundamental behaviour of descriptional systems

The Mediating Role of Political Tactics on the Organizational Context: Career Success Relationship

This study seeks to explore the international entrepreneurial orientation – international performance association taking into account contingency and configuration examinations including environmental hostility and political behavior. The evidence draws from activities on 113 US and 207 Greek internationalised firms. Results show that there is a direct positive association between international entrepreneurial orientation and performance in both samples. While there is no supporting evidence for contingency associations, the results suggest that the configurational hypothesis receives support in the Greek sample. This is seemingly the first research that provides such evidence in the international entrepreneurship literature. Research and managerial implications are discussed

The role of political tactics on the organizational context–career success relationship

Drawing from the norm of reciprocity, signal theory, and psychological contracts, we argue that the use of different types of political tactics, based on their social desirability, can be reciprocal behavioral reactions to contextual cues (i.e. perceptions of organizational support and politics) that can predict career success. Using a sample of 117 middle managers, our findings suggest that the use of sanctioned political tactics partially mediates the relationship between perceptions of organizational support and career success, while non-sanctioned political tactics suppress the relationship between perceptions of organizational politics and career success