The Conundrum of Online Prescription Drug Promotion Comment on “Trouble Spots in Online Direct-to-Consumer Prescription Drug Promotion: A Content Analysis of FDA Warning Letters”

This commentary discusses pertinent issues from Hyosun Kim’s paper on online prescription drug promotion. The study is well-designed and the findings highlight some of the consequences of the Food and Drug Administration’s (FDA’s) decision to deregulate online advertising of prescription drugs. While Kim’s findings confirm some of the early concerns, they also provide a perspective of implementation challenges in the everchanging technological environment

Organizational Agility

The current competitive environment is characterized by high-intensity rivalry in a dynamic and uncertain environment. The ability to respond swiftly and effectively to these changes is a necessity that separates successful organizations from those that flounder. This paper reviews the concept of organizational agility by exploring the current understanding of the concept, relevant literature and a conceptual framework. Potential avenues for further research are explored

Cultural differences and entrepreneurial needs

The purpose of this study was to investigate entrepreneurial intentions and cultural differences. The sample represents 1,110 business students from ten cultural clusters. The students completed a questionnaire that focussed on various dimensions of entrepreneurial intentions. Results indicated various statistically significant differences between the cultures. Country specific strategies related to enhancing entrepreneurship are discussed at the end of the paper.info:eu-repo/semantics/publishedVersio

Cultural impact on entrepreneurial expectations

The purpose of this study is to evaluate qualities that are needed for effective entrepreneurship in a variety of national cultures. The sample represents 731 business students from several countries from Asia, Baltics, USA, Nordic, Middle, South and East Europe. College students completed a questionnaire that identified qualities they would need to start their own entrepreneurial business. Results indicated statistically significant entrepreneurial qualities between cultures. Starting a business in a specific cultural environment requires unique entrepreneurial qualities. Our results also found support for universally endorsed entrepreneurial qualities. Country-specific strategies for enhancing entrepreneurship are discussed at the end of the paper

Innovativeness, entrepreneurial tendencies and cultural differences

The purpose of this study was to explore innovativeness and entrepreneurial tendencies among different national cultures. A survey instrument was administered on a sample of 731 business students from several countries in Asian, Baltic, USA, Nordic and Middle, South and East European countries. Respondents completed the questionnaire which focused on innovativeness and proactiveness as well as entrepreneurial risk-taking, growth and intention to start a business. Results indicated various statistically significant differences between cultures. The paper highlights country specific strategies for enhancing entrepreneurship

Signaling in Secret: Pay-for-Performance and the Incentive and Sorting Effects of Pay Secrecy

Key Findings: Pay secrecy adversely impacts individual task performance because it weakens the perception that an increase in performance will be accompanied by increase in pay; Pay secrecy is associated with a decrease in employee performance and retention in pay-for-performance systems, which measure performance using relative (i.e., peer-ranked) criteria rather than an absolute scale (see Figure 2 on page 5); High performing employees tend to be most sensitive to negative pay-for- performance perceptions; There are many signals embedded within HR policies and practices, which can influence employees’ perception of workplace uncertainty/inequity and impact their performance and turnover intentions; and When pay transparency is impractical, organizations may benefit from introducing partial pay openness to mitigate these effects on employee performance and retention

Location, location, location: contextualizing workplace commitment

The purpose of the present commentary is to discuss the nature and correlates of workplace commitment across cultures. We asked six organizational behavior scholars, who are intimately familiar with Brazil, China, Denmark, Germany, or Israel as their country of origin or extended residence, to “contextualize” workplace commitment. They did so by explicating institutional and cultural characteristics of their context on the emergence, meaning, and evolution of commitment by reference to their own research and extant local research. Their responses not only supported the utility of three-component model of commitment but also revealed the differential salience of various commitment constructs (e.g., components and foci of commitment) as well as possible contextual moderators on the development and outcomes of commitment. The commentators also described changes including the growing prevalence of multicultural workforces within national borders and changes in employment relationships and cultural values in their national contexts and considered future research directions in culture and commitment research