American Management Research Articles

Automated pain intervention for underserved minority women with breast cancer.

Minority patients with breast cancer are at risk for undertreatment of cancer-related pain. The authors evaluated the feasibility and efficacy of an automated pain intervention for improving pain and symptom management of underserved African American and Latina women with breast cancer. Sixty low-income African American and Latina women with breast cancer and cancer-related pain were enrolled in a pilot study of an automated, telephone-based, interactive voice response (IVR) intervention. Women in the intervention group were called twice weekly by the IVR system and asked to rate the intensity of their pain and other symptoms. The patients' oncologists received e-mail alerts if the reported symptoms were moderate to severe. The patients also reported barriers to pain management and received education regarding any reported obstacles. The proportion of women in both groups reporting moderate to severe pain decreased during the study, but the decrease was significantly greater for the intervention group. The IVR intervention also was associated with improvements in other cancer-related symptoms, including sleep disturbance and drowsiness. Although patient adherence to the IVR call schedule was good, the oncologists who were treating the patients rated the intervention as only somewhat useful for improving symptom management. The IVR intervention reduced pain and symptom severity for underserved minority women with breast cancer. Additional research on technological approaches to symptom management is needed.

Cultural Issues In Negotiations Between An American Manager And An Arab Counterpart

Cultural Issues In Negotiations Between An American Manager And An Arab Counterpart

Transatlantic Influence in the Shaping of Business Education: The Origins of IMD, 1946–1990

The history of the International Institute for Management Development (IMD), one of the most prestigious business schools in the world, highlights the role of multinationals in establishing business education in Europe and the problem of legitimacy. The creation of IMD's predecessors CEI and IMEDE by Alcan and Nestlé also illuminates the role of Harvard Business School in their development and the reciprocal influences of American and European management education after World War II.

AMERICAN AND EUROPEAN MODELS OF HUMAN RESOURCES MANAGEMENT Which one is more suitable for the Turkish case?

Corollary to the fact that Human Resources Management first flourished in the American management literature, initial HRM models bore the affects of the managerial milieu in the USA. With the spread of the HRM concept, however, to other developed countries, alternative models started to thrive some of which had the claim of universality. A group of models fashioned for Europe was the most promising alternative to the American models. This article outlines the American and European models of HRM, questions the pertinence of each for the Turkish case, and suggests some alterations if they are to be applied to the HRM practices in Turkey.

The role of harvest, predators, and socio-political environment in the dynamics of the Taimyr wild reindeer herd with some lessons for North America

The Taimyr wild reindeer herd, i.e., caribou (Rangifer tarandus), is one of the most important wildlife resources in the Russian Far North and may constitute the largest migratory Rangifer herd in the world. Over the last 60 years the herd has undergone a recovery from low numbers in the 1940s, reaching high densities by 1970 that concerned wildlife managers and domestic husbandry herds, with an 11.7% annual growth rate. At that time an aggressive commercial harvest of the herd was implemented, and organized wolf control was initiated with the goal of stabilizing herd numbers and injecting needed economic activity into the region. These actions dampened the rate of increase throughout the 1970s and 1980s to a 3.0% annual growth rate. From 1991, after the collapse of the Soviet Union and the loss of financial capability to sustain the commercial harvest and continue wolf control, the population again increased at a 5.6% annual growth rate, until peaking in 2000 at just more than 1 million animals. Since 2000 the herd has been in decline; harvesting, primarily unregulated, has increased; the wolf population has increased; and range conditions have deteriorated. Understanding what has occurred in the Taimyr range can provide North American managers with valuable lessons in understanding the large migratory herds on this continent, especially given that the social and political situation in Russia enabled intensive management, i.e., harvest and wolf control, that may not be able to be duplicated in North America.

Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong

Few studies have attempted to examine how American managers actually manage while on assignment in foreign countries or the effectiveness of these managerial behaviours. This study compared the self-reported managerial behaviours of American expatriate managers in Hong Kong to a sample of American managers in the U.S. and Hong Kong Chinese managers in Hong Kong. The results from the study indicated that American expatriate managers in Hong Kong exhibit very similar managerial behaviours to the sample of managers in the U.S. However, while these managerial behaviours were positively related to job performance for the managers in the US, they were not related to job performance for the expatriates in Hong Kong, nor were these managerial behaviours related to job performance for Hong Kong Chinese managers in Hong Kong.

Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance

Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance Jackie Barretta 2014, American Management Association $24.95 (Hardcover), 230 pagesPrimal Teams is a look at how both positive and negative emotions should be considered in managing team performance. Barretta combines experiences from her own journey in leadership roles in Information and Technology Management, case studies from a variety of organizations, along with research from many different scientific fields, including psychology, neuroscience, quantum physics, spiritual texts, and organization development, to name a few areas. Her consulting firm, Nura Group, focuses on innovation and performance in teams. Anyone who lives and/or works in a collaborative fashion with others will relate and take away something from this book. Although Barretta focuses on teams, as human beings, we are emotional beings, and have been taught to shut our emotions out at work- don't let them see you sweat! Barretta describes many examples of how emotions should be considered to drive peak performance, or to help leaders transform a negative situation and turn it around into a positive one. She also includes helpful exercises at the end of the chapters to aid team leaders develop their skills of building emotional intelligence into teamwork.This book is timely because of the environmental trends which cause us to worry, be afraid, and wonder about our existence, our world, and our workplace. Recessionary trends have added additional questions as to whether or not we will have a job in a month, six months or year. As budgets get tighter and tighter, leaders of teams have to be cognizant of how to motivate team members to perform at a high level, and it isn't always easy. Barretta suggests that if employees can connect from their heart to the task, they can join together to innovate in ways they would be unable to by not connecting emotionally with the situation.Several areas covered in this book include: the importance of feelings and tapping them in both positive and negative situations; why emotions fuel extraordinary performance; explanations of how the cognitive function works with emotions for tapping an energy source that pushes beyond the limits of individual capabilities; how the heart affects performance; how and why play matters to break through difficult team experiences; processing through fear and negativity and its importance; groupthink and emotion; and the importance of understanding motivation and its connections to what people value.We all wish to lead successful teams and know how to deal with the challenges teams face in an erratic global environment. However, not much is written regarding a team's emotional center and connecting that energy to a mission, goal, or project. Furthermore, Primal Teams discusses how to begin to tap into intuition which Barretta suggests should be partnered with rational thinking. Barretta ends the book by discussing how to manage egos, which can obliterate a team dynamic and thwart productivity.Primal Teams has an abundance of new ideas regarding emotional team intelligence, and leaders can select techniques from the book to use, based on their team situation. Some particular areas that leaders may find useful include how to look at motivation from the standpoint of what moves an employee emotionally to get to the root of performance; how to prevent fear and negativity from impeding peak performance; to consider emotional dispositions when hiring; and use more emotional techniques to communicate effectively. …

Cross-cultural, values and ethics differences and similarities between the US and Asian countries

Purpose – This article aims to investigate the differences and similarities among cross-cultural, values and ethics between the USA and Asian countries. This article analyzes the degree of cultural distance between USA and Asian countries and the impact it has in companies. It examines the comparison between the USA and China’s value system. It also assesses how idealism and relativism impact individual ethical decision-making. In addition, this article examines the impact that globalization, foreign direct investment (FDI) and trade have in the Chinese culture and other countries. Design/methodology/approach – The data for this research paper were collected from the following models: Ethics Position Questionnaire of Forsyth, Rokeach Values Survey, Hofstede model, GLOBE model and Wilcoxon test. The main sources used for this research were the Journal of Technology Management in China and the EBSCO database. Findings – The research found that Western cultures tend to be more individualistic, while Asian countries tend to be very collective. This study also found that the type of value system that each culture holds depends on the type of government. This research also found that researchers have discovered that American managers are more loyal to their ethical beliefs, rather than to their superior’s or company’s ethical beliefs. While eastern Asian cultures focus more on the importance of acting in the best interests of the company’s superior. The study also found that it is extremely important for foreigners to build a relationship with Chinese business professionals before they do business negotiations. In addition, the study found that globalization, FDI and trade do make a significant cultural difference in some cultural dimensions. Originality/value – It contributes to the literature by analyzing the different measurements in value, ethics and cultural differentiation. This research wants to demonstrate the importance of cultural differences, ethics and values across different countries and cultures. It also provides factual evidence that it’s important to understand these differences to be a successful global manager. In addition, it contributes to this literature by analyzing the effect that globalization, FDI and trade have in national cultures.

