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The mechanism of stress formation in glass under‐going conditions of rapid cooling, and the factors affecting the properties of the toughened glass produced are discussed. The application of techniques for measuring the temperature of glass, to the control and study of the toughening process are described.

Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and other positive organizational outcomes. Less research has addressed the processes that shape individual efficacy levels. This article explores the role of emotional intelligence and causal reasoning patterns in the development of self‐efficacy beliefs. A research model is forwarded along with associated propositions. Lastly, the implications, limitations, and future research directions of this research are discussed.

This study seeks to contribute to the relatively sparse literature on how emerging market firms (EMFs) acquire firm-specific advantages (FSA), how they adjust their organizational structures, processes, HR policies, leadership and cultures in the internationalization process, and how they interact with their domestic institutional context.

We report the results of a survey sent off to the most internationalized Indian firms, measured by foreign income. Our survey includes 26 variables measuring individual aspects of organizational innovation.

Our respondents report significant changes along all 26 organizational variables over the period investigated (2003–2008). Based on self-reported assessments by top managers, our findings suggest: first, that Indian firms are rapidly transforming their organizations, second, that Indian executives are increasingly confident that they will be able to compete successfully on an international scale, and third, that Indian firms may increasingly benefit from organizational innovation complementing their low cost advantages.

First, our sample size is relatively small at 76. Second, the ratings on the organizational variables we studied are based on self-reporting. Finally, our survey especially captures developments at the largest and most international Indian companies.

With its organization-wide scope of analysis, our study may guide EMF managers looking at organizational innovation in the internationalization context.

This paper elucidates the interplay of Indian firms’ internationalization and organizational innovation.

The “off-price” retailing concept is defined as the presentation of limited inventories of products in a “disorganised” retail environment which provides an extra level of “challenge” to the shopping experience. Research has identified “off-price” shoppers as those who approach this challenging experience in a purposeful, task-driven way. This current research contributes new knowledge by testing the impact of antecedents (i.e. involvement) on the “off-price” shopper experience and the moderating role of national culture across two distinct cultural groups.

Data were collected via a self-completed, anonymous, online survey provided to a sample of Australian (n = 355) and Chinese (n = 400) shoppers who were identified as regularly shopping for fashion in “off-price” retail stores.

The research found that the consumer's level of involvement positively impacted their “off-price” shopping experience in terms of effort/mastery and pride. However, in contrast to current knowledge of East-Asian and Western cultural variances, limited moderation effects were identified. All national cultural dimensions interacted with product involvement in influencing consumer pride. Whilst product involvement decreased with pride in higher individualism, uncertainty avoidance, long-term orientation and indulgence cultures, these reversed in cultures with a lower score in these four dimensions.

This new research extends knowledge of “off-price” shopper behaviour by testing the levels of involvement and experience across two distinctly different cultures – East Asian and Western – and challenges existing knowledge of cultural variances. Further, the work extends the use of achievement goal theory as an approach to delineate these consumers from other cohorts.

To date, a general self‐efficacy concept has been the standard model for prediction of sales performance, and there has yet to be a published study that combines the three variables: sales performance, self‐efficacy, and sales communication behaviors. It is proposed that a model which takes into account the behaviors of getting, giving, using, and planning, and the self‐efficacy of these behaviors, will be a better predictor of sales performance in sales representatives.

This study used a sampling of 110 pharmaceutical sales representatives to measure general self‐efficacy, specific self‐efficacy, behaviors, and sales performance. With the data, the research tested nine hypotheses.

The self‐efficacy of behaviors such as getting, giving, using, and planning are positively correlated with performance of these behaviors. Increased self‐efficacy of behaviors actually proved to decrease performance of those behaviors, yet the increase in behaviors resulted in increased sales performance.

The differentiation of specific self‐efficacy, with regard to the behaviors of getting, giving, using, and planning, proved to be a superior indicator of sales performance as opposed to general self‐efficacy. Although the findings of this study were not what was originally intended, the inverse nature of the results prove that a model of this nature will assist management in predicting and managing levels of productivity within their sales force.

The present study aims to contribute to the growing cross‐national body of literature on work‐family conflict (WFC) and family‐work conflict (FWC) issues by examining the interrelationship of these constructs with other variables in the context of a transitional economy.

Data were collected using self‐report questionnaires distributed to retail salespeople in Hungary. Hypothesis tests were conducted using structural equation modeling.

The results revealed that WFC is strongly related to job stress, while FWC is not, and that job stress fully mediates the effect of WFC on turnover intentions. It was also found that self‐efficacy, as a moderator, heightened the positive effect of WFC on job stress, but attenuated the effect of FWC.

Future research could examine both the deleterious and beneficial effects of role identity spillover and include additional psychological work outcomes beyond turnover intentions. Assessing the impact of collective efficacy in addition to individual self‐efficacy is also warranted in future studies conducted in transitional economies, especially those with collectivistic cultures.

The authors' evidence that WFC is more strongly related to job stress than FWC underscores the need for retailers to implement progressive policies to create supportive work environments, which can reduce WFC and FWC. The finding of the contingent effect of self‐efficacy also has important implications for recruiting and training practices of retailers operating in transitional economies.

