Group & Organization Management’s 2011 Best Paper Winners
Management INK would like to congratulate the following winners of Group & Organization Management‘s 2011 Best Paper Awards:
Hetty van Emmerik, Maastricht University School of Business and Economics, William L. Gardner, Texas Tech University, Hein Wendt, Hay Group B.V., and Dawn Fischer, Texas Tech University, published “Associations of Culture and Personality With McClelland’s Motives: A Cross-Cultural Study of Managers in 24 Countries” in the June 2010 issue. This article won Group & Organization Management’s 2011 Best Paper Award Micro Category.
The abstract:
Using a cross-cultural sample of 17,538 managers from 24 countries, this study explores the interrelationships between McClelland’s motives and specific aggregate-level cultural dimensions and personality factors. The results reveal significant relationships between the Achievement, Affiliation, and Power Motives, and the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance, respectively. Support for posited relationships between the managers’ motives and aggregate-level personality, as measured by the Big Five factors, was also obtained. Finally, the results demonstrate that the relationships between McClelland’s motives and managers’ aggregate-level Big Five factors are moderated by the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance.
Michael L. DeVaughn, University of St. Thomas, and Myleen M. Leary, Montana State University, published “Antecedents of Failure for Newly Chartered Banks in the U.S. Banking Industry” in the October 2010 issue. This article won the 2011 Group & Organization Management Best Paper Award Macro Category.
The abstract:
In the United States, newly chartered banks are subject to increased regulatory scrutiny during their early years of operation to ensure their longterm viability. As the record number of bank failures in 2009 has shown, this additional regulation does not guarantee success. To better understand the internal factors in this environment that result in organizational distress, an antecedent failure state, the authors focus on the group-level characteristics of the banks’ founding teams, specifically ownership concentration and four explicit types of founding experience. Using a sample of 129 banks based in Florida, they find that increased ownership concentration, prior industry experience, heterogeneous occupational experience and joint prior founding experience and prior shared experience decreases organizational distress. Their results provide direction on characteristics that may help firms avoid organizational distress.
