New business development: a challenge for transformational leadership
Article Abstract:
A small sample study of CEO behavior confirms past research in suggesting strongly that any substantial progress in implementing new business development programs depends on deep transformational leadership interventions by the CEO. The ways in which the successful CEO's behavior differs from those who failed in new business development programs are examined. The successful CEO is shown to build confidence in their subordinates' ability to come up with new business, and is able to inspire widespread commitment throughout their areas of influence. The successful CEO finds a way to apply needed discipline to the business development process, especially in managing failure.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1987
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A Confucian perspective on conflict resolution
Article Abstract:
It is said that Confucian values influence the conflict-handling styles of Chinese business managers, who are generally portrayed as having the tendency to avoid confrontation for fear of disturbing business relationships based on trust and mutual respect. A study employing the Thomas-Kilmann Conflict Mode Instrument of 33 Chinese chief executive officers shows that compromise was the mode most used to handle conflict. An exploration of the modes of conflict resolution preferred by Chinese managers and their relationship to traditional Confucian cultural values is presented.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1995
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Organizational attractiveness in Japan: a screening perspective
Article Abstract:
A survey of 11,060 Japanese students indicates that liberal arts students, when job-hunting, would look at a firm in terms of its sales and profits whilst scientists and engineers would look at a firm's size. Both sets of students would judge a company by the number of employees, but the age of a company would have no relevance for prospective employees. The survey involved 156 companies in the engineering and science sector and 150 firms which might recruit liberal arts graduates.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1996
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