This study is among the first to compile the multiple theoretical rationales for the moderating effect of self‐efficacy and empirical evidence that it operates in opposite ways relative to WFC and FWC.

New firm creation plays an important role in economic development and growth. Despite the recognized importance of general and entrepreneurial self-efficacy for entrepreneurship, new firm creation, and growth, research has devoted minimal attention to explicitly investigating the relationship between marketing self-efficacy and firm creation. The purpose of this paper is to examine the relationship between marketing self-efficacy and firm creation.

Data were collected in two European countries (Finland and Slovenia). Regression analysis was used to test the hypothesis.

The findings of this study demonstrate that marketing self-efficacy makes a difference in firm creation.

The model advanced in this study is partial and not comprehensive. Gaining insights into marketing self-efficacy-based firm creation in established economies of northern Europe and transition economies of Central and Eastern Europe can be valuable for broadening the new firm formation research and improving marketing self-efficacy-related practices in these countries.

Practitioners and policymakers need to be aware that marketing self-efficacy can be an important driver of new firm creation.

It is suggested that economic policymakers make funds available or channel investments into training and education in marketing abilities in elementary, middle, higher, and university education levels in order to increase marketing self-efficacy levels in the population.

This study contributes to a better understanding of firm creation induced by marketing self-efficacy by developing and testing a normative model.

This study examines the relationship between emotional intelligence, self-efficacy and organizational commitment, focusing on the mediating role of self-efficacy in the relationship between emotional intelligence and organizational commitment.

The authors used an online survey to collect data for this purpose. The sample consisted of 145 employees of different organizations in Kosovo. To test the hypothetical model, a mediation analysis was conducted using PROCESS Model Type 4.

The results show that emotional intelligence is positively related to self-efficacy and that self-efficacy is positively related to organizational commitment. Furthermore, the results of the mediation analysis confirm that the relationship between emotional intelligence and organizational commitment is mediated by self-efficacy.

For future research, the authors recommend using the sub-dimensions of the above variables to test this model, and multiple models could be formulated. At the same time, the survey can be applied to managers to examine their emotional intelligence and to determine whether emotional intelligence influences their organizational commitment through self-efficacy. Consistent with the findings of this study, managers and executives in organizations should consider the emotional intelligence of their employees and that the employees with higher emotional intelligence have higher self-efficacy and can perform better.

This study extends the current literature in organizational behavior and provides a comprehensive understanding of the relationship between emotional intelligence, self-efficacy and organizational commitment. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.

The goal of the leadership development process is to enable the individual to learn how to become a self-leader and for any organization to develop leaders. Self-leadership represents an individual's ability to exercise control (self-efficacy) over his or her choice of situations in which to participate in and to provide intrinsic rewards that are usually associated with achieving goals. The paper aims to discuss these issues.

This study presents and describes a conceptual model that will help us to understand the critical dimensions (e.g. self-esteem) associated with self-leadership and the interrelatedness of these dimensions.

The conceptual model that the author describes in this paper provides a comprehensive overview of self-leadership that extends Neck and Manz's (2010) conceptual model. It does so by identifying all the critical super ordinate mediators referred to by Deci et al. (1981) as internal states (referred to in this study as “dimensions”). These “dimensions” are then organized into his or her own singular system which leads to specific types of behavior. Through elucidating the important mediators and learning about and understanding how behavior, an individual's internal processes and external forces influence each other (in what Manz, 1986; Bandura, 1978 refer to as reciprocal determinism), we can begin to understand how to design more effective leadership development programs. Additionally, by studying these mediators any organization can develop clearly defined profiles of potential leaders; in turn, this will help an organization screen candidates more effectively to fill leadership jobs.

This concept piece offers a comprehensive model of the self-leadership process that includes all the important issues and the relationship among the important issues.

Libraries, museums and cultural centers have long served as cultural ambassadors and foreign policy instruments, bridging diplomatic relationships among nation-states and institutions. The purpose of this scoping review is to ascertain and understand the emerging areas of research on libraries, museums and cultural centers in foreign policy and cultural diplomacy within broader research paradigms of international relations, social sciences, education and library and information studies by systematically mapping key concepts and identifying the types of studies and knowledge gaps.

Using the Joanna Briggs Institute’s (JBI) Manual for Evidence Synthesis, relevant peer-reviewed journal articles, books and book chapters that were published over a wide time period in any language from various databases were systematically examined. Two reviewers worked independently to extract the data and reached a consensus regarding the inclusion criteria using the JBI’s data charting template.

In total, 6,436 citations were screened, and 57 documents were identified as eligible for inclusion. The following sequences were reviewed and explored: study characteristics, theoretical approaches and research themes. The research themes were grouped into broader ones that included goals, actors, strategies and instruments. Finally, the concentration and clusters of ideas and gaps that emerged in the identified studies were investigated, resulting in a discussion of the recommendations and directions for future research.

This first scoping review is a useful tool for investigating the changing and novel roles of libraries, museums and cultural centers in cultural diplomacy and foreign policy. Although substantial work exists on the topic, the potential remains for interdisciplinary research to challenge and extend the current knowledge about cultural diplomacy practices in libraries, museums and cultural centers.