Despite the depth of research on leaders and leadership in the Western and Asian contexts, the study of leadership in the African context remains at a nascent stage. In this special issue, we take a multilevel perspective to review and synthesize current research on leadership in Africa in three distinct scholarly domains (Organizational Behavior & Human Resources (OB/HR),StrategyandEntrepreneurship).Based on this review, we offer specific recommendations to advance leadership research and improve the scope and rigor of theoretical and methodological approaches. Finally, we present three scholarly works that highlight the distinctive nature of leadership in Africa, including the perspectives of followership, emergence of entrepreneurial leadership in the informal sector, and a leadership style based on an African principle.

Drawing on justice theory and upper echelons perspective, this study develops and tests an integrative model linking justice to the implementation of IT-enabled supply chain information integration (IeSCII) through the top management. Specifically, the study investigates the effects of the three facets of justice—distributive, procedural, and interactional justice—on the two dimensions of IeSCII (information sharing and collaborative planning), and examines the mediating influences of top management beliefs (TMB) and top management participation (TMP) in these relationships. Using structural equation modeling to analyze data collected from 190 firms in China, the study documents that interactional justice positively affects both TMB and TMP, while procedural justice positively affects TMB (but not TMP) in the IeSCII implementation process. In contrast, distributive justice is not significantly related to either TMB or TMP, but is positively associated with information sharing. The results also show that procedural justice positively affects TMB, which then positively affects TMP in IeSCII. Furthermore, the study finds significant mediating effects of TMB and TMP in the relationship between interactional justice and IeSCII. The theoretical and managerial implications of this study are discussed.

Improvisation is increasingly recognized as a critical strategy used by entrepreneurs for effectively dealing with unexpected events. Nevertheless, limited effort has been exerted in the investigation of the antecedents of entrepreneur improvisation. This study proposes and analyzes regulatory focus as an important antecedent of entrepreneur improvisation, and examines the moderating role of environmental turbulence in this relationship. Data are obtained from a two-wave survey of 99 entrepreneurs in the largest economic area in China. Empirical results indicate that promotion focus (but not prevention focus) is significantly related to entrepreneur improvisation. Furthermore, environmental turbulence significantly moderates the relationship between prevention focus and entrepreneur improvisation. These findings advance the understanding of entrepreneur improvisation and regulatory focus theory, and provide practical implications for entrepreneurs, investors and boards of directors.

Drawing on a self-regulation perspective, we develop and test a theoretical model linking risk propensity to entrepreneurial intention through the mechanisms of entrepreneurial self-efficacy and regulatory focus. Using survey data collected from a sample of 210 employees and managers in China, the results indicated that entrepreneurial self-efficacy and promotion focus (but not prevention focus) are positively associated with entrepreneurial intention. Furthermore, these two self-regulatory mechanisms partially mediate the relationship between risk propensity and entrepreneurial intention. Implications for entrepreneurship research and practice are offered.

Purpose - Drawing on the customer value-based theory and the resource dependency theory, the purpose of this paper is to investigate how Chinese third-party logistics (3PL) providers leverage their customer orientation to improve operational performance directly in a stable environment or through building and maintaining high-quality 3PL relationships in an uncertain environment.Design/methodology/approach - A survey-based approach is employed to collect data from managers at 132 3PL providers in mainland China. Confirmatory factor analysis is used to assess measures and hierarchical regression is utilized to test the hypothesized relationships.Findings - This study documents significant positive effects of customer orientation and relationship quality on operational performance, as well as significant mediation effect of relationship quality. However, the effect of customer orientation on operational performance decreased, while the effect of relationship quality on operational performance became stronger, under high rather than low environmental uncertainty.Practical implications - An important implication for managers based on this study is that, in order to be effective, Chinese 3PL providers would need to become more customer oriented and to continually develop and leverage high-quality 3PL relationships in order to enhance their operational performance, especially in situations of high environmental uncertainty.Originality/value - The paper documents the importance of developing and leveraging high-quality 3PL relationships as a key mediator of the relationship between customer orientation and operational performance. It also documents how environmental uncertainty exerts a powerful moderating influence in this relationship, providing insights into understanding how customer orientation is leveraged by 3PL providers to improve their performance.

We develop an empirical taxonomy of supply chain management (SCM) practices grounded in the capability‐based view. Three groups—transactional SCM,translational SCM, andrelational SCM—were identified using cluster analysis of data collected from over 200 U.S. manufacturing firms. We explain the differences among these groups and their relationship to improvements in supplier and buyer performance. Finally, we discuss implications for research and practice in SCM.

