The journal of applied management and entrepreneurship最新文献

{"title":"Sustainable Workplaces as Innovation","authors":"Nancy C. Jurik, Gray Cavender","doi":"10.9774/gleaf.3709.2016.ja.00006","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00006","url":null,"abstract":"IntroductionACADEMIC RESEARCH AND POPULAR NEWS sources alike decry what has come to be called the \"toxic workplace\" (Chamberlain & Hodson, 2010; Williams, 2011; Morgan, 2013; Schwartz, 2014). As an environment, the toxic workplace includes an array of harmful working conditions ranging from hostile co-workers and insensitive bosses to chaotic and exploitative work environments. Awareness of the toxic workplace has become more pronounced since the great recession of 2008. As businesses downsized, there have been myriad reports that surviving employees are forced to work harder to offset the diminished worker population, and subjected to debilitating working conditions (Greenhouse, 2015, p. BU1; Sanger-Katz, 2015; Miller, 2015, p. A3). Worse, workers are trapped in bad jobs by a weak labor market.Yet, amid bad news on the labor front, here and there pockets of hopeful news have emerged. Some management scholars and a host of local and international social movement organizations are calling for action to promote more sustainable workplaces (PricewaterhouseCoopers, 2007; Pfeffer, 2010; Spreitzer & Porath, 2012). They argue for conceptualizing sustainable workplaces in ways that go beyond eco-friendly environments to positive, regenerative environments for employees. Sustainable workplaces are viewed as an innovation, not so much of new products or new production processes, but as a change that entails decent treatment of employees (Ehnert & Harry, 2012).In this paper, we present an analysis of 60 interviews of small business owners that employed 1-100 employees. These firms were identified by local chambers of commerce, business organizations and business magazines as innovative businesses. Innovations included product, service and process types (Jurik, McGhee, & Bivona, 2010). In the course of interviews, we asked owners how they created innovative businesses. Over three-fourths of the 60 businesses credited the work environment that they had created for themselves and their employees. Upon a review of our findings and the growing body of literature on toxicity and its counterpart, sustainable work environments, we found that our sample of small businesses offered important insights into managerial strategies for building non-toxic work environments in small businesses. Some literature argues that sustainable work environments promote high employee work performance. Our data link such environments to business innovation.In the sections below, we discuss the literature on toxic and sustainable work environments followed by a discussion of our methodology and sample. We then present our analysis of owner narratives about the work environment. We found that 77% of owners stressed the importance of strategies in one or some combination of the following three realms: job dimensions, organizational level dynamics, and interpersonal interactions.Toxic vs. sustainable work environments: the literatureThe global recession that began in 2008 heightened the se","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"18 1","pages":"53"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81998139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Crisis Conditions and Performance of IPO Firms: Impact of Founder-CEOs and Foreign Listings","authors":"C. Tupper","doi":"10.9774/gleaf.3709.2016.ja.00005","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00005","url":null,"abstract":"IntroductionPeriodically, there exists a publicly-traded company that has the good fortune to have an entrepreneurial, visionary CEO that generates long-lasting, organic growth (Joel Shulman, Forbes, 2012).ENTREPRENEURS WHO ARE SUCCESSFUL IN growing their firm and securing financing for making an initial public offering (IPO) face the likelihood that they will be replaced by a professional manager (Wasserman, 2003). The literature shows that founders are replaced due to particular firm characteristics such as exceptionally high or low firm growth, the founder's functional background, and ownership structure (Boeker and Karichalil, 2002). Yet, entrepreneurs who are not replaced and become founder-CEOs of a publicly traded company tend to perform better than non-founders in the IPO process (Gao and Bain, 2011; He, 2008; Mousa and Wales, 2012; Nelson, 2003). Although founders do perform better in IPOs, little is known about how market conditions play a role in the relationship between founder and non-founder-CEO performance in IPOs.Market conditions have been indicated to affect multiple aspects of IPOs such as the number of IPOs being made (Pastor and Veronesi, 2005). Furthermore, investor sentiment changes with environmental conditions (Barberis et al., 1998). Investors are subject to representativeness, generalizing about a person or phenomenon with minimal information (Busenitz and Barney, 1997), as well as periods of conservatism and overconfidence (Barberis et al., 1998) depending on environmental conditions. It is reasonable to believe that changing market conditions and investor sentiment influence how founder-CEOs are received. Therefore, this