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The present study explored the availability of flexible work arrangements (FWA) and their relationship with manager outcomes of job satisfaction, turnover intentions, and work-to-family conflict (WFC) across country clusters. We used individualism and collectivism to explain differences in FWA availability across Latin American, Anglo, and Asian clusters. Managers from the Anglo cluster were more likely to report working in organisations that offer FWA compared to managers from other clusters. For Anglo managers, flextime was the only FWA that had significant favorable relationships with the outcome variables. For Latin Americans, part-time work negatively related with turnover intentions and strain-based WFC. For Asians, flextime was unrelated to time-based WFC, and telecommuting was positively associated with strainbased WFC. The clusters did not moderate the compressed work week and outcome relationships. Implications for practitioners adopting FWA practices across cultures are discussed.

This research used Bandura's social cognitive framework of self-regulation to examine functional group leadership. Antecedents and outcomes of leader goals and leadership selfefficacy (LSE) were central to this investigation. Leaders were 96 college students who led three-person teams on either a more simple or complex production task. Results indicated that LSE predicted leader goal levels, and together LSE and leader goals predicted task strategies communicated by leaders to group members. Most effects of LSE and leader goals on group outcomes were mediated by leader strategies. In addition, LSE was instrumental to the leader's maintenance of challenging goals when leaders confronted a complex task. Findings offered general support for extending Bandura's self-regulation model to group leadership task settings.

Answering research calls for better contextualisation of entrepreneurial behaviour, we examine the cultural contexts in which individuals with entrepreneurial values (Schwartz’s self-enhancement- and openness-to-change values) are most likely to be entrepreneurs. Culture is assessed through Schwartz’s cultural dimensions of mastery and egalitarianism. The results of multilevel logistic regressions with more than 35,000 respondents nested in 28 European countries support the hypotheses that individual values are more important for explaining entrepreneurship in non-entrepreneurial cultures (low in mastery and egalitarianism). Our results indicate that mastery compensates for openness-to-change, whereas egalitarianism reduces the impact of both self-enhancement and openness-to-change values.