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This paper investigates the influence of team characteristics and organization context factors on new product quality and compares these influences on Taiwanese (Collectivists) and American (Individualist) teams. For the Taiwanese teams, new product quality was positively affected by the capability of information integration and quality orientation of the firm, but was negatively influenced by speed-to-market pressure and level of product innovativeness. Functional and tenure diversity had no effect on new product quality. The capability of information integration in a team tended to reduce the negative effect of speed-to-market pressure on new product quality. For American teams, new product quality was positively affected by functional diversity, capability of information integration in the team, and quality orientation of the firm, but negatively influenced by supplier involvement. Customer involvement did increase the positive effect of the capability of information integration on new product quality.

This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.

Iron preceded steel in the history of the metal industry. It was used for over three thousand years, and when the British settled in North America, the first iron works was set up at James town, Virginia, in 1621. By the time of the American Revolution, the colonies were producing one‐seventh of the world’s supply of pig iron at thirty thousand tons. Steel is made by alloying iron with carbon to produce a hard, strong metal. It was expensive to manufacture and the United States imported most of its steel until after the Civil War. The steam age provided much growth to the iron industry in the 1800s, with enormous demand for iron rails. Pennsylvania, with its large deposits of anthracite coal, was the nation’s leading state in the iron industry. Aided by the great iron ore deposits in the Great Lakes area and cheap water transportation, the production of iron and steel drove the Industrial Revolution, and the Mid west became the centre of American heavy industry. Developments in steel processing during the mid 1800s lowered the cost of steel production and allowed the use of steel for rail roads, construction, and other industrial uses. By 1883, approximately twenty years after the Civil War, the United States produced nearly 115,000 tons of steel and the Iron Age disappeared. The American steel industry continued to grow rapidly and by 1910 it produced more than 24 million tons, which was the greatest of any country. One of the high lights of the steel industry was the establishment of United States Steel Corporation in 1901 led by J. Pierpont Morgan and Elbert H. Gary. The corporation was valued at $1.4 billion and controlled more than 60 percent of the US market. The strength of America’s steel industry continued after World War II and peaked in 1969 at 141,262,000 tons. At this time, competition from steel plants abroad with lower labour costs and newer mills started edging in on the US market. By 1975, US steel production declined to 89 million tons, but rebounded slightly in the late 1980s (Gordon). The American steel industry would not be central to the economy as it had for the previous 100 years.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Multiple infectious control measures, e.g. social distancing, city lockdown and mask-wearing, have been implemented since the coronavirus disease 2019 (COVID-19) outbreak. Given the bidirectional relationship between foundational movement skills (FoMS) and physical activity (PA), and inadequate PA in Chinese children and adolescents, FoMS tends to decrease during and after the COVID-19 pandemic. Therefore, the purpose of this paper is to systematically review the literature about the impact of the COVID-19 pandemic on FoMS of individuals aged 5–17 years in Chinese societies.

Preferred Reporting Items for Systematic Reviews and Meta-Analyses was followed. Peer-reviewed articles on four electronic databases (Scopus, Web of Science, EBSCOhost and PubMed) were searched on 8 May 2024. The quality of each study was evaluated by the Mixed Methods Appraisal Tool (MMAT) version 2018. Two independent reviewers were involved in all study selection and appraising procedures.

Among 18,450 records identified, 10 quantitative studies analysing student participants were included. The overall quality of these studies was high, with an average score of 86% in MMAT. The variations among these studies led to inconclusive evaluations. So as to advance the quality of future research and assessments, investigating more aspects of FoMS, standardising physical test protocols and report styles and adopting multiple research designs should be achieved.

To the best of the authors’ knowledge, this is the first review synthesising evidence about FoMS for Chinese children and adolescents. A definitive conclusion cannot be provided due to certain methodological issues. The current situation of FoMS and future research directions were illustrated.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Two perspectives provide alternative insights into household composition in contemporary Eastern Europe. The first stresses that individuals have relatively fixed preferences about living arrangements and diverge from them only when they cannot attain their ideal. The second major approach, the adaptive strategies perspective, predicts that individuals have few preferences. Instead, they use household composition to cope with economic hardship, deploy labor, or care for children or the elderly. This article evaluates these approaches in five post‐socialist East‐European countries, Bulgaria, Hungary, Poland, Romania, and Russia, using descriptive statistics and logistic regression. The results suggest that household extension is common in these countries and provide the most evidence for the adaptive strategies perspective. In particular, the results show that variables operationalizing the adaptive strategies perspective, including measures of single motherhood, retirement status, agricultural cultivation, and poverty, increase the odds of household extension.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

James March argued that irrational approaches to problem solving and foolishness can be useful for addressing complex problems. Grand challenges are complex problems that often involve “guarded societal institutions” – societal beliefs and practices guarded by political or commercial powers. To explain how organizations with impossible goals dismantle such institutions by mobilizing irrationality and foolishness, we develop a process model which is illustrated with the case of People for the Ethical Treatment of Animals. Our main contribution is to expand James March’s ideas on logics of action and organizational intelligence to advance a novel perspective for tackling big societal problems. We argue that foolishness is not only a means for finding distant solutions to complex problems but also a means for generating sustained motivation, well-being, and ideas that spark debate and lead to the questioning of taken-for-granted societal beliefs.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.