The Other Jack Tanner: Shaw and Robert Loraine

The Other Jack Tanner: Shaw and Robert Loraine

The corporation as a political actor – European and North American perspectives

This article distinguishes two approaches to study the political role of corporations. On the one hand, North American scholars have primarily understood the link between business and politics through the lens of corporate political activity (CPA) looking at how firms influence government policy. On the other hand, European scholars have recently promoted an understanding of corporate social responsibility (CSR) emphasizing that firms often assume a political role because they increasingly provide public goods and become involved in multi-actor governance processes. This article contrasts both approaches and suggests that differences in the way the political role of corporations are understood can at least, in part, be explained by the distinct nature of European/North American management scholarship as well as by the political environment in both regions. It is also suggested that both perspectives share a number of commonalities and complement each other.

Chanakya Sutras and Arthasastra : The Gospels of Corporate Management for Modern Application

The modern world corporate management and corporate governance is dominated by the theories and practices of American Management System, Japanese Management System and European Management System. Japanese Management techniques and practices are the champion concepts for any organization to follow in the context of quality management, production efficiency management, market competition management and above all human capital management etc. Japanese have established the dynamics of human capital and knowledge management as the best practices for any organization. The soundness of Japanese Management is derived from its treasure through revival of the Samurai System and traditional knowledge banks. European and American Management System are known for their contributions in the industrialization process of the world in the 19th and 20th century in the pre and post colonialism era. Indian oriental texts, gospels, practices, concepts, doctrines and arguments through logic are the sources of many Japanese management philosophies. India is a store house of pragmatic management and flawless applications in its ancient history phases. Oriental management texts and concepts need revival and rediscovery of the principles and system of applied management for use in the modern corporate world. Indian oriental system can and will create a system of its own as (IMS) Indian Management System like the Japanese. Proved and applied management of Chanakya during the Maurya Dynasty is historically evident as the best ever management practices India followed. Arthasastra and Chanakya Sutras are the two gospels of Indian management, enough to establish IMS the Indian management system for the modern corporate world of 21st century. These gospels applications are examined in the contemporary context for corporate use.

Asthma Control and Cost in Latin America

ObjectiveFew patients with asthma have disease that is well-controlled, particularly in Latin American countries. The purpose of this study was to investigate whether partly controlled and uncontrolled asthma are associated with increased costs for asthma-related medications and health care utilization compared with well-controlled asthma in five Latin American countries. MethodsUsing the Global Initiative for Asthma guidelines, we classified respondents from the Latin American Asthma Insights and Management survey into those with well-controlled, partly controlled, and uncontrolled asthma and compared the utilization of health care services and costs among these groups. ResultsMost respondents to our survey (93%) had asthma that was classified as partly controlled or uncontrolled. Across all countries, patients whose asthma was partly controlled or uncontrolled had greater use of asthma-related medications and medical services than did patients whose asthma was well-controlled. After adjusting for age, sex, and country of residence, total costs for asthma-related medications and health care were greater in patients whose asthma was classified as partly controlled and uncontrolled. ConclusionsOur findings indicate that patients with asthma that are not well-controlled used more health care resources and had greater medical costs in Latin America.

City Management in the United States and Norway: A Comparative Analysis of Professional Orientations

This analysis examines the effects of political culture on the nature and practice of professional local government management by comparing the structures, responsibilities, and relationships of city administrative executives in the democratic countries of the United States and Norway. The findings suggest that, despite fundamental differences in societal institutions and settings, American and Norwegian city managers serve similar roles in their respective local government organizations. However, the notable variations in the processes of municipal management identified between the two nations appear to reflect the contextual influence of divergent political foundations on the operational environment of professional public administrators.

