Simon Booth

Cultural variation of leadership prototypes across 22 European countries.

This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle-level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross-cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross-cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross-cultural management, both in European and non-European settings, are discussed.

National culture and leadership profiles in Europe: Some results from the GLOBE study.

Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.

Labour turnover in the retail industry: Predicting the role of individual, organisational and environmental factors

Purpose – This paper aims to identify key variables that influence the variability of labour turnover.Design/methodology/approach – The approach used in this research is a case study of a major retailer. The key data sources are an index for local competitive and labour market factors, an annual employee survey, and internal labour turnover data for each UK unit of the retailer. The method used for analysis is stepwise regression which identifies the key relationships that predict labour turnover.Findings – The findings show that environmental factors such as local labour markets have a major influence on labour turnover. Organisational factors such as company culture and values are a significant influence. Management behaviour as seen through operational and control variables are also of importance. Individual employee variables are also important in decisions concerning turnover.Research limitations/implications – The statistical analysis accounts for 38.7 per cent of the total variance in labour turnov...

How Can Organisations Prepare for Reputational Crises

Most public and private organisations have assumed that they are responsible for their reputation, which they see as a key asset. In a world rapidly becoming dominated by the internet and electronic commerce, organisational control is threatened. This article develops a definition of organisational reputation and suggests how it can be nurtured. It explores the types of reputational threats that face organisations and how training may prevent or reduce the effects of reputational crises.

Corporate culture and financial performance: an empirical test of a UK retailer

Purpose – The purpose of this paper is to assess claims that culture is a significant factor in accounting for corporate financial performance (defined as sales intensity (SI)) in the retail sector at store level. The paper provides a critical analysis of the “strong culture‐good performance” thesis.Design/methodology/approach – Company data were used which included the annual employee survey (at store level), store characteristics data, and store sales data (SI per square foot). Multiple regression was used to predict SI. Stepwise cross‐lagged regression analysis was used to infer cause and effect linkages.Findings – Contrary to the strong culture thesis, the results show that a physical factor, store format, is the most important element in explaining SI. Employee morale is the most significant human cultural variable, followed by employee perception of manageable workloads. Interestingly, whilst job satisfaction is a significant predictor, it is in a negative direction. The more employees are satisfied...

PRIVATIZATION AND TRANSITION ISSUES IN RUSSIAN AGRICULTURE

Russia has seen a dramatic decline of over 50% in agricultural production between 1991-1996 (Goscomstat). Such a catastrophic fall is normally only seen in situations of extreme destabilization, war, or famine. The question this paper addresses is why has this occurred. A significant body of literature has grown up concerning the problems and lessons of privatization and economic adjustment (OECD, 1991; UNCTAD, 1994). Most contributions have been concerned with economic efficiency questions and the degree to which government should or should not play a role in managing the process. It has been suggested that the main lesson of economic adjustment in Eastern Europe has been that financial and stabilization policies are not sustainable unless they are supported by adequate structural and social policies (Tulin, 1995). In addition, transformation of the legal and institutional frameworks of society has to keep pace with the changes that take place in the fiscal and monetary area. The OECD established a widely accepted set of principles that would be

Interactive simulation and crisis management training

This paper explicitly addresses the issue of training for crisis management. In particular, it advances the use of simulation techniques — with two important new elements: interactiveness (decisions taken by participants during the course of the simulation become part of the reality of the exercise for all other participants) and stress (the use of different techniques to put participants under a significant amount of pressure, in order to maximize real-life resemblance). The paper describes the steps to be taken in designing and performing two exemplary exercises: one public-sector crisis (Brixton disorders 1981) and one private-sector crisis (Fodens Company coping with market decline).