advantage. Managers′ cognitions, or belief systems, play an important role in the decision‐making process that leads to the … used to reveal managers′ beliefs about the causes and effects of a particular type of technological innovation. These … managers′ beliefs are compared with suggestions made in the academic literature about the factors that influence a firm′s level …

Deals with the manager and the organization from the point of view of personal counselling of managers. Sharpens the …

performance ratings. Data were collected from 3,232 managers (499 work groups) in a large North American information systems firm … likely value of upward feedback to managers in different units and the need to educate supervisors in broader aspects of …

and problems of the intervention. Also provides lessons for trainers and line managers in professional environments, but …

‐psychological orientation of managers in terms of self‐responsibility and collectivist values which, in turn, affects the performance of … companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found … that top managers have a higher internally determined self‐responsibility and a stronger group adaptation value orientation …

for the selection of managers. Notes that selection practices based on personality testing are not embedded in an explicit … testing in selection. Makes suggestions for improving the ways in which such tests should be used in selecting managers.  …

Describes some of the challenges that face managers who try to integrate their spirituality with their work, focusing …

measure of influence/power‐sharing was an appropriate indicator for decision‐making patterns in the Chinese circumstances …

German and British managers who were attending professional training courses in management were required to rate … managers from the other country as to how they perceived them. The profiles were significantly different, with British managers … the factors rejecting and hardworking. There were no differences between cultures in their perception of managers along …