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As Chinese companies move to the world stage of business, they must leverage a more knowledgeable and collaborative workforce to meet new challenges. The purpose of this paper is to investigate how two prominent individual attributes, education, and allocentrism, create work tension for human capital practices in Chinese companies.

Surveying nearly 500 workers in four Chinese companies and using multi-level methodology.

The authors found that higher levels of education work to the detriment of employees’ affective organizational commitment (AOC) and positively influence seeking-to-leave behavior. In addition, this study suggests a positive relation between allocentrism and AOC. Personalized leadership, a common leadership style in high-power distance cultures such as China, further exacerbates the problems with higher levels of education and diminishes the commitment benefits of allocentrism. Conversely, regardless of leadership style, if supervisors involve workers in decision-making activities, those workers who are more educated will become more committed to the organization and less likely to leave.

The data were collected using self-reported questionnaires, which may cause common method variance. The reliability for personalized leadership was slightly below 0.70. This may be due to the multiple dimensions that are reflected in leadership styles. Another limitation of this study is its focus on allocentrism without considering other personal expression of cultural values. This approach could be too narrow (Gelfand et al., 2007).

This study suggests that members who endorse allocentrism might be more likely to have high-affective commitment. If managers can select individuals high on the allocentrism scale, there is a higher likelihood these individuals will attach emotionally to the organization. Managers should not simply conclude that idiocentrics are “worse” employees than allocentrics. Instead, managers may utilize effective management tactics to cultivate more socialized leadership visions among their supervisors. Finally, the authors find that independent of whether leadership is more or less personalized, managers can retain valued educated workers by including them in decision-making activities.

The authors have found that education may serve as a double edged sword for employers. As hypothesized, the findings suggested that employees’ level of education negatively relates to their affective commitment for their organizations. This study also contributes to the knowledge on the role of culture at the individual level (i.e. allocentrism) and how it affects employees’ attitudes and behavior. The authors found that workers who more highly value the group that they function within (allocentrics) tend to be more affectively committed to their organization.

It is one of the first studies to examine educational level and cultural orientation as antecedents to affective commitment, especially in Chinese businesses where workers’ education level is a growing phenomenon and allocentrism is a traditional characteristic of Chinese workers. Also, understanding the dynamics of group-individual linkages is generally most helpful to understanding organizational phenomenon (House et al., 1995). This meso framework is a hallmark feature of the study, given the hierarchical nature of the research inquiry and data set.

Although organizations are investing heavily in digital transformation (DT) of the sales function, implementation and exploitation at the sales force level are ongoing challenges. As sales managers serve as conduits of influence between top management and the sales force, the success of strategic initiatives, such as DT, hinges heavily on leveraging their influence to promote change adoption at the sales force level. Accordingly, this research is guided by the research question: how can sales organizations secure the buy-in of sales managers and induce their championing behaviors directed toward the sales force?. The purpose of this paper is to investigate how organizational and psychological resources influence sales managers' DT change champion through their change readiness.

Construing DT in sales as an organizational change that creates contextual job demands, the theoretical framework offers several hypotheses linking organizational and personal resources with sales managers’ change readiness and championing behaviors. The perceived impact of change is included as a moderating variable. Using data from a sample of 176 business-to-business sales managers, the hypotheses are tested using partial least squares structural equation modeling.

The authors demonstrate that two change-related organizational resources (change communication and change mobilization) and a personal psychological resource (psychological capital) facilitate sales managers’ emotional and cognitive change readiness, which, in turn, enhances their championing behaviors toward DT initiatives. Further, the authors find that perceived change impact augments the effects of organizational and psychological resources on change readiness, thus highlighting the importance of effective positioning of the outcomes of change.

This study provides practitioners with actionable guidance on securing the buy-in of sales managers for change initiatives such as DT. Specifically, communication and mobilization are critical inducements. Managers who score high on psychological capital can be targeted as change agents. Further, the impact of change needs to be framed positively, as the resultant perceptions magnify the effects of organizational resources.