paper seeks to address how varying environmental conditions affect IPO firm performance for founder and non-founder-CEOs.Investors, both individual and institutional, receive information about IPOs from various sources including financial analysts, investment banks (He, 2007), the media (Pollock and Rindova, 2003), prospectuses, company-released information, and other outlets. All information received forms a set of narratives in investors' minds about an IPO company. Narratives that we experience are how we make sense of and gain meaning (Weick and Browning, 1986) from our environment. Therefore, the narrative paradigm that considers how people deduce reality from a series of stories (Stutts and Barker, 1999) can help explain the reasons why investor sentiment changes towards founder and non-founder CEOs of IPO firms in different environmental conditions.Culture and origin also influence how narratives are formed and perceived. Therefore, narratives across cultures need to be considered in the relationship between founder-CEOs and IPO performance. Most often, researchers remove foreign IPOs from their studies and examine one particular market's (usually the United States) domestic IPOs (i.e. Gao and Bain, 2011; Mousa and Wales, 2012; Nelson, 2003). It is important to consider both domestic and foreig","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"25 1","pages":"32"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82407637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Helping Others in Business and in Life: A Conversation with Arman Sadeghi of Titanium Success","authors":"J. Cater","doi":"10.9774/gleaf.3709.2016.ja.00008","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00008","url":null,"abstract":"Arman Sadeghi found success early in life as an entrepreneur in the IT industry. He has started a dozen companies throughout his career and continues as a partner in four companies and CEO in two others. Sadeghi is driven by a desire to help and serve others rather than to amass a huge fortune. Although he quit high school to start his first company at the age of 16, Sadeghi returned to school first at Saddleback College and then later at the University of California at Berkeley, where he earned a degree in Neuroscience and Molecular & Cell Biology. He then attended Harvard Medical School for two years.Motivated by a love for technology and the environment, Sadeghi founded All Green Electronics Recycling in Tustin, California where he serves as CEO of the company with more than 150 employees. Inc. Magazine recently ranked All Green as the 366th fastest growing company in the United States.Sadeghi's greatest love and passion is for his Titanium Success Method in which he shares tools that allow individuals to attain high levels of success in business and in life. Sadeghi is a writer, speaker, coach, and dedicated family man. He has invested 22 years of business and life experience into Titanium Success. On August 7, 2015, he hosted his highly anticipated three-day event, Titanium Live, at the Anaheim Convention Center. Sadeghi plans to focus his entire effort on Titanium within two years to follow his desire to help and serve others.Author: Please describe your background-your family, your education, where you are from, and how your life started out.Arman Sadeghi: I was born in Iran and my family moved to the United States when I was 9 years old. We came to Orange County, California and lived a very modest life. There were 12 of us living in a two-bedroom condominium when we first moved out here. To get on our feet, my parents worked two different jobs. I had to learn the language-I did not speak a word of English when we moved here. As a result of my family's financial situation, I was forced to think outside the box. I technically started what could be considered my first business when I was 10 years old. I started selling baseball cards door-to-door. I loved baseball cards and my parents could not afford to buy them for me. I sold the cards one-by-one and was able to make enough from 70% of the cards to buy another box. A lot of my business coaching and entrepreneurship comes from learning things like that.As far as my education, I actually dropped out of high school when I was 16 years old to start my first real company which was a computer company. This was in the 90s when IT was really getting started. I was very successful early on. This started my journey into understanding why people do what they do. Here I was-I had all the things that were supposed to make me happy: money, a nice two-bedroom apartment, a nice car, and a pretty girlfriend. I seemed to have everything that I should have, but I was miserable. That led me to go down the jou","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"742 1","pages":"78"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76892048","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Regulatory Focus and Perceived Self-Value as Predictors of Work Engagement","authors":"Martha C. Andrews, K. Kacmar, M. Valle","doi":"10.9774/gleaf.3709.2016.ja.00003","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2016.ja.00003","url":null,"abstract":"WORK ENGAGEMENT HAS BEEN WIDELY recognized as a critical factor driving organizational performance (Lockwood, 2007) and providing organizations with a competitive