PurposeThis paper aims to investigate the extent to which a firm's customer focus drives several interlinked facets of supply chain management and their relationships to customer service and financial performance.Design/methodology/approachDrawing on diverse streams of research, the authors develop and test an integrated model in which customer focus is proposed to foster supply‐chain relational capabilities, leading to beneficial performance outcomes. This study's empirical validity is enhanced by collecting data from over 200 US manufacturing firms and testing the model using SEM.FindingsThis empirical investigation documents significant positive relationships between (a) customer focus and supply‐chain relational capabilities, (b) customer focus and customer service, (c) supply‐chain relational capabilities and customer service, and (d) customer service and financial performance.Practical implicationsThis study holds the important implication for managers that, in order to be effective, supply chain partners must reconfigure their supply chains to be more customer oriented and continually develop and leverage the relational competencies in order to enhance firm competitiveness.Originality/valueInterdisciplinary in nature, this study is one of the first to conduct empirical supply chain management research using multiple and complementary theoretical perspectives, including strategic management and relationship marketing in order to gain a better understanding of the nuances involved in fostering strategic collaboration among supply chain partners.

Inter-organizational communication has been documented as a critical factor in promoting strategic collaboration among firms. In this paper, we seek to extend the stream of research in supply chain management by systematically investigating the antecedents and performance outcomes of inter-organizational communication. Specifically, inter-organizational communication is proposed as a relational competency that may yield strategic advantages for supply chain partners. Using structural equation modeling, we empirically test a number of hypothesized relationships based on a sample of over 200 United States firms. Our results provide strong support for the notion of inter-organizational communication as a relational competency that enhances buyers' and suppliers' performance. Implications for future research and practice are offered. (C) 2007 Elsevier B.V. All rights reserved.

Building on recent theoretical work documenting that interorganizational relationships (IORs) are ‘multifaceted and multiplex’ we investigate, from the agent's perspective, the joint effects of trust and opportunism in fostering (or inhibiting) relationalism, which, in turn, is predicted to influence performance within interfirm exchange relationships. Based on longitudinal survey data on 409 catalog intermediaries affiliated with a large retail firm, we found strong support for most of the hypothesized relationships. Implications for future research are offered. Copyright © 2008 John Wiley & Sons, Ltd.

Inter‐organizational communication has been documented as a critical factor in promoting strategic collaboration among firms. In this paper, we seek to extend the stream of research in supply chain management by systematically investigating the antecedents and performance outcomes of inter‐organizational communication. Specifically, inter‐organizational communication is proposed as a relational competency that may yield strategic advantages for supply chain partners. Using structural equation modeling, we empirically test a number of hypothesized relationships based on a sample of over 200 United States firms. Our results provide strong support for the notion of inter‐organizational communication as a relational competency that enhances buyers’ and suppliers’ performance. Implications for future research and practice are offered.

In this work the impacts of top managers’ relative rewards on firm performance are examined. What is suggested and empirically found is that greater disparities in interrank values of salary streams may lower the performance of more focused firms (such as single-product firms or related diversifiers). It is also suggested and found that higher gaps in interrank values of salary streams may boost the performance of less focused firms (unrelated diversifiers). In contrast, it is proposed and found that expanded differentials in interrank values of stock options may improve performance, regardless of the strategic profile of the enterprise. Moreover, it is contended and found that intrarank disparities in salary streams or options may adversely influence the performance of the more focused as well as the less focused firms.

While off-shore business process outsourcing (off-shoring) is fast becoming a mega-trend, little is known about the strategic implications of such efforts. In this research we build and test a conceptual model of strategic off-shoring. The model draws from the contingency theory and dynamic capabilities streams of research and posits strategic intent and absorptive capacities as antecedents of competitive advantage derived from business process off-shoring arrangements. The model is currently being tested with the help of interview data collected from a number of providers of business process outsourcing in India.