While prior research has examined salespeople’s response to change, very little is known about the antecedents of change readiness and championing behavior among sales managers. Based on the results, the authors identify theoretical and managerial implications as well as future research directions.

The homosexual community has undoubtedly been assuming senior managerial positions of authority within government for generations, Clinard (1968). However, homosexuals are now moving more publicly, rather than surreptitiously into the echelons of managerial roles within the bureaucracy, (Clinard, 1968, Barker & Allen,, 1976, Wofford, 1993). This research suggests that this homosexual openness has in some cases created an environmental despotism where the homosexual managerial minority may openly and selectively discriminate towards their fraternal association and specifically against the heterosexual majority. Is there now the means, for homosexual managers to impose retribution for the chronicled persecution of homosexuals by heterosexuals? If so, could this retribution be leading to homosexual managers replicating the ideologies of the “old boys’ club” by creating their separatist “guys’ club”. Would this sex-oriented preference discrimination resemble a somewhat disturbing paradox: Discrimination defined by sex inclination and such discrimination which ironically was associated with the powerful heterosexual males, and which they mysteriously fought vigorously and actively against?

The purpose of this paper is to investigate the impact of role stressors (role ambiguity, role conflict and role overload) on change readiness and in turn their effects on the withdrawal process. In addition, it explores the moderating role of colleague support in the relationship between role stressors and change readiness.

Data were collected from health care workers (n=457) in a large Canadian hospital undergoing large scale change.

The results revealed that role ambiguity and role conflict had a significant negative association with change readiness. Change readiness was related to turnover intentions which was related to higher levels of absenteeism and actual turnover. Change readiness partially mediated the relationship between role ambiguity and turnover intentions but not for role conflict and role overload. Turnover intentions partially mediated the relationship between change readiness and actual turnover but not for absenteeism. Role conflict had a direct rather than an indirect effect via change readiness on turnover intentions. Finally, colleague support moderated the relationship between all three role stressors and change readiness.

Little is known about the limiting factors of change as well as the factors that protect against them. The authors identify role stressors as a limiting factor for change and highlight their impact on change readiness and the overall withdrawal process. The results, however, also show that some demands are more commonly experienced by health care workers thereby not posing a threat to their change readiness. Colleague support is identified as a coping mechanism for mitigating against the detrimental effects of role stressors.

The purpose of this paper is the increase the flexibility of robots used for handling of 3D (food) objects handling by the development and evaluation of a novel 3D Bernoulli gripper.

A new gripper technology have been designed and evaluated. A deformable surface have been used to enable individual product handling. The lift force generated and the force exerted on the product during gripping is measured using a material tester instrument. Various products are tested with the gripper. A experimental/theoretical approach is used to explain the results.

A deformable surface can be used to generate a lift force using the Bernoulli principle on 3D objects. Using a small forming a significant increase in the lift force generated is recorded. Increasing the forming further was shown to have little or even negative effects. The forces exerted on the product during forming was measured to be sufficiently low to avoid product damage.

To be able to improve the grippers lift strength a better model and understanding of the flow is needed.

A novel Bernoulli gripper for 3D Bernoulli gripping have been designed and evaluated. The gripper enables flexible and delicate handling of various product shapes, 3D as well as 2D. Increased utilization of robots in the food industry can be gained.

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

Purpose – Overview of Hayek's cognitive theory and the contributions of chapters.

Methodology/approach – Perspective on significance of Hayek's cognitive theory for the social sciences.

Findings – Hayek's cognitive theory provides insight into his oeuvre; more importantly, it is relevant for social theory in its own right.

Research limitations/implications – Hayek's cognitive theory warrants further attention by economists and social theorists interested in evolutionary social processes.

Originality/value of paper – To counter a widespread view that the contribution to economics and social science of Hayek's cognitive theory is largely confined to methodology. Hayek's cognitive theory also provides a useful framework for furthering the understanding of evolution within the social realm.