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Studies indicate that a managerial pro‐male bias still exists. While managers and females have begun to view women as possessing managerial attributes, male students, on average, still tend to stereotype the managerial role using a pro‐male bias. Based on research by Heilman and by Lord and Maher, the purpose of this paper is to propose that business students, who are exposed to a curriculum that emphasizes the importance of diversity, as recommended by AACSB, will exhibit fewer gender stereotypes.

Using the Schein Descriptive Index, three groups of university students were surveyed to determine whether individuals exposed to formal management education experience a reduction in “men as manager” stereotypes. The hypothesis was tested using interclass correlation coefficients (r′) from two randomized‐groups analysis of variance.

The hypothesis was not supported and the findings indicate that students in the business administration program stereotyped the managerial role to a greater degree than those not enrolled in the business administration program.

Further studies should be conducted to determine if the findings of this particular study are universal across college campuses.

Business schools must evaluate the methods that are being used to teach diversity in management education.

The authors' unique approach focuses on the sample as an important element when studying gender bias in management. Given the state of the economy and the cuts to university programs, by determining where bias occurs, diversity education in the university environment can be better utilized for optimal impact.

The clear specification of leadership efforts spanning levels of analysis has lagged behind leadership research in general. Simulation modeling, such as agent-based modeling, provides research platforms for exploring these interesting issues. This chapter uses agent-based models, along with Dionne and Dionne's (2009) choices of leadership styles, to examine the impact of those styles on the generation of an emergent group resource, context-for-learning (CFL), instead of the specific task outcome (group decision making) described by Dionne and Dionne. Consistent effectiveness is found across leadership styles for workgroups with high and slightly lower initial individual levels of a CFL. A second agent-based model includes the ability of agents to forget previous learned skills and reveals a reduced effectiveness of all leadership styles. However, the effectiveness of the leadership styles differs between the two outcomes (the specific group task model and the emergent group resource model). Reasons for these differences are explored, and implications from the comparisons of the two models are delineated.

Entrepreneurs are action takers. This paper presents an agent-based model illustrating entrepreneurial action choices between rhetoric and action during the very early stages (pre-formal alliance) of an entrepreneur's journey. Environmental factors, inertia, entrepreneurial conation preferences, the context-for-learning, and identified opportunities are all factors that will influence action choices both separately and in configurations. In virtual experiments, we examine the length of time it takes entrepreneurs to reach the stage for opportunity commitment, based on their skills and conation profiles. From the computer simulation, we determined that certain entrepreneurial profiles do make a difference in the overall effectiveness and efficiency of reaching an opportunity commitment. In general, an entrepreneur is more effective in reaching opportunity commitment if the entrepreneur has either a high skills profile, or a high conation profile, while the combination of high-level skills and conation profiles do not provide any real advantage. A high skills profile proves to create the greatest advantage of reaching opportunity commitment in the shortest length of time.

Neal M. Ashkanasy is a Professor of Management at the University of Queensland, Australia. His research interests lie in organizational and ethical behavior, leadership, culture, and emotions. He is Editor-in-Chief of the Journal of Organizational Behavior and the book series Research on Emotion in Organizations.

This volume of Advances in Applied Business Strategy (AABS) presents a collection of studies exploring different ways in which an organization's competences can be enhanced to create competitive advantage that is enduring or intendedly transitional.

The purpose of this paper is to understand the online communication strategies used by destination management organizations (DMOs) during a terrorist attack. In particular, this study analyzes Twitter use during seven terrorism incidents in six European cities (Paris, Brussels, Nice, Berlin, London and Barcelona) between 2015 and 2017.

Twitter content was collected via NCapture, a web browser extension of NVivo, one week prior to the attacks, the day of, and two weeks following to determine the timeframe in which DMOs communicated about the crisis, the types of messages being communicated, and whether these messages are effective. This study uses Coombs’ Situational Crisis Communication Theory as a guide to analyzing the effectiveness of the crisis communication strategies.

The findings of this paper indicate that DMOs are not effectively using Twitter during a terrorist attack. Few tweets relating to the attacks provided tourists with information regarding their safety, with the remaining only communicating as victims. Many DMOs went offline in the days immediately following the attacks and each DMO’s crisis communication on Twitter only lasted up to one week following the attacks.

This study provides insight into the ways DMOs are using social media for crisis communication. These results inform DMOs on their responsibility in communicating information during a terrorist attack. Messages of support are useful in the recovery stage, but tourists need information on how to stay safe and Twitter is often the first source people go to for information (Simon et al., 2014).

This study aims to investigate the key elements that influence knowledge sharing practice, primarily the relationship between knowledge sharing practice and organizational performance within the oil and gas (OG) industry.

A sample of 203 responses was collected from the OG industry using an online questionnaire. Data were analyzed using applied structural equation modeling to validate the model and test the hypotheses.

The results indicate that significant relationships exist among the model constructs. These findings provide a better understanding of the factors that influence knowledge sharing practices within the OG industry. These findings prove that knowledge sharing practices positively impact organizational performance through cost reduction, organization growth and intangible benefits.

This study demonstrates that organizations in the OG industry may increase performance by adopting knowledge sharing practices. This study also provides practitioners with important information to enhance knowledge sharing practice within their organizations. For instance, managers should focus on Web 2.0 and other knowledge sharing systems to facilitate both tacit and explicit knowledge sharing. The findings provide empirical evidence that knowledge sharing practices allow organizations to transfer expert knowledge to younger generations of employees. As a result, organizations will be able to capture knowledge and alleviate the negative impact of high staff turnover within the OG industry.

The lack of knowledge sharing practices and the eminent loss of technical knowledge within the (OG) industry, because of retirements and turnover, create a difficult challenge for practitioners. Research on knowledge sharing within the OG industry is limited. Therefore, this study provides an in-depth analysis regarding the critical knowledge sharing practices and valuable information to researcher and practitioners’ knowledge sharing practices within the OG industry.

This research aimed to measure the influence of resource dependency (trading and/or shareholder's dependencies) squad age structure by building archetypes to identify strategic dominant schemes.

Based on the Ligue 1 football clubs from the 2009/2010 season to the 2018/2019 data, the authors use the k-means classification to build archetypes of resource dependency and squad structure variables. The influence of resource dependency on squad structure is then analysed through a table of contingency.

Firstly, the authors identify archetypes of resource dependency with some clubs that are dependent on the transfer market and others that do not count on sales to balance their account. Secondly, they provide different archetypes of squad structure choices. The contingency between those archetypes allows to identify three main strategic schemes (avoidance, shaping and adaptation).

The research tests an original relationship between resource dependency of clubs and their human resource strategy to respond to it. This paper can help to provide detailed profiles for big clubs looking for affiliate clubs to know which clubs have efficient academy or player development capacities.