advantage (Swarnalatha and Prasanna, 2013). As such, it has frequently been studied for its positive effects on job performance, organizational commitment, health (Halbesleben, 2010), career success (Ng and Feldman, 2014), and job satisfaction (Kane et al., 2014) and its negative effects on stress and turnover (Huynh et al., 2014). Given the favorable organizational and individual outcomes associated with engagement, researchers have turned their attention to identifying antecedents in hopes of improving engagement among employees.Extant research has shown that predictors of work engagement include coworker and supervisor support (Sarti, 2014), job control (Kuhnel et al., 2012) as well as the dispositional traits of emotional intelligence, openness to experience, extraversion, and conscientiousness (Akhtar et al., 2015). An additional dispositional characteristic that has not yet been examined for its effect on work engagement is one's regulatory focus.The premise of regulatory focus theory (RFT) (Higgins, 1997) is that individuals may be either promotion or prevention focused. In the work environment, those who are prevention focused are concerned with maintaining their job security and behave in ways that help them avoid losses. They are not concerned with achieving goals but rather maintaining what they have. Those with a promotion focus are primarily concerned with achieving goals and obtaining rewards. Thus, their primary motivation is goal achievement and they behave in ways that facilitate reaching their goals. In the workplace, this may be promotions and/or salary increases.Applying RFT to the current study allows us to argue that the relationships between both prevention and promotion focus with work engagement are positive; however, these relationships hold for different reasons. Essentially, prevention-focused individuals are engaged such that their performance is adequate to fully perform their jobs. Promotion-focused individuals engage in order to excel and be recognized and hopefully identified for promotions.One variable that may affect the relationships between regulatory focus and work engagement is perceived self-value (PSV). PSV refers to how valuable people think they are to their organization (Eisenberger et al., 2002; Ozcelik, 2013). High PSV reflects a feeling of strong value, that the organization needs me. Low PSV indicates a feeling that the individual is not valued and the organization could do just as well without me. This self-perception may interact with one's regulatory focus such that work engagement is enhanced or limited.The purpose of the current study is twofold. First, using RFT as our theoretical foundation, we explore the relationships between prevention and promotion focus and work engagement. Combining these two areas expands the engagement liter","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"56 1","pages":"5"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84520593","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Servant Leadership in Multigenerational Family Firms","authors":"J. Cater, Brent D. Beal","doi":"10.9774/gleaf.3709.2015.oc.00004","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.oc.00004","url":null,"abstract":"IntroductionServant l??eadership is an increasingl??y influential approach to leadership and management. In a recent literature review, for example, Parris and Peachey (2013) list a number of influential practitioneroriented books that address this approach (e.g. Max DePree's (1989) Leadership is an Art, Stephen Covey's (1990) Principle Centered Leadership, Peter Block's (2013) Choosing Service over Self Interest, and Margaret Wheatley's (2005) Finding Our Way: Leadership for an Uncertain Time). These same authors then observe that \"over 20% of Fortune magazine's top 100 companies have sought guidance from the Greenleaf Center for Servant Leadership\" (Parris & Peachey, 2013: 379). Although the roots of servant leadership go back to the practitioneroriented leadership work of Greenleaf (1970, 1977, 2002), there is a growing body of academic work in a number of business sub-disciplines, including strategic management, human resource management and organizational behavior, among others (e.g. Barbuto & Wheeler, 2006; Boroski, 2009; Jones, 2012; Savage-Austin & Honeycutt, 2011; Searle & Barbuto, 2011; Sendjaya & Pekerti, 2010; van Dierendonck, 2011; Walumbwa, Hartnell, & Oke, 2010).Service to others is the basis of servant leadership. This type of leadership, which combines leadership with the desire to serve others, has the potential to impact a number of important organizational processes and characteristics. Servant leadership, for example, has been linked to increased trust in organizational leaders (Joseph & Winston, 2005; Reinke, 2004; Sendjaya & Pekerti, 2010), greater citizenship behavior (Ebener & O'Connell, 2010; Hu & Liden, 2011; Walumbwa, Hartnell, & Oke, 2010), enhanced collaboration and team effectiveness (Garber, Madigan, Click, & Fitzpatrick, 2009; Irving & Longbotham, 2007; Schaubroeck, Lam, & Peng, 2011; Sturm, 2009), and greater levels of employee job satisfaction and commitment (Cerit, 2009, 2010; Hamilton & Bean, 2005; Han, Kakabadse, & Kakabadse, 2010; Mayer, Bardes, & Piccolo, 2008). In addition to management, there is increasing interest and scholarly activity in other