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To better understand fruit consumption and its determinants this paper aims to explore the relationship between the consumption of different types of fruit and other snacks and consumer taste preferences for sweet, salty and sour is explored.

Respondents (n=2,083) from Poland, Greece, Spain and The Netherlands filled out an online questionnaire in which the consumption of fresh fruit, sweet snacks, salty snacks, orange juice and dried fruit was measured as well as consumer self‐reported taste preferences and personal orientations towards health, convenience, price and routine behaviours.

A total of 29 percent of the total sample preferred salty tastes, whereas 21 percent preferred sweet tastes; 1 percent preferred sour tastes, and 39 percent indicated no preference. In contrast with the expectation that people who preferred sweet tastes consume more fruits and fruit products, the results imply that consumers with a sour taste preference consume more fruits and fruit products. In addition, consumers with a sour taste preference seem to be less convenience‐oriented and have more routine behaviours with regard to fruit. In contrast, consumers with a sweet taste preference eat more chocolate bars and are more convenience‐oriented.

The self‐reported measurement of taste preferences requires further justification to be used as a measurement instrument, e.g. formulation of the items, different cultures and linkage with preferences based on sensory testing.

These findings show that the sweet tooth hypothesis is much more complicated if we consider not only consumption, but also self‐reported taste preferences.

The paper explores self‐reported taste preferences, the sweet tooth hypotheses and fruit consumption.

This study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.

Effectiveness data and managerial capability ratings from more than 1,600 manager–supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager–supervisor fit and managerial effectiveness.

Our results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager–supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager–supervisor fit varies across lower, middle and top-level management dyads.

This study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness.

This article informs managers, supervisors and HR professionals about pitfalls in organizations that degrade effectiveness.

This article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels.