Managers ’ network in the Norwegian fishing industry organizational size and structure matter? do

Information Processing and Leadership: A Review and Implications for Application In the current paper, contemporary research that has examined the role of information processing in the context of leadership is reviewed and the implications of this research for application are discussed. Although the vast majority of the leadership literature has focused on external and observable outcomes, such as a leader’s behaviors, the current paper takes an alternative perspective, reviewing literature that has examined leadership from an information processing vantage point. In contemplating the utility of this perspective, consider for a moment the following questions: How does a subordinate decide whether his/her supervisor is a leader? Why does an organizational supervisor punish one subordinate for poor performance but not another? Why does a supervisor utilize a particular behavioral style? As the literature reviewed throughout this paper shall indicate, the answer to each of these questions lies in developing a better understanding of how leaders and subordinates process information. To provide an organizational framework, the present paper is divided into three main sections. In the first portion of this paper, a working definition of leadership and information processing are provided. Next, relevant literature dealing with a leader’s information processing is reviewed, and finally, relevant literature dealing with follower information processing is discussed. Defining Leadership and Information Processing As a starting point, leadership is conceptualized as a social process, one involving both a

Strategic business nets are increasingly important in producing economic value in the global arena. This paper examines the influence of national culture on knowledge sharing in different types of intercultural business nets. Knowledge sharing is essential for the functioning of any business network as it influences the interaction between the actors and the outcomes they can achieve. Cultural factors have for long been known to influence the communication and success potential of strategic alliances. Similarly, culture is seen to shape how actors behave in business relationships and networks involving people from several national cultures. Our basic assumption is that the nature of the cultures involved in the network and the type of network both influence the knowledge sharing barriers. This issue is studied through two conceptual frameworks. First, a framework identifying different types of strategic nets and the requirements they impose for knowledge sharing is proposed. Then a classification scheme of culture, based on the individualism-collectivism and the vertical-horizontal dimensions, is derived. The strategic-net and cultural types are then combined in an intercultural business-net framework, and the opportunities and barriers of knowledge sharing are analysed by using examples representing Asian-European and Asian-North America

Virtually every previous review has concluded that structuring the selection interview improves its psychometric properties. This paper reviews the research literature in order to describe and evaluate the many ways interviews can be structured. Based on nearly 200 articles and books, 15 components of structure are identified that may enhance either the content of the interview or the evaluation process in the interview. Each component is explained in terms of its various operationalizations in the literature. Then, each component is critiqued in terms of its impact on numerous forms of reliability, validity, and user reactions. Finally, recommendations for research and practice are presented. It is concluded that interviews can be easily enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice. A Review of Structure 3 A Review of Structure in the Selection Interview In the 80-year history of published research on employment interviewing (dating back to Scott, 1915), few conclusions have been more widely supported than the idea that structuring the interview enhances reliability and validity. Brief Summary of Previous Reviews Early narrative reviews were particularly graphic in their descriptions of the benefits of structure. Wagner (1949) stated that all interviews should be conducted according to a "standardized form " because "this prevents aimless rambling, lengthy digressions, and the possibility of omitting important areas" (p. 42). Mayfield (1964) concluded that "in almost all cases where a satisfactory reliability for the selection interview was reported, the interview was of a structured form " (p. 250). Finally, in recommending structured interviews, Ulrich and Trumbo (1965) noted that "...it is difficult to see how the interviewer can arrive at anything like an optimal strategy if the information available to him is continually different in kind " (p. 112). Subsequent narrative reviews have continued to support the use of structure