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The purpose of this paper is to add to the debate concerning the merits of export promotion efforts by governments by investigating the effect of export promotion program (EPP) participation on the export performance of Dutch small and medium-sized enterprises (SMEs).

The authors confront participation data of an EPP targeting SMEs with rich firm-level data and use propensity score matching techniques combined with regression analysis.

The authors show that exports generated by participants do generally rise in the years after program entry, however, export growth does not outpace that of comparable, but unsupported firms. Nonetheless, there is some evidence suggesting that export shares in sales rise faster among program entrants, particularly in the first and second years after participation. Furthermore, the authors present evidence suggesting that the probability of becoming a permanent exporter is higher for participants relative to beginning exporters that did not receive support from the program.

The analysis contributes to the still relatively small literature dealing with the impact of government export promotion instruments on export performance using firm-level micro-data. The subject of analysis are Dutch small businesses. SMEs, particularly operating in advanced economies, are a group that is not frequently considered separately in this respect.

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential moderating effect of having a paradox mindset. A paradox mindset facilitates the recognition of tensions and the integration of competing demands and goals, which may fuel IWB.

At two points in time the authors gathered survey data from employees working in the mid and back office of a Dutch bank.

SLMX associates with innovative behaviour, whilst ELMX does not. However, when paradox mindset is included as a moderator, the authors find negative interaction effects of paradox mindset with both ELMX and SLMX.

The findings indicate that management should be aware of the impact that having a paradox mindset has on the innovative work behaviour of employees. Managers are well advised to assess the extent to which an employee entertains a paradox mindset and adjust the type of leadership appropriate to the situation, and in particular adjust the intensity of their exchange relationship with these employees.

Paradox mindset acts as a substitute for an employee's social relationship with the leader, as paradox mindset captures most of the variation in IWB, thereby drawing influence away from SLMX. This finding complements studies showing that a person's mindset can greatly influence innovative work behaviour.

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.

Urban green spaces are valuable to residents for a variety of reasons and some degree of management is needed to ensure at least their preservation, if not enhancement, in a rapidly urbanising society. Intensification of the urban environment brings pressure upon the undeveloped spaces within a city and an understanding of the needs of residents is needed if green spaces are to be managed in alignment with their wishes, so that changes will be accepted. However, gaining such an understanding of the complex relationships between people and their environment is difficult. Constructs may exist that researcher, respondent, or both have not yet articulated. This paper sets out to address this issue.

The repertory grid method is described as an approach that addresses this problem by researcher and respondent collectively, creating a survey instrument, which the respondent then completes.

The repertory grid technique was applied in Zurich and revealed a surprisingly dominant anthropocentric attitude towards urban green spaces.

The universal anthropocentric perspective allows the interpretation that residents see Zurich essentially as a place for people and furthermore see green spaces as places for themselves to pursue their own interests.

Application of this technique, in the context of an exploratory study, simultaneously provides direction for further research and demonstrates its utility as a tool for planners and managers of urban green spaces.

This issue is a selected bibliography covering the subject of leadership.

Currently, our understandings of the dynamics behind the effects of politicization on values and on administrative decision-making remain largely muddled and far from complete. The richness of theoretical accounts, amassed over the past eight decades, has yielded only a limited number of empirical examinations. This failure to develop a coherent collection of empirical works can be for the most part attributed to the complexity associated with studying values, particularly to the lack of clear and testable theories and models. This article attempts to address this deficit and to add to our understandings of the association between values and administrative decision-making at the individual level by explicitly testing the Broker-Purist (BP) model (within a sample of public procurement specialists). It is found that the BP model fits the data well, which suggest the framework as a valid and useful perspective for conceptualizing the effects of environmental politicization on administrative decision-making in public procurement specifically, and in public administration in general.