Leadership & Organizational Behavior

The present research examines intercultural accuracy—people's ability to make accurate judgments about outgroup values—and the role of social projection processes. Across four studies, U.S. and British participants showed low overall levels of intercultural accuracy for Chinese students’ individualistic and collectivistic values. In line with recent changes toward individualism in China, we observed different levels of intercultural accuracy, hinging on whether the criterion values of Chinese were assessed before (2001) or after (2015) this shift.

The ongoing convergence of technology, media, and telecommunications has not only transformed the media industry, but also the management practices. This chapter outlines specific challenges for the management of media companies and discusses what convergence means from the perspective of managing media firms.

What does it take for success in the media business? Creativity, innovation, and performance, of course. Plus experience and good judgment. However, it also requires an understanding of the principles and tools of management. This book summarizes the major dimensions of a business school curriculum and applies them to the entire media, media-tech, and digital sectors. Its chapters cover—in a jargonless, non-technical way—the major management functions.

Being a successful manager or entrepreneur in the media and digital sector requires creativity, innovation, and performance. It also requires an understanding of the principles and tools of management. Aimed at the college market, this book is a short, foundational volume on media management. It summarizes the major dimensions of a business school curriculum and applies them to the entire media, media-tech, and digital sector. Its chapters cover—in a jargonless, non-technical way—the major functions of management.

We consider the compensation design problem of a firm that hires a salesperson to exert effort to increase demand. We assume both demand and supply to be uncertain with sales being the smaller of demand and supply and assume that, if demand exceeds supply, then unmet demand is unobservable (demand censoring).

We (1) propose that evidence linking grit and performance is mixed because the measure used to assess grit—the Short Grit (Grit-S) scale (2)—captures only perseverance, not passion, whereas the definition of grit encompasses both perseverance and passion (3). Our studies find that the combination of perseverance (measured through the whole Grit-S scale) and passion (measured through the passion attainment scale) predicted higher performance.

Firms exhibit heterogeneity in size, productivity, and internal structure, and this is true even within the same industry. It has been thought since the time of Adam Smith that a firm's internal structure affects its productivity through the channel of gains from specialization. Our paper provides evidence of a link between an organization's culture — specifically the trust environment — and its internal structure. We show experimentally that exogenously imposed culture endogenously leads to variation in organizational form.