The current paper presents a theoretical framework on feedback-seeking behavior in organizations. Based upon the model, which is derived from self-determination theory, we summarize and systematize two decades of research on feedback-seeking behavior and we identify potentially fruitful avenues for further research.
Research on cultural differences in management has been facilitated and hindered by the existence of multiple models of national culture. In this paper we briefly review the most popular models of national culture, identify the convergences and divergences among them. We suggest that a clear need exists to seek convergence across the various models where it exists in ways that facilitate both research and meaningful cross-cultural comparisons. We seek such convergence by identifying five relative common themes that pervade the various models. Based on these themes, new country ratings are offered based on multiple evaluative strategies and tools.
Both scholars and practitioners increasingly attest to the importance of developmental on-the-job (OTJ) experiences as the primary source of managerial learning. However, there is no single theory of managerial OTJ learning, several elements are missing in the conceptualization of the developmental OTJ experience construct, no comprehensive nomological network of the construct has been developed so far, and the underlying mechanisms explaining the relationship with relevant learning outcomes have not been examined in depth. In response to these shortcomings, current paper proposes an integrative framework of managerial learning from developmental OTJ experiences. First, we suggest developing a better understanding of the developmental OTJ experience construct by considering it from a scope beyond the managers' job assignments, by also including more quantitative measures of OTJ experience and by looking further than the current job. Next, the central variable of interest is linked to individual and situational variables that influence directly the extent to which managers are confronted with developmental OTJ experiences as well as involve conditions that enhance or inhibit managerial learning (i.e. moderating mechanisms). Finally, our model emphasizes the importance to take into account relevant mediating mechanisms in order to fully understand the impact of OTJ experiences on managerial learning. Building on our model, we conclude with a discussion of promising avenues for future research.
This paper builds on prior cross-cultural research to explore the role of national culture in providing mechanisms to cope with uncertainty. The concept of uncertainty is critical to organization and management theories, and has been central in explaining the relationship between organizations and their environment. The cross-cultural literature suggests that people perceive and deal with uncertainty differently across cultures. This paper extends this literature by empirically testing the role of culture in providing managers with mechanisms to cope with uncertainty in Brazil and the United States. Results suggest that beliefs about control over the environment and rule orientation influence the choice of coping mechanisms employed across countries. Implications for theory and practice are discussed. Key words: uncertainty, coping with uncertainty, uncertainty avoidance, national culture, content analysis, cross-cultural management
The extent to which private and public sector employees differ in the importance they attach to different types of inducements being part of their employment deal and their evaluations of these inducements is studied. We focus on five content dimensions of the psychological contract: career development opportunities, job content, financial rewards, social atmosphere and respect for private life. Data from a survey of 4956 Belgian employees show that, compared to private sector employees, public sector employees are motivated by other inducements. In particular, they attach less importance to career development opportunities and financial rewards promises in their psychological contracts, and perceive these promises as less fulfilled. Keywords: psychological contract, public sector employees, private sector employees, motivation
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