Current Issue : April-June Volume : 2024 Issue Number : 2 Articles : 5 Articles
In the field of management, “paradox” is “long interdependent and contradictory elements”, paradoxical leadership is a leadership style in which managers adopt contradictory but interconnected behaviors to satisfy the needs of organizational structure and the needs of employees’ work. This new style of leadership breaks the traditional management perspective of “choosing one of the two”, focuses on “both”, seeks unity in contradiction, and plays a synergistic effect of contradiction, which is more useful for resolving various frictions and differences in the organization. Through combing the literature, this paper introduces in detail the origin, concept, and measurement of paradoxical leadership, compiles the research framework of antecedent and outcome variables of paradoxical leadership, puts forward the future research direction of paradoxical leadership based on the existing research, suggests suggestions for the further improvement of paradoxical leadership related research, and provides the direction of the future focus of paradoxical leadership research....
Diversity, equity, and inclusion (DEI) has become a popular topic in corporate culture over the past three decades. The number of companies attempting to diversify their workforce has increased; however, progress in equity and inclusion has been slow. This study argues that workforce diversity is necessary but insufficient, as equity and inclusion are also important for effective DEI. This study aims to discuss the historical background of DEI in the United States and its benefits and challenges and identify creative and innovative strategies for effective DEI. The implications and directions for future research are also discussed....
This paper is a qualitative study with exploring selected documents in sustainability field that focuses on the observed, expected and potential impacts of COVID-19 pandemic to address social challenges of COVID-19 and help to mitigate its long-term impacts. This endeavor may serve as a potential way for moving towards more sustainable world during and after the global crisis by exploring and identifying what is happening during and post coronavirus pandemic....
In the context of the normal development of the new crown epidemic, a large number of Chinese enterprises still retain the mode of teleworking. By analyzing the influence of teleworking experience on work happiness, we can bring some reference to the decision making of the future work mode of enterprises. In this paper, we use questionnaires to collect data and regression analysis to illustrate the effect of teleworking experience on employees’ happiness at work during the epidemic. This paper firstly elaborates the research hypothesis and proposes a research model through two parts: the relationship between telework experience and work happiness, and the role of telework attitude in telework experience and work happiness. Then the empirical analysis of the effect of telework experience on work happiness is elaborated through six parts: basic content of the questionnaire, data collection, sample description, questionnaire reliability analysis, descriptive statistical analysis, and regression analysis. The results of the empirical analysis are: telework experience has a positive contribution to job happiness, while telework attitude has a moderating effect between telework experience and job happiness. The paper concludes with some policy recommendations based on the results of the empirical analysis....
International companies decided to enter in different markets worldwide by establishing subsidiaries. Considering that there are many distinct possible organizational structures, these companies decided in line with the implemented strategy the proper organizational structure for the affiliates. This implementation considers not only the local structure of the businesses in the subsidiary, but also how the subsidiary reports to the headquarters. Very often the managing directors of a subsidiary consider the organizational structure and the role dictated for them as responsible for the success or fail of the affiliate. This paper approaches how international companies do select a managing director for an international subsidiary and which relevant factor are considered. The existed bibliography was used in the research for this paper as well as a specific survey with over 100 participants. For the survey a group of managing directors, direct superiors of managing directors & heads of global human resources, direct subordinates of managing directors and with external consultants working with managing directors were considered. The intention was to have on this way a 360-degree approach of the group of participants at the survey. Fact is that the conclusion of the survey demonstrated that there are several points for necessary improvement in the selection process of managing directors of multinational companies. The weak points are not depending on the organizational structure chosen or on the role defined for the job holder. The performed survey indicated that international companies are not considering the suggested processes for selection of managing directors for this job, regarding the way of assessment, training, targets, and performance appraisal process, etc. On the end, as a result, several improvement areas were perceived to guarantee a successful process of the selection of a managing director for an international subsidiary....
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