fields, such as nursing (e.g. Garber et al., 2009; Jenkins & Stewart, 2010) and education (Black, 2010; Cerit, 2009, 2010; Fridell, Belchor, & Messner, 2009). The increasing volume and sophistication of this growing body of academic work on servant leadership attests to its growing significance.Servant leadership may be relevant for family firms. In particular, the leaders of multi-generational family businesses-family firms that have survived the succession to the second generation and beyond-may benefit from the practice of servant leadership in areas such as the awareness and understanding of the needs of others, the use of persuasion rather than positional authority, long-term orientation, and stewardship (Spears, 1995). Additionally, servant leadership may be conducive for multi-generational family firm leaders because it addresses three important leadership","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"41 1","pages":"25"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90047049","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Creator's Code: The Six Essential Skills of Extraordinary Entrepreneurs","authors":"J. Borden","doi":"10.9774/gleaf.3709.2015.oc.00009","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.oc.00009","url":null,"abstract":"Amy Wilkinson The Creator's Code: The Six Essential Skills of Extraordinary Entrepreneurs Simon & Schuster (February 17, 2015), $19.89 (softcover), 240 pages\"creativity supersedes credentials.\"The Creator's Code is based on hundreds of interviews with the very men and women who actually create the frontiers of commerce and industry by which the rest of us follow. Through extensive interviews with some of the most creative minds today, and having crisscrossed the litany of industries and organizations to identify common traits among pioneers, Amy Wilkinson has prepared a must-read book for anyone who aspires to turn a would-be creation into a successful business venture. Wilkinson (2015) presents compelling first-person accounts of entrepreneurship in action, and in the process distills the essence of entrepreneurship into well-defined and categorized practices: Find the Gap, Drive for Daylight, Fly the OODA Loop, Fail Wisely, Network Minds and Gift Small Goods. Measuring just six short chapters, The Creator's Code (2015) is also a pleasurable and fast-paced read.In each chapter, the reader is introduced by example to one of the six facets of the entrepreneurial code. The book opens by describing three types of creative personalities - The Sunbird, The Architect, and the Integrator - where each personality type utilizes a particular approach to identify unmet needs and formulate an opportunity. Much like the mythical Phoenix, Sunbirds resurrect old technologies and methods, adapting and updating them for other purposes. \"Sunbirds transport solutions from one place to meet the needs of another.\" Integrators, like Sunbirds, build on existing knowledge, but do so by melding potentially disparate techniques into a unique solution. Founder Steve Ells describes in detail how Chipotle was formed based on a marriage of culinary quality with fast-food service. Architects such as Elon Musk, on the other hand, create new practices out of whole cloth using first principles. When considering the costs structure of space travel, Musk is quoted as saying \"I could compress the cost of everything else, but I got stuck with the cost of a rocket\", and so he formed SpaceX as a \"... forcing function for technology improvement.\"In each of the subsequent chapters, Wilkinson (2015) digs deep to identify and describe particular practices of truly extraordinary entrepreneurs, successfully weaving together multiple threads from across a variety of industries. Under Armor, SpaceX, Uber, and JetBlue are just a few of the more recognizable companies used to crack the entrepreneurial code. I particularly enjoyed Wilkinson's incorporation of memorable sayings to encapsulate and highlight particularly relevant attributes, such as: \"Focus on the horizon.\" and \"Set a failure ratio.\" Combined with the compelling testimony of established creators, fully-formed vignettes are developed to epitomize each attribute that makes up the code. And, while my memory of the precise anecdotes tha","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"9 1","pages":"112"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73690320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Performance Coaching within the Telecommunications Industry","authors":"Laura A. Poluka, Belal A. Kaifi","doi":"10.9774/gleaf.3709.2015.oc.00005","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.oc.00005","url":null,"abstract":"IntroductionCoaching is a recognizable term within business and is a common term that serves to bridge an organization's effectiveness and promote the enhancement of individual development. Organizational leaders around the world promote coaching. Such organizations include the International Coaching Council, the International Coaching Federation, Certified Coaches Federation, and the European Coaching Institute. The popularity of coaching is a testament to the more than 10,000 members in these organizations, and coaching is an important strategy in developing corporate leadership and change (Bennett & Bush, 2009).Coaching principles align