What Leadership Styles and Characteristics Do Industry Partners Need to Exhibit to Produce Positive Outcomes from Collaborative Projects that Include Government and University Partners?
This is a Rapid Evidence Assessment focused on the identification of leadership styles and traits that enable industry partners to optimize their support on collaborative research projects. While there is considerable research on collaboration, there is a gap related to the leadership contributions that industry partners bring to team science projects.
How Does Organizational Culture Influence the Adoption of Research Evidence by Management Practitioners?
Using the best available evidence from multiple sources can lead to more effective management practice. However, management practitioners often make decisions based on limited evidence, mostly from personal experience and judgment. Values, beliefs, and practices may conflict with a manager’s ability to use research evidence in practice.
Methods of Assessing Intercultural Competence for International Assignments: A Systematic Review of Reviews
Despite the high cost and high frequency of failure in expatriate assignments, the potential value and opportunity gained by sending employees overseas is driving the number of business expatriates skyward. One way organizations can significantly mitigate risk is by assessing and selecting candidates for intercultural competence. Intercultural competence has affective, cognitive, and conative aspects.
In Huston’s (2010) framework regarding financial literacy, she provides the following conceptual model (Fig 1). This model, which is widely accepted within the research on financial literacy since 2010, reveals that while financial literacy is certainly part of the story influencing financial behavior, it is not the whole story.
Strategic acquisitions continue to emerge as a critical business strategy to expand an organization’s sales, customer bases, and growth opportunities. However, research and anecdotal evidence highlights that many of the strategic acquisitions fail to achieve their stated financial and non-financial goals (Mirvis & Marks, 2011).