Author
Bridget Pym
Bio: Bridget Pym is an academic researcher. The author has contributed to research in topics: Permissive. The author has an hindex of 3, co-authored 4 publications receiving 490 citations.
Topics: Permissive
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428 citations
50 citations
9 citations
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TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
9,212 citations
TL;DR: In this article, an empirical test fails to support agency theory and provides some support for stewardship theory, which argues that shareholders interests require protection by separation of incumbency of roles of board chair and CEO.
Abstract: Agency theory argues that shareholder interests require protection by separation of incumbency of roles of board chair and CEO. Stewardship theory argues shareholder interests are maximised by shared incumbency of these roles. Results of an empirical test fail to support agency theory and provide some support for stewardship theory.
2,957 citations
TL;DR: In this article, a set of ground rules and vocabulary to facilitate focused discussion about the structure of organization and management theories are proposed, and a matrix of criteria for evaluating the variables, constructs, and relationships that together compose a theory is developed.
Abstract: A set of ground rules and vocabulary to facilitate focused discussion about the structure of organization and management theories are proposed. The many previous efforts at defining and evaluating theory help establish criteria for theory construction and evaluation. In the establishment of these criteria, description is distinguished from theory, and a matrix of criteria for evaluating the variables, constructs, and relationships that together compose a theory is developed. The proposed matrix may be useful both for defining the necessary components of good theory and for evaluating and/or comparing the quality of alternative theories. Finally, a discussion of the way theories fit together to give a somewhat broader picture of empirical reality reveals the lines of tension between the two main criteria for evaluating theory.
2,014 citations
TL;DR: In this paper, the authors describe the scope of (work-related) cultural differences as they were revealed by research in more than 50 countries around the world and discuss how these differences affect the validity of management techniques and philosophies in various countries within the functioning and meaning of planning.
Abstract: The nature of management skills is such that they are culturally specific: a management technique or philosophy that is appropriate in one national culture is not necessarily appropriate in another. The paper describes the scope of (work-related) cultural differences as they were revealed by research in more than 50 countries around the world and discusses how these differences affect the validity of management techniques and philosophies in various countries within the functioning and meaning of planning.
1,357 citations
VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
1,227 citations