List of Contributors. List of Figures. List of Tables. List of Exhibits. Preface. Acknowledgements. Introduction. Part I: Definition and Overview of SHRM: Overview of Part I. 1. Understanding Human Resource Management in the Context of Organizations and their Environments: S. E. Jackson and R. S. Schuler (both Rutgers University). 2. Strategic Human Resource Management: A Review of the Literature and a Proposed Typology: C. A. Lengnick-Hall and M. L. Lengnick-Hall (both University of Wichata). 3. Theoretical Perspectives for The Strategic Human Resource Management: P. M. Wright (Cornell University) and G. C. McMahan (Texas A & M University). 4. The Strategic HRM Debate and the Resource-Based View of the Firm: P. Boxall (University of Auckland). 5. Strategic Human Resource Management within a Resource-Capability View of the Firm: K. Kamoche (City University of Hong Kong). 6. Human Resource Strategy: A Process for Managing the Contribution of HRM to Organizational Performance: S. Tyson (Cranfield School of Management). Part II: Linking People to the Firm: One Best Way?: Overview of Part II. 7. Looking Inside for Competitive Advantage: J. B. Barney (Ohio State University). 8. Linking Individual Performance to Business Strategy: The People Process Model: L. Gratton (London Business School), V. Hope-Hailey (Cranfield School of Management), P. Stiles (London Business School) and C. Truss (Kingston Business School). 9. Linking Competitive Strategies with Human Resource Management Practices: R. S. Schuler and S. E. Jackson (both Rutgers University). 10. Human Resource Management and Performance: A Review and Research Agenda: D. E. Guest (University of London). 11. Distinctive Human Resources are Frims' Core Competencies: P. Cappelli and A. Crocker-Hefer (both University of Pennsylvania). 12. Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management: P. M. Wright (Cornell University) and S. A. Snell (Pennsylvania State University). Part III: Views of the Multiple Stakeholders: Overview of Part III 13. HR as a Source of Shareholder Value: Research and Recommendations: B. E. Becker (State University of New York at Buffalo), M. A. Huselid (Rutgers University), P. S. Pickus and M. F. Spratt (both Coopers and Lybrand L.L.P). 14. Competing Pressures for Human Resource Investment: G. Harrell-Cook and G. R. Ferris (both University of Illinois-Urbana/Champaign). 15. Managing to be Fair to Service Employees and their Customers E Bowen: W. W. Gilliland (University of Arizona) and R. Folger (Tulane University). 16. Rethinking Employment: P. Cappelli (University of Pennsylvania). Part IV: Global Dimensions: Overview of Part IV. 17. An Integrative Framework of Strategic International Human Resource Management: R.S. Schuler (Rutgers University), P.J. Dowling (University of Tasmania) and Helen De Cieri (University of Melbourne). 18. Strategic Human Resource Management: the Value of Different Paradigms: Chris Brewster (Cranfield School of Management). 19. Redefining the Field of European Human Resource Management: a Battle between National Mindsets and Forces of Business Transition?: P.R. Sparrow (Sheffield University Management School) and J.-M. Hiltrop (International Institute for Management Development). 20. Creating and Sustaining Ethical Capability in the Multinational Corporation: P.F. Buller (Gonzaga University) and G.M. McEvoy (Utah State University). Part V: Role of the HR Department and HR Professionals: Overview of Part V. 21. Is Human Resource Management in Crisis?: P.R. Sparrow (Sheffield University Management School). 22. The New Human Resources Management: Creating the Strategic Business Partnership: S. Albers Mohrman and Edward E. Lawler III (both University of Southern California). 23. The New Network Firm: a Spherical Structure Built on a Human Investment Philosophy: R.E. Miles (University of California at Berkeley) and C.C. Snow (Pennsylvania State University). 24. Measuring Human Resources: an Overview of Practice and a Prescription for Results: Dave Ulrich (University of Michigan). Index.

ABSTRACT The purpose of this study was to determine whether doctoral business students' perceptions of private and public institutions differed and whether these differences provide the potential for sustained competitive advantage. The results of this study indicate that private institutions tend to be more attractive to students because these institutions: (a) are perceived to have a strong reputation for quality, (b) employ more effective promotional strategies, (c) are more competitive in terms of program length, and (d) provide more attractive nonacademic opportunities. On the other hand, public institutions appear to have the following advantages: (a) appeal more readily to students where considerations are important, (b) offer additional graduate study opportunities (Ph.D./D.B.A.) in the business areas beyond the Master's Degree, and (c) appear to offer more in the way of physical facilities.

That entrepreneurship is vitally important to the economic development of a nation Is Indubitable. However, divergent approaches to promoting and fostering entrepreneurial development in the developing countries have been suggested. This paper explores the role of technology transfer to promote entrepreneurship in the LDCs. We argue that entrepreneurial development depends, among other things, on the technology content and context, mode of technology transfer, the recipient country's level of economic development, and the absorptive capacity of local firms. Propositions and implications are offered to guide future research and practice in international entreprenuership.

The decision to outsource applications development and support to a foreign vendor involves not only the myriad issues pertinent to outsourcing in general, but a host of additional risks and challenges unique to firms operating in different legal and cultural environments. Careful assessment of these issues helps determine whether offshore outsourcing will realize its potential to reduce costs, improve software quality, and achieve economies of scale in skills acquisition. Additional informationNotes on contributorsNarender Ramarapu NARENDER RAMARAPU is assistant professor of CIS at the University of Nevada, Reno Monica J. Parzinger MONICA J.PARZINGER is an instructor of IT management at Christian brothers University in Memphis Augustine A. Lado AUGUSTINE A. LADO is an assistant professor of strategic management at Cleveland State University,

While information technology has been recognized as critically important for supporting global business strategy, the contingent relationships between salient dimensions of an information technology and key sources of competitive advantage have not been systematically explicated and discussed in the literature. Instead, a universal view of the role of information technology in developing competitive advantage for a firm is often adopted. Taking a contingency perspective, this paper more systematically examines the links among global business strategies, global information technologies (GIT) and competitive advantage within an integrative framework. Additionally, the issue of sustainability of GIT-based competitive advantages is addressed using the conceptual tool kits of the I/O (industrial organization)-based and resource-based theories of strategic management. The proposed conceptual model provides an encompassing framework for future research on the increasingly important topic of global information technology and its potential to generate competitive advantage for firms.