Crisis Management and Strategic Orientation in Small and Medium‐Sized Enterprises (SMEs) in Peru, Mexico and the United States

This study addresses the link between management concern for organizational crises and competitive strategy in small and medium‐sized enterprises in Peru, Mexico and the United States. Surveys were completed by 270 Peruvian, 218 Mexican and 256 American managers. Strategic orientation in Peru did not mirror the broad pattern found in Mexico and in the United States. Levels of concern for crises were significantly higher in both Mexico and Peru than in the United States for 12 of 21 crises. The level of concern for crises tended to increase with management level more in Mexico and Peru than in the United States. Correlations between competitive strategy and crisis concern were significant in 26 of 126 instances.

A Preliminary Examination of African American and Caucasian Hospitality Management Student Perceptions and Attitudes Toward Diversity Issues

Diversity or multiculturalism is a concept that includes words such as acceptance and respect. A movement toward diversity should include the examination of differences in a safe, cultivating, and constructive environment. One such environment is classrooms located on college and university campuses across the United States. The purpose of this study was to examine a cross-section of hospitality management students based on their ethnicity. A self-selected convenience sample of students were used with data being collected using a paper-and-pencil survey measuring attitudes and perceptions toward various diversity concepts. It was found that differences existed between the two ethnic groups around specific concepts of workplace equity.

Novel Testing Enhances Irritable Bowel Syndrome Medical Management: The IMMINENT Study.

Primary Study Objective:To evaluate the economic utility of a fecal biomarker panel structured to suggest alternative, treatable diagnoses in patients with symptoms of irritable bowel syndrome (IBS) by quantifying, comparing, and contrasting health service costs between tested and non-tested patients.Study Design:Retrospective, matched cohort study comparing direct medical costs for IBS patients undergoing fecal biomarker testing with those of matched control subjects.Methods:We examined de-identified medical and pharmacy claims of a large American pharmacy benefit manager to identify plan members who underwent panel testing, were eligible for covered benefits for at least 180 days prior to the test date, and had data available for 30, 90, and 365 days after that date. We used propensity score matching to develop population-based control cohorts for each tested cohort, comprised of records with IBS-related diagnoses but for which panel testing was not performed. Primary outcome measures were diagnostic and medical services costs as determined from claims data.Results:Two hundred nine records from tested subjects met inclusion criteria. The only significant baseline differences between groups were laboratory costs, which were significantly higher in each tested cohort. At each follow-up time point, total medical and gastrointestinal procedural costs were significantly higher in non-tested cohorts. Within tested cohorts, costs declined significantly from baseline, while costs rose significantly in non-tested control cohorts; these differences were also significant between groups at each time point.Conclusions:Structured fecal biomarker panel testing was associated with significantly lower medical and gastrointestinal procedural costs in this study of patients with IBS symptoms.

Uma escola Norte-Americana no Ultramar?: uma historiografia da EAESP

O ensino de Administração desenvolvido nos Estados Unidos da América (EUA) ganhou proeminência internacional após a Segunda Guerra Mundial, levando diversos autores a analisar esse processo como americanização. Partindo da discordância dos autores com relação à americanização do ensino de gestão, o objetivo deste artigo é analisar como a EAESP não se constituiu como mera cópia das escolas norte-americanas de Administração em terras brasileiras. Para tanto, com base em depoimentos de figuras proeminentes na história da escola e relatórios enviados por professores da Missão Universitária que deu início a ela, desenvolvemos uma historiografia da FGV-EAESP e, ao final, concluímos que a escola é uma instituição híbrida, na qual o modelo dos EUA foi adequadoà realidade brasileira.

