Journal of Management

Hierarchical regressions using the responses of 138 subordinates about 55 managers show that, as predicted, Bass' (1985b) transformational leader model adds to initiation and consideration in explaining the variance of subordinates' satisfaction and ratings of leader effectiveness. Further analysis, using leader ratings by one subordinate and outcome ratings by a second subordinate, largely confirms this augmentation effect. There was disconfirmation for the effect on reported extra effort, suggesting that the relation of transformational leadership to subordinate's extra effort is a dyadic rather than a group effect.

Research has documented a consistent empirical relationship between satisfaction and Organizational Citizenship Behavior (OCB). Here we argue the case for why leader behavior (contingent leader reward, supportiveness, and participativeness) and task characteristics might accountfor such a correlation. Hierarchical regression analysis of data from a survey of 195 Taiwanese Ministry of Communications workers indicates that task scope accounts for more unique variance in both the Altruism and Compliance dimensions of OCB than does satisfaction, whereas leader fairness composed of the three leader behavior variables-accounts for unique variance only with respect to Altruism.

Candidate physical attractiveness, sex, and age, along with rater age and sex, are assessed in terms of their ability to affect recommendations for promotions. Forty personnel professionals evaluated eight candidates for a regional manager position using simulated assessment center data in a 2x2x2 repeated measures design. Results indicated a small, favorable bias in favor of attractive candidates, consistent with prior research. Applicant sex, applicant age, and rater sex were unrelated to recommendations, but rater age explained 14% to 21% of the variance in three recommendation ratings. Younger raters were observed to be more lenient. In addition, some small interactions effects were detected. Continued research on physical attractiveness and rater characteristics is advocated on grounds that even small effects may be substantively significant when the number of qualified applicants exceeds positions available.

This study explores the relationship between feedback-seeking behavior and adjustment to a new job for two groups of employees: new hires to thefirm and job changers. Data were collectedfrom 67 managers at a Midwestern consumer products corporation 3 months and 6 months after taking the new job. Results suggest that adjustment leads to feedback-seeking behavior for both new hires and job changers. However, for job changers, poor adjustment appears to stimulate feedback-seeking; in contrast, for new hires, good adjustment seems to stimulate feedback-seeking.

The Miles-Snow (1978) typology is one of the most popular classifications of business-level strategies. Consequently, a great deal of attention has centered on examining the validity of the research used in its defense. In this paper previous research on the typology is reviewedfocusing on four issues: (a) identification and nature of strategic types, (b) testing the typology's predictions concerning dimensions of the "adaptive cycle," (c) the link between strategy and environment, and (d) performance differences among the strategic types. Limitations of prior research are identified and questions about validity of pastfindings are presented. Methodological and conceptual refinements are offered to help guide future research efforts.

Earlier work has examined executive control and merger activity and suggested that mergers are sometimes undertaken in the best interests of managers rather than stockholders. This study has examined the relationships among firm control (owner versus manager), merger strategy (related versus unrelated) and returns to stockholders. The results suggest that both firm control and merger strategy affect merger performance. Therefore, an assessment of the control of the acquiringfirms should temper the interpretation of any research comparing the performance of related versus unrelated diversification strategies.

Several studies have demonstrated a generally positive association between market share (MS) and business profitability (BP) and that this relationship is dependent on environmental and strategic contexts, but the stability of such results across distinct time periods representing differing business cycles has not yet been demonstrated. This article, employing a comparative static methodology, assesses the stability of the nature of the relationships among strategic resource deployments, market share position, and profitability across two different time periods representing significantly different macroeconomic conditions. The results indicate that the general level of association (i.e., correlation) between MS and BP is stable, but the set of significant strategic factors contributing to both MS and BP is different, indicating variations in strategies for the two different cycles. Some explanations for the observed differences as well as limited generalizations on the market share-profitability relationships are developed.

This exploratory study examined the effect of corporate acquisitions on shareholder wealth by reviewing the current literature and then analyzing a selected group of recent takeovers. In order to determine whether or not any effect did in fact exist, six "acquiring " corporations were compared with similar "non-acquirors"from the same industries on a number offinancial indicators readily available to the average investor Analyses of these data indicated that, contrary to what would be expectedfrom classical economic theory, the acquisitions studied had essentially negative impacts on shareholder wealth. These results lead to discussion of alternative rationales for initiating merger activities and possible long term effects of the recent merger trend.

Employee willingness to relocate can have a major impact on individual career advancement as well as organizational human resource policies. The present study examines the relationship of career andfamily-relatedfactors to the lowest percentage pay increase required to relocate to another city or state for males andfemales. The results support previous studies concerning gender differences. However; gender does not remain as a significant predictor of willingness to relocate when controlling for other career andfamily-relatedfactors.

Taking as its point of departure the striking increase in attention to employee (and employer) rights and responsibilities, this article sifts through the fragmented interdisciplinary body of knowledge to identify the elements of the paradigm on which the subjectfocuses. It examines the notions of rights and responsibilities and their characteristics, such as the nature of the issues and the relevant approaches. It explores the significance of workplace responsibilities and rights and suggests a paradigmatic matrix to guide and promote future management research and practice.

This study surveys 155 executivesfrom the People's Republic of China (PRC), Hong Kong, and Canada to investigate whether norms for organizational design and management are subject to a process of globalization. The survey consisted of structured questionnaires using two different sets of Likert-like importance rating scales. One set of scales examined organizational design norms. The other setfocused on the desired attributes of a good manager The balance of the evidence from this study supports the hypothesis of globalization. However, the study also indicates that some norms of organizational design that reflect basic cultural values are resistant to change and convergence. Furthermore, the study indicates that regulatory and political differences may be reflected in local adaptation of organizational and management design norms.