An Exploratory Study of Technopreneurial Intentions: A Career Anchor Perspective

The importance of understanding the careers of global leaders, who typically have careers including various international positions and assignments, has increased due to the globalization of business. One relevant approach to such careers is the internal career approach. Here the career anchor is seen as a person's self‐concept, consisting of self‐perceived talents, values, and the evolved sense of motives as they pertain to the career. The present study provides new evidence regarding such career anchors of global leaders through a qualitative research setting. The results of the study indicate that most managers saw that their decisions are based on two or even three career anchors instead of one dominating anchor. The most typical career anchors of the original career anchor classification were managerial competence and pure challenge. The key conclusion is the importance of the new internationalism anchor among the global leaders: the clear majority of them ranked the internationalism anchor as their major anchor or among the few major anchors.

Career anchors of managers with global careers

Of many managerialist panaceas, the most prevalent one today is the assertion that private sector practices will solve the public sector’s “self‐evident” inadequate performance. This managerialist view assumes hegemonic proportions in Anglo‐Saxon public sectors and largely goes unchallenged, notwithstanding serious reservations about the superiority of private managerial prerogatives one would draw from organization theory or, even, mainstream liberal economics, which is largely silent about the role of management and control in economic behaviour. It is a particular brand of economics that underscores the linking of public agency efficiency to managerial ability and performance. In neo‐institutional economics, “rent‐seeking” behaviour is attributed to civil servants, rather than corporate entrepreneurs, and from that ideological perspective of bureaucratic pathology flows a whole series of untested propositions culminating in the commercializing, corporatizing and privatizing rationales, now uncritically accepted by most bureaucrats themselves to be axiomatically true. The economistic underpinning of managerialism and its “New Functionalism” in organizational design hardly addresses the significant structural, cultural and behavioural changes necessary to bring about the rhetorical benefits said to flow from the application of managerialist solutions. Managerialism expects public managers to improve efficiency, reduce burdensome costs and enhance organizational performance in a competitive stakeholding situation. Managerialism largely ignores the administrative‐political environment which rewards risk‐averse behaviour which, in turn, militates against the very behavioural and organizational reforms managerialists putatively seek for the public sector.

Managerialism : something old, something borrowed, little new economic prescription versus effective organizational change in public agencies

The article presents a preliminary model, which links creativity with entrepreneurial intention. Model formulation is based on a random survey of students from two engineering schools. Model parameter estimation is supported by Structural Equation Modeling (SEM). Extensive statistical analysis demonstrated model and parameter validity. Results indicate that student’s self-perception of creativity and a family environment that promotes creative thinking can predict increased levels of entrepreneurial intention. Moreover, the present study argues that the contemporary university environment does not promote entrepreneurial intention through the development of creative thinking. The article ends with discussion and conclusion of the results and overview of research limitations.

Linking creativity with entrepreneurial intentions: A structural approach

Purpose – The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence career self‐management and subsequent subjective and objective career success.Design/methodology/approach – Research on career self‐management can benefit by incorporating an intrinsic motivation perspective. The paper proposes a model that depicts how four components of intrinsic motivation – meaningfulness, competence, choice, and progress – can contribute to career self‐management.Findings – Because the manuscript is conceptual and theoretical in nature, there are no empirical findings to discuss. The paper does, however, advance six testable research propositions linking components of intrinsic motivation to career self‐management and career success.Research limitations/implications – The model is most applicable for individuals who have some level of control over their own career choices and mobility. Also, we focus on intrinsic, rather than extr...

Toward an integrated model of intrinsic motivation and career self‐management

Advances in the field of artificial intelligence (AI) are leading to a new level of computing in which systems will have the capability to act as autonomous agents and learn to learn independently,...

/pdf/artificial-intelligence-and-administrative-discretion-406iyxbwnq.pdf

Artificial Intelligence and Administrative Discretion: Implications for Public Administration

Despite the growing concern over recruiting and retaining the "best and the brightest" in government, the evidence suggests there is very little structured career management activity at either the individual or agency level in the federal government This article suggests that one of the reasons for this is a lack of accepted conceptual frameworks for understandingcareermotiva tion Schein's classic career anchor theory is examined as a potential source of such a framework, and implications for a career management strategy in the federal government are discussed

Career Anchor Theory

The Catholic Church offers a timely, significant case study of institutional failure. Looking at an in-depth examination of the sex abuse scandal conducted by the John Jay College of Criminal Justice, the author discusses how the church crisis relates to classic public administration and crisis management theory. Given the similarities between the church and the government as public bureaucratic institutions, public administrations have much to learn from the case. Lessons include immediately sharing harsh truths with the public, accepting the stark realities of higher “public” expectations, establishing appropriate accountability systems, and fostering trust by building close community relationships. It is equally important to consider that church leaders neither fully considered nor absorbed key lessons from existing administrative theory. Concepts such as inappropriate organizational culture, bureaucracy, technicism, and goal displacement often blind leaders to adopting best practices based on well-established theory.

Crisis Management in the Catholic Church: Lessons for Public Administrators

Administering in the Public Interest: The Facilitative Role for Public Administrators

The public interest is a much neglected concept that has powerful symbolic and instrumental value. Building on the work of Goodsell, this article provides a framework to examine the degree to which a policy or program is in the public interest.This research presents four cases that illustrate how serving the public interest in a democracy requires ongoing concern with not only what is done but also with how it is done. Furthermore, the cases demonstrate that public administrators can heavily influence the degree to which a policy or program is in the public interest.

Thomas J. Barth

Papers

Artificial Intelligence and Administrative Discretion: Implications for Public Administration

Career Anchor Theory

Crisis Management in the Catholic Church: Lessons for Public Administrators

Administering in the Public Interest: The Facilitative Role for Public Administrators

The Public Interest and Administrative Discretion