with the practices of Socrates and date back to 400 BCE (Before the Common Era), when questioning and gaining a response or answers provided learners with the foundation necessary to promote learning (Baldoni, 2010). The practices of coaching can bring learners from one level of proficiency to another by sharing knowledge and guidance to promote success. One can correlate such practices to critical thinking, knowledge management, knowledge value, and knowledge innovation.The art of coaching, while focusing on organizational and employee improvement, can also align with principles from a psychological perspective. With increasing uncertainty and competition in the telecommunications industry, the importance of developing core competencies and increasing organizational competitive advantage will set one organization apart from the rest. Coaching can be business based, as the coach provides industry experience and develops employees. A psychological approach to coaching can improve mental capacities, including improvements to employee morale and motivation (Turk, 2011).Literature ReviewParsloe and Rolph (2004) noted that an increase in coaching would support the promotion of learning organizations. Business today is in the era of information attainment and globalization. The result is continuous learning and changing conditions with increased uncertainty and competition, which demands high performance. According to Yuksel (2011), effective creation, organization and leverage of knowledge within business are becoming a main source of competitive advantage in a changing, information-driven economy. Coaching includes a variety of meanings, and integrating the components differently in a variety of capacities diversifies the concept.The unique component of coaching from a business perspective aligns with the emergence of learning and people development as a high priority (Locke, 2008). The components of business coaching in relation to interfacing with employees within organizations and delivering results emerged at the beginning of the 21st century. Coaches use coaching techniques and principles in a variety of ways, and each component can improve performance. With regard to performance and coaching responsibilities, \"the expectations of coaches are vast and require skills to \"understand business as a whole\" (Yuksel,","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"114 1","pages":"49"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87633709","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Falling from a Calling: Entitlement and the Social (De)Construction of Leader Identity","authors":"J. Humphreys, Stephanie S. Pane Haden, J. N. Davis","doi":"10.9774/gleaf.3709.2015.oc.00003","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.oc.00003","url":null,"abstract":"For much of my life I thought God and I were partners, and I was the senior partner. I freely admit that I have a colossal ego, and I have been so convinced that I am literally on a mission from God that I have often acted like a man with a messiah complex (Meredith & Doyle, 2012: 244).IntroductionThe turgid declaration shown above was made by James Meredith, the first known African American student to enroll at the University of Mississippi (Eagles, 2009). In recounting his life story, Meredith repeatedly describes his struggle for educational equality (and against White supremacy) as a \"mission from God\" (e.g., Meredith & Doyle, 2012: 10) and a \"divine responsibility\" (e.g., Meredith, 1966: 214). With the current upsurge of interest on callings (Dik & Duffy, 2012), we argue that an examination of the case of a historic leader whose belief and identity were underpinned by a sense of calling is warranted.Although research on the concept of being called to some meaningful undertaking has proliferated in recent years, scholars have largely ignored the potential failings that could also be associated with a sense of calling (Berkelaar & Buzzanell, 2015). Calls for studies that go beyond only positive frames are beginning to appear in the literature (e.g., Duffy & Dik, 2013). Specifically, Berkelaar and Buzzanell (2015: 16) recently argued for more focus on the problematic outcomes that might be associated with calling and the potential \"shortcomings\" associated with called individuals.In addition, calling can be an integral part of one's sense of identity (Dobrow, 2004), particularly leader identity (Markow & Klenke, 2005), because \"leadership is perhaps best understood as identity construction\" (Karp & Helgo, 2009: 892). Yet, while research has shown a connection between calling and identity the concepts have been related \"differently by different theorists, and there seems to be disagreement on whether calling precedes identity or identity precedes calling\" (Markow, 2007: 32).In any event, accepting the call to lead such a personally profound undertaking, and receiving the concomitant status associated with it, carries the risk of an excessive sense of entitlement (see Naumann, Minsky, & Sturman, 2002). Unfortunately, the extant research on entitlement is also inconsistent, undervalued in leadership inquiries beyond a trait perspective (Tomlinson, 2013), and missing from leader identity construction studies. Conducting documentary and archival research of James Meredith's historic integration