On the nature of international sales and sales management research: a social network–analytic perspective

This research uses a combination of text mining, co-word analysis, and social network analysis (SNA) to review 132 international sales and sales management (ISSM) articles published between 1980 and 2017. The study provides a unique view of the past and future of ISSM research and provides three principal contributions. First, from a social network–analytic perspective, it offers a unique examination of the ways ISSM research topics are interconnected, as reflected by keyword network structure. Second, by conducting SNA across two periods (1980–1999 and 2000–2017) and examining the changes in network centrality measures, the study offers initial insights into the evolving nature of the ISSM literature. Third, the study reports keyword network disconnections (i.e., structural holes) to propose a fruitful agenda for future ISSM research. Taken together, this research offers a current perspective of the ISSM research domain's evolving nature.     

Relationships between leaders' and subordinates' emotion regulation and satisfaction and affect at work

The study examined relationships between leaders' emotion regulation and leaders' and subordinates' work-related outcomes. Fifty-one school directors and 281 teachers reported on their strategies of emotion regulation (reappraisal, suppression), job satisfaction, and affect at work. For subordinates, suppression was negatively related to job satisfaction and was positively related to negative affect and emotional exhaustion, and reappraisal was positively related to job satisfaction and negatively to negativ affect. In contrast, multilevel analyses found that directors' use of reappraisal was neg atively related to subordinates' job satisfaction, and directors' use of suppression wa positively related to subordinates' positive affect. Leaders' suppression interacted wit group cohesion to predict subordinates' negative affect. This is one of the first studies to find evidence for the possible tension between leaders' emotion regulation competencie and organizational-role interests.     

Race Prejudice and Economic Beliefs

Abstract

Following Yinger's assertion that the association between racism and personality variables is “exaggerated” and Heaven's findings that in South Africa white racism is associated with specific attitudes toward economic issues, the present study investigated the relationship between British race prejudice and economic beliefs. A British sample (N = 72) was administered an Attitudes toward West Indians scale, various personality and attitudinal measures, as well as an economic locus of control scale. Results showed racism to be significantly related to authoritarianism and the external/denial subscale of that scale. Further step-wise regression analysis showed scores on the authoritarian attitudes scale and the external/denial subscale to be significant predictors of prejudice.     

Israeli Students' Perspectives Concerning Determinants of Intelligence

Abstract

Students' attitudes toward the nature versus nurture controversy pertaining to a variety of critical phenomena in the intelligence domain were assessed. A student inventory was constructed, pretested, and group administered to 269 students in various academic institutions in northern Israel, and comparisons were made between various sex, social, and ethnic groups. The majority of the students maintained that environment is the main factor influencing both personality and intelligence. Environment and an Environment x Heredity interaction were the most popular categories used to explain various generalizations about differences in ability, particularly among lower-class students. Students of Western origin were more inclined to adopt an environmental perspective on differences in IQ than were their Eastern counterparts. No sex differences were observed.     

多元文化经历对领导者能力及发展的影响

随着全球化发展的深入, 越来越多的企业领导者具有多元文化经历。多元文化经历是指个体具有直接或间接与外国文化元素或人群进行交互的经历。拟从领导者发展(leader development)和领导力发展(leadership development)两个层面, 全面地探讨多元文化经历对企业领导者能力形成及发展的影响：第一, 探讨多元文化经历对领导者能力发展(包括个人层面、关系层面和社会层面能力)的影响及内部机制; 第二, 探讨多元文化经历对领导力发展(包括领导力涌现、领导力选拔和领导力效能)的影响及内部机制。项目成果不仅能够丰富领导者能力形成与发展等组织管理相关理论, 还能为企业的全球化管理及国际化人才培养实践提供建议。     

教师教学自主权与教师领导力的关系：心理授权和教学自主性的中介作用

教师领导力是指教师在课堂内外带领同事提升专业技能,与其他教师和校长合作处理学校事务的一种专业特质。为探究教师教学自主权与教师领导力的关系,以及教师心理授权和教学自主性的中介作用,从而寻求提升教师领导力的路径,研究选取403名中小学教师进行问卷调查。结果发现：（1）教学自主权与教师领导力呈显著正相关,且前者对后者有显著直接效应;（2）教师心理授权和教学自主性分别在教学自主权与教师领导力间发挥部分中介作用;（3）教师心理授权和教学自主性在教学自主权对教师领导力间发挥部分链式中介作用,即教学自主权的提高会促进教师心理授权和教学自主性的提升,进而促进教师领导力的发展。     

Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

Seeing the unseen: ostracism interventionary behaviour and its impact on employees

This article outlines the development and validation of the ostracism interventionary behaviour (OIB) scale. Based on in-depth interviews with employees, leaders, and content experts in addition to 603 survey respondents from Canada and the United States, 3 dimensions emerged to describe the ways in which leaders confront workplace ostracism-related cues and a measure was created to assess them. These refer to the ability for leaders to foster an inclusive workgroup dynamic and enact effective third-party interpersonal interventions through displays of (1) social awareness, (2) proactivity, and (3) harmony-seeking behaviour. In addition to possessing convergent and discriminant validity, the OIB scale demonstrated criterion-related validity through its relation with perceived workplace ostracism and well-being. Furthermore, evidence supported the scale’s test–retest reliability and predictive validity over and above leader–member exchange. Overall, the measure was found to be both reliable and valid, with important implications for the effective management of instances of ostracism at work.     

Le rôle des stresseurs sur le comportement d’innovation : Quand le leadership habilitant du supérieur protège le potentiel d’innovation des travailleurs

This study focuses on the relationship between workplace stressors and innovative work behavior. The joint analysis of the mediation process supporting this relationship as well as the influence of certain external conditions such as the moderating role of the supervisor has made it possible to highlight the dynamic that underlie the relationship between stressors and innovation behavior. Using the challenge-hindrance model, this theory proposes that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on innovative work behavior through psychological empowerment (PE). Furthermore, empowering leadership (EL) has the potential to optimize the benefits of challenge stressors and reduce the effects of hindrance stressors on PE and indirectly on innovation work behavior. In support of these predictions, a time-lagged study of 146 employees from various Canadian firms reveals that hindrance stressors, particularly role ambiguity, are negatively related to innovative work behavior through PE. Moreover, when EL was high, the positive effects of role overload were enhanced through PE while the negative effects of role ambiguity and role conflict were attenuated. The implications of these findings for research and practice are discussed.