Even after 10 years, countries under transition are still an their way to becoming developed, internationally competitive countries. At this stage it is helpful for business cooperation to know whether managers in countries undergoing transition are behaving like socialists or Western managers, or somewhere in between. Many joint ventures and other alliances between Western companies and compan...

The ongoing pressure on organizations to utilize the Web and Information and Communication Technology (ICT) tools successfully should be based on a clear understanding of the organizational context including human and technological dimensions. As a part of this understanding, this paper attempts to explore managers’ attitudes towards Web and IT. In addition, the relationship between certain dem...

The strategy literature has drifted towards a polarized view of managers as either individuals concerned with mitigating self-interest (e.g. agency and organizational politics theories) or individuals who actively motivate and engage team members in the pursuit of common organizational goals (e.g. shared cognition and justice theories). Using a survey sample of 419 U.S. and Brazilian managers, ...

Essentialism and social constructionism theories have long explained the difficulties women experience as they aspire to higher managerial positions or enter science and technology fields. In the 1970s, the Women as Managers Scale (WAMS) sought to determine the extent to which males perceived females as being different from their social group. Given efforts to encourage women to consider IT car...

Marital status can both reflect and affect individual preferences. We explore the impact of marriage on corporate CEOs, and find that firms run by single CEOs exhibit higher stock return volatility, pursue more aggressive investment policies, and do not respond to changes in idiosyncratic risk. These effects are weaker for older CEOs. Our findings continue to hold when we use variation in divor...

We study the risk attitudes of an important segment of the economy: managers. We conduct artefactual field experiments with 130 managers from 12 industrial companies. Our analysis is particularly careful to evaluate alternative models of decision-making under risk. In general, we find that the managers in our sample are moderately risk averse. Assuming a standard EUT model they exhibit similar ...