of the University of Mississippi, we discovered that Meredith believed he had been called to the struggle for equality, eventually internalizing a leader identity consistent with his calling. However, we argue his entitlement beliefs ultimately undermined his leadership identity and inhibited his ability to effectively sustain the pursuit of that call. Accordingly, we analyzed the case of James Meredith to further explore the relationship between calling, lea","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"60 1","pages":"6"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76158580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Nonprofit Executive Succession Planning and Organizational Sustainability: A Preliminary Comparative Study in Australia, Brazil, Israel, Italy, Russia, and the United States","authors":"Joseph C. Santora, J. Sarros, Gil Bozer, M. Esposito, A. Bassi","doi":"10.9774/GLEAF.3709.2015.OC.00006","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.OC.00006","url":null,"abstract":"IntroductionExecutive succession planning represents significant challenges for most nonprofits (e.g. Bear & Fitzgibbon, 2004; Carman, Leland, & Wilson, 2010; Coltoff, 2010; Dym, Egmont, & Watkins, 2011). As a body of research, executive succession has been seriously neglected for many reasons: time and finance constraints, lack of administration and coordination abilities, and interests on the part of executive directors (EDs) and boards of directors (Santora, Sarros, & Esposito, 2010). Accordingly, Peters and Wolfred (2001, p. 32) recommend that \"succession planning should shift from being a taboo topic to a fact of life that makes things easier for an outgoing executive, a board, and an organization\". Failing to plan for a successor can create organizational chaos. As Peters and Wolfred (2001, p. 32/33) contend, \"those who don't plan [for succession] put their organizations at considerable risk for turbulent transitions. Boards should expect that the executives will eventually move on, and be prepared to manage those turnovers successfully.\"The aim of this paper is to compare the findings of recent nonprofit succession research (Bassi, 2013; Bozer & Kuna, 2013; Comini, Paolino, & Feitosa, 2013; Santora, Sarros, & Cooper, 2011; Santora et al., 2013) on six countries (Australia, Brazil, Israel, Italy, Russia, and the United States) to determine the degree to which they have planned for executive succession and whether internal or external candidates have been selected as executive directors (often also referred to as chief executive officers (CEOs)/presidents). The countries involved in this study were chosen based on their representation of cultural values that were different from each other on some attributes, such as power distance and similar to each other on others, such as individual collectivism (Hofstede, 1980, 2001; House et al., 2004). Generally, Western democracies (the United States and Australia) and Israel form a discrete group with similar culture orientations, while Russia, Brazil, and Italy form another less heterogeneous grouping. Specifically, Australia, Israel, and the United States are low power distance societies, while Russia, Brazil, and Italy are high power distance societies (House, et al., 2004). According to House et al., (2004, p. 166), \"in high power distance societies, power holders are granted greater status, privileges, and material rewards than those without power\". Power distance relates to decision-making styles of bosses, the ability to influence, the opportunity to have independent thought and express opinions, deference to authority, and the use of artifacts such as titles, ranks, and status. Accordingly, succession practices in the Western-based countries should theoretically be more transparent and externally focused than those in the European/South American group.This article provides a major contribution to the extant nonprofit literature in the field by building on an important organizational issue: su","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"5 1","pages":"66"},"PeriodicalIF":0.0,"publicationDate":"2015-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87732214","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Role of Mindfulness in Leading Organizational Transformation: A Systematic Review","authors":"Peter R Aviles, Eric B. Dent","doi":"10.9774/gleaf.3709.2015.ju.00005","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ju.00005","url":null,"abstract":"The preponderance of literature on mindfulness and change is broad and far reaching with most examining the mindfulness construct from a psychological perspective and exploring the impact and influence on individual well-being. What is not so readily discussed is the correlation of mindfulness to leading organizational change and transformation. This paper seeks to address this gap by conducting a systematic review of the literature on mindfulness and organizational change and theorizes that mindfulness facilitates individual and organizational cognition to more efficiently meet the challenges of change.","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"32 1","pages":"31"},"PeriodicalIF":0.0,"publicationDate":"2015-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89215184","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}