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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00400919610150563. When citing the article, please cite: Jeff Gold, Nicola Whitehouse, Marcus Hill, (1996), “‘If the CAPS fit…’: learning to manage in SMEs”, Education + Training, Vol. 38 Iss 9 pp. 27 - 33.

To explicate the qualities of cooperation among leaders and their organizations during crisis, we studied the response to the 2013 Boston Marathon bombings. Through interviews and analysis, we discovered leaders successfully overcame obstacles that typically undermine collective crisis response. Qualitative analysis revealed five guiding behavioral principles that appeared to stimulate effective inter-agency leadership collaboration in high stakes. We draw upon concepts of collective leadership and swarm intelligence to interpret our observations and translate the findings into leader practices. We focus on replicable aspects of a meta- phenomenon, where collective action was greater than the sum of its parts; we do not evaluate individual leader behavior. Our findings provide a starting point for deeper exploration of how to bolster public safety by catalyzing enhanced inter-agency leadership behavior.

We investigate whether active involvement of private equity firms in their portfolio companies during the holding period of a later-stage private equity investment is related to increased levels in operating performance of these companies. Our analysis of unique survey data on 267 European buyouts and secondary performance data on 29 portfolio companies using partial least squares structural equation modeling indicates that private equity firms, that is, their board representatives, can increase operating performance not only by monitoring the behavior of top managers of portfolio companies, but also by becoming involved in strategic decisions and supporting top managers through the provision of strategic resources. Strategic resources, in particular expertise and networks, provided by private equity firm representatives in the form of financial and strategic involvement are associated with increases in the financial performance and competitive prospects of portfolio companies. Operational involvement, however, is not related to changes in operating performance. In addition to empirical insights into the different types of involvement and their effects, this chapter contributes to the buyout literature by providing support for the suggested broadening of the theoretical discussion beyond the dominant perspective of agency theory through developing and testing a complementary resource-based view of involvement. This allows taking into account not only the monitoring, but also the more entrepreneurial supporting element of involvement by private equity firms.

Suggests that graduates face a crucial challenge in attempting to transfer new ideas into British small and medium enterprises (SMEs). Claims that many find their ability to act limited, resulting in frustration and disillusionment. Examines how graduates involved in the Company Associate Partnership Scheme (CAPS) at Leeds Metropolitan University attempt to tackle the problems that they face via a process of problem management and learning. Highlights some of the crucial features of technology transfers into SMEs.

The purpose of this study is to identify sociodemographic factors that are predictive of the level of everyday sadism (SAD) in the business area.

A survey was conducted on 424 graduate and postgraduate students from business schools in Brazil and the USA. SAD was quantified by the assessment of sadistic personality proposed by Plouffe Saklofske and Smith (2017). The variables included age, gender, managing experience, education and nationality.

The average level of SAD was low. SAD was negatively associated with gender, age and nationality and positively associated with managing experience and education.

As individuals ascend professionally and academically, they display higher levels of everyday sadism. Depending on the context, dark personalities can cause either benefit or harm to the company's business and to society. However, the literature shows that seeking pleasure and dominance with no regard for consequences affects the business area directly or indirectly.

Very few studies have addressed everyday sadism in the business area, let alone evaluated predictive factors and discussed possible implications.

For today’s organizations, learning and development has established itself as a critical part of the corporate agenda. However, while the argument as to its lasting value has been won, many corporations struggle to find the most appropriate route forward for their needs. One of the initial stumbling blocks concerns how the whole learning element should be handled. Should the management be internal, or instead led by external training specialists? There are strong arguments on both sides, but the case for involving external consultants is gathering momentum as companies realize the potentially huge impact on training effectiveness that can result.

The purpose of this study is to explore the concept “the social creation of mental illness”, consider whether there is enough research evidence to support the thesis that mental illness can be socially caused, compare the social model to the medical model of the creation of mental illness and explore what may be necessary for the social causation model of mental health to be widely adopted and acted upon.

This study conducts a literature review seeking to identify the likely candidates for socially caused mental illness and explores whether there was research or other evidence for “the social creation of mental illness”.