CSR and Related Terms in SME Owner–Managers’ Mental Models in Six European Countries: National Context Matters

As a contribution to the emerging field of corporate social responsibility (CSR) cognition, this article reports on the findings of an exploratory study that compares SME owner–managers’ mental models with regard to CSR and related concepts across six European countries (Belgium, Italy, Norway, France, UK, Spain). Utilising Repertory Grid Technique, we found that the SME owner–managers’ mental models show a few commonalities as well as a number of differences across the different country samples. We interpret those differences by linking individual cognition to macro-environmental variables, such as language, national traditions and dissemination mechanisms. The results of our exploratory study show that nationality matters but that classifications of countries as found in the comparative capitalism literature do not exactly mirror national differences in CSR cognition and that these classifications need further differentiation. The findings from our study raise questions on the universality of cognition of academic management concepts and warn that promotion of responsible business practice should not rely on the use of unmediated US American management terminology.

Care of Older Adults with Multimorbidity: Geriatric Training for Hospice and Palliative Medicine Providers (P11)

1.Conduct an effective evaluation and create an evidence-based treatment plan for common geriatric conditions applicable across diverse healthcare settings (inpatient palliative care, long-term care, and hospice).2.Describe principles of appropriate prescribing for geriatric patients, including appropriate medication dosing.3.Apply principles of the American Geriatrics Society Expert Panel on the Care of Older Adults with Multimorbidity to clinical practice. According to the ElderCare Workforce, “The current healthcare system is already overwhelmed by demands for geriatric care. Those specializing in the care of older adults cannot meet the current demand let alone the projected needs for eldercare.” Providers in the field of hospice and palliative medicine are increasingly managing the complex needs of geriatric patients with multiple comorbidities, oftentimes with minimal preparation. Those caring for frail older adults with multimorbidities near the end of life often must confront challenging situations: decisions regarding treatments that improve one condition but make another worse; assessing pain and other symptoms in patients that are cognitively impaired; prescribing medications while taking into account changes in pharmacokinetics due to age, and drug-disease and drug-drug interactions. It is imperative for healthcare professionals to meet the needs of this growing vulnerable population. This workshop aims to provide education, resources, and tools to hospice and palliative medicine providers in the principles of care of older adults with complex multimorbities. The workshop will provide an interactive overview of the American Geriatrics Society Expert Panel on the Care of Older Adults with Multimorbidity. Participants will engage in a PowerPoint game on the topic of pain assessment and treatment in older adults with multimorbidities. Facilitated small groups will discuss the American Geriatrics Society Geriatrics Evaluation and Management Tools (GEM Tools). Workshop facilitators will demonstrate an evolving case highlighting clinical interactions between a provider and an older adult with complex multimorbidities; small groups will then discuss the case demonstration compared with the evidenced-based material outlined in the GEM Tools. The evolving case will cover evidence-based assessment and management of pain, delirium, dementia, behavioral disturbances, falls, and frailty across diverse healthcare settings (inpatient palliative care, long-term care, and hospice).

Top management impact on management control

Management control systems—defined by Simons (1990) as formal, information based routines and procedures managers use to maintain or alter patterns in organizational activities—have been the basis of a long-standing and popular research stream to which the Journal of Management Control is committed. In the last decades, a considerable amount of contingency-based research focused on rather “technical” issues regarding the development, adoption, use and impact of MCS. These studies tend to argue that organizational and environmental contingencies determine the design and use of MCS. In contrast, the upper echelons approach of strategic choice (Hambrick and Mason 1984; Carpenter et al. 2004; Finkelstein et al. 2009) notes that organizations do not make choices, but key actors—such as CEOs and CFOs—do. So far, theoretical insights and empirical findings about the relevance of top executives in designing, perceiving and using MCS are still rare. Notable exceptions include recent studies which analyzed for example the relationship between individual CFO characteristics and the usage of innovative management accounting systems (Naranjo-Gil et al. 2009) or the impact of leadership style on senior management’s use of planning and control systems (Abernethy et al. 2010). The related question of how top management characteristics relate to the organization and management of the Finance Function also remains largely unanswered. Last but not least, we find it a worthwhile avenue for research to investigate in how far findings from an American management setting hold in continental European countries. Differences in culture, management philoso-