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This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.

A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.

The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.

This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.

This paper aims to investigate the effects task conflict has on agreement seeking behavior and interpersonal conflict. In addition, it seeks to examine the moderating role of trust on the effects of agreement seeking behavior and interpersonal conflict on the styles of handing conflict, namely, avoidance, collaboration, and third party intervention.

Using a structured survey instrument, this paper gathered data from 252 senior executives from Mainland China and analyzed these using the regression technique to see how interpersonal trust between executives moderates the relationship between conflict and conflict response mechanisms. The study also investigates the relationship between task and relationship conflict as well as agreement‐seeking behavior among Chinese executives in Mainland China.

Results show that the presence of interpersonal trust among executives affects the conflict responses for the benefit of organization. The results show that task conflict in top management teams is positively related to relationship conflict and negatively related to agreement‐seeking behavior. The data support the view that intra‐group trust moderates the relationship between agreement‐seeking behavior and collaborating responses such that high‐trust groups will have greater collaboration than low‐trusting teams. Results also support that intra‐group trust moderates the relationship between agreement‐seeking behavior and third party responses such that high‐trust groups will have greater third‐party responses than low‐trusting teams.

Self‐report measures may have some inherent social desirability bias. Despite this potential weakness, this study examines Chinese executives and therefore provides insights into top management team literature.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that administrators need to focus on interpersonal trust while dealing with the outcomes of task and relationship conflict.

Although the study is related to Chinese executives, the findings from the study, that task conflict has its affect on interpersonal conflict and agreement‐seeking behavior, contribute to the strategic decision making literature.

Research on strategic decision‐making has emphasized the importance of team decision‐making as it brings the benefits of synergy. Literature on healthcare is silent on the role of professional doctors in the strategic decision‐making process and their impact on decision outcomes. The purpose of the present paper is to empirically examine the outcomes of decisions when physician executives were involved in strategic decision‐making process in healthcare organizations.

Using a structured survey instrument, this paper gathered data from 361 senior executives from 109 hospitals in USA and analyzed the data using regression techniques on whether the presence of physicians in strategic decision‐making processes enhanced decision quality, commitment, and understanding.

Results showed the presence of professional doctors in the decision‐making process enhances commitment and decision quality in healthcare organizations.

Only the healthcare industry was considered. Self‐report measures may have some inherent social desirability bias.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that healthcare administrators need to engage physician executives in strategic decision‐making to have successful decision outcomes.

To the extent strategic decision‐making process is similar in other industries, the findings can be generalizable across other industries.

This paper examines whether public sector reforms in a developing country is consistent with the principles of new public management (NPM). It examines whether Indonesian public sector reforms from the late 1990s to 2015, specifically the adoption of accrual accounting, are motivated by NPM philosophy. Reviewing and analysing Government regulations and reports, the study finds that the reforms are an attempt to implement NPM, specifically in relation to five financial management aspects (i.e. market-oriented, budgeting, performance management, financial reporting and auditing systems). However, the reforms are inconsistent with the NPM philosophy of efficiency and effectiveness in public service provisions. By requiring the use of the existing system, the reforms actually created inefficiency. This research is novel in investigating the gap between 'ideal concepts' and examining practices in an emerging country context.

School-aged children living in Montgomery and Troy located in Central Alabama are particularly vulnerable to food insecurity. This study used a one-group pre-test–post-test research design to investigate if gardening and nutritional activities could be used as effective intervention to reduce levels of food insecurity among school-aged children. Statistical results found that several of the participants live in urban food deserts. Food insecurity scores were higher for participants in Montgomery compared to those in Troy, AL. The relationship between parental income, household size, and location were important indicators for measuring food insecurity among participants. Recommendations for future research include expanding the scope of study to different sites and climates with larger samples to enhance our understanding of gardening and nutritional educational activities on food insecurity among school-aged children.

The purpose of this paper is to examine the relationships between CEO ownership, stock option compensation, and risk taking. The authors include important CEO power variables as moderators.

The paper uses a longitudinal regression analysis. In addition, the paper includes interactional plots for further interpretation.

The results indicate that CEO ownership reduces risk taking, while there is a partial support that stock options increase risk taking. CEO tenure is a powerful moderator that decreases risk taking in both CEO ownership and CEO stock option scenarios. Board independence, counter to the hypothesis in this paper, may encourage risk taking.

The findings in this paper provide support for the inclusion of CEO power variables in CEO compensation studies. However, the study examines large publicly traded companies; thus, all findings may not be applicable to small- and medium-sized companies.

Scholars have encouraged more complex CEO compensation models and the authors have examined both main effect and interaction models.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and discuss the differentiation between team-related and task-related definitions of each. In so doing, we discuss their relevance to team effectiveness in science teams and provide guidance on notional areas of research for understanding how these are related to effectiveness in science teams.

In the paper “Predicting the Outcome of Tender Offers: An Endogeneity Problem”, we argue that previous econometric models designed to predict the outcome of tender offers have been estimated incorrectly. We illustrate that the source of the estimation error comes from variables which are posited to explain the outcome of tender offers and treated as exogenous when in fact they are endogenous. We discuss the possibility, using the Nelson‐Olson simultaneous equation model, to solve the endogeneity problem. Although correct at the theoretical level we did not actually estimate the model using the Nelson‐ Olson technique. The complexity of applying the Nelson‐ Olson technique motivated us to search for an alternative solution to the endogeneity problem.