Each area that was examined, from the literature, supported the notion of social factors being linked to, and predictive of, the social creation of mental illness; there appears to be a prima facie case for mental illness being predominantly socially created.

It is one thing to identify risk factors, links with and predictors of mental ill health. It is quite another to prove the chain of causality between particular types of social trauma and the emergence specific mental dysfunctions. In the same way that tobacco was widely known to be dangerous to physical health, yet it took decades to collate enough evidence to persuade physicians and politicians to act, it is likely that it will be some time before the causal link between social factors and emerging mental dysfunction can be demonstrated with enough rigour to encourage politicians and mental health professionals to act. This paper seeks to make a contribution to that process.

If social factors are found to be the primary creators of mental illness, then more appropriate methods of helping those afflicted can be developed.

Currently, the mental health system is based on the medical model. Vast and increasing resources are being allocated to mental health, yet the numbers of people disabled by mental health problems continues to increase. It appears that the medical model is false and failing. If the most common causes of mental ill health are social, then more appropriate help can be provided, and preventative measures can be developed.

By laying out some of the evidence that social factors are a primary predictor or cause of mental illness, it is hoped that future researchers can devise mechanisms to identify the causal route between various forms of social harm and the development of mental illness.

As knowledge hiding is prevalent and often leaves severe detrimental consequences in its wake, it is imperative to place strategies on the front burner to identify its potential antecedents forthwith if there is going to be any headway to curtail the incidence of this phenomenon in organizations. Therefore, this study aims to examine the relationship between dispositional greed and knowledge hiding with the perceived loss of knowledge power as an underlying mechanism.

A multi-wave, three weeks apart strategy was used for data collection. A sample of 262 employees working full-time in various organizations operating across different industries in Nigeria participated in this study. Data were analyzed with partial least squares structural equation modeling.

The results showed that dispositional greed related positively to a perceived loss of knowledge power but insignificantly to any of the three dimensions of knowledge hiding (i.e. playing dumb, evasive hiding and rationalized hiding). On the other hand, the relationship between perceived loss of knowledge power and the three dimensions of knowledge hiding was positive. Finally, dispositional greed had an indirect positive relationship with the three dimensions of knowledge hiding through perceived loss of knowledge power.

All the variables were self-reported, which may lead to the same source bias.

Human resources managers can subject employees to cognitive restructuring training to help them identify thinking patterns that contribute to the perception of losing their power in the organization if they share knowledge and help reshape their perceptions regarding knowledge sharing. Management can use rewards to encourage employees to adopt knowledge sharing and refrain from knowledge hiding as a desired organizational norm.

This study offers novel insights that identify an underlying mechanism that encourages greedy employees to enact knowledge hiding.

Drawing on threatened egoism theory, tournament theory and the extended agency model of narcissism, this paper aims to compare the effects of two different forms of grandiose narcissism of employees, namely, narcissistic rivalry (NR) and narcissistic admiration (NA), on knowledge hiding (HIDE), and investigate the potential mediating mechanism and boundary conditions.

Based on a three-wave survey of 296 participants recruited from six high-tech enterprises in China, the paper tests the proposed model by performing partial least squares structural equation modeling and a bias-corrected bootstrapping procedure.

The results indicate that NR facilitates knowledge hiding, while NA inhibits employees’ knowledge-hiding behavior. Emotional exhaustion plays a significant mediating role between NR and HIDE, and interpersonal trust negatively mediates the relationship between NA and HIDE. Moreover, interactional justice perception not only weakens the positive correlation between NR and emotional exhaustion but also weakens the indirect influence of NR on HIDE via emotional exhaustion. On the contrary, interactional justice perception strengthens the impact of NA on interpersonal trust, thus enhancing the mediating effect of NA on HIDE.

The present study expands the literature on knowledge management by addressing the underlying paradoxes of grandiose narcissistic employees’ HIDE behavior based on different connotations of narcissism and revealing the intervening mechanism with interactive justice perception as the moderator.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.