Purpose -The purpose of this study is twofold. First, the authors aim to investigate the applicability of the five (EO) dimensions of autonomy, innovativeness, risk taking, proactiveness, and competitive aggressiveness to a medium-sized firm. Second, the research seeks to explore firm processes leading to the development of entrepreneurial orientation (EO) in a medium-sized domestic US firm. Thus, it endeavours to examine the applicability of EO dimensions as well as the processes by which EO arose in the focal company. Design/methodology/approach -The authors use a multi-method approach entailing analysis of archival data as well as semi-structured interviews of executives to examine the applicability of EO dimensions as well as the processes associated with the development of EO to a medium sized firm competing in a Midwestern US market. Such an in-depth analysis of one firm provides rich data, enabling the exploration of EO using qualitative methods. Findings -While the medium-sized domestic US business had high levels of autonomy and proactiveness, it exhibited moderate levels of innovativeness and risk-taking, and only a low level of competitive aggressiveness. Furthermore, the analysis suggests that organizational artifacts facilitate the development of EO and support organizational culture. Specifically, the organizational artifacts of having an ESOP, a flat hierarchy, inter-unit coordination, and customer communication facilitated EO, and reinforced the organizational culture aspects of empowerment, openness, teamwork, quality services, customer satisfaction, and adaptability. Originality/value -This study is among the first to examine all five EO dimensions as well as to use qualitative methods to do so. It also illustrates how EO applies to medium-sized firms, and identifies processes by which these dimensions develop.

Despite the intrinsic human benefit and potential organizational benefit of spirituality, we suggest that there are limits to the effectiveness of spirituality in the workplace. Spirituality in the workplace is subject to dilemmas, costs and outright negative effects. Successful implementation of spirituality in the workplace requires organizations to pay attention to six issues: (1) net economic cost of implementation, (2) potential for worker exploitation, (3) replacing or substituting community's function or role in spirituality, (4) inappropriate practice of spirituality in the workplace, (5) potential for competitive disadvantage, and (6) increased groupthink. We conclude by discussing research opportunities and practical suggestions.

This article empirically assesses the effectiveness of the Truth and Reconciliation Commission (TRC) of South Africa as perceived by three ethnic groups in South Africa, namely, Xhosa, Afrikaners, and English. It examines whether the participants of each ethnic group viewed the TRC to be effective in bringing out the truth and bringing about reconciliation. The article also examines whether the TRC was viewed as having had a positive effect on South Africa's society, economy, politics, and image in the world. In addition, the perceived overall success of the TRC is assessed. The Afrikaner participants perceived the TRC to be less effective than the English participants and much less effective than the Xhosa participants. Finally, the article discusses potential future benefits that may be gained from the experiences of South Africa's TRC to manage ethnic and racial conflicts in other parts of the world.Although South Africa has a history of racial injustice and vast human rights violations, it also has a legacy of finding revolutionary ways of addressing interethnic and interracial conflicts. In

No abstract

Much of the research on managerial decision making in cross-cultural settings has relied heavily on overall differences in values to help explain variance in decision preferences. Although the research has been valuable in identifying cultural differences, it has not focused enough on the similarities among cultures, especially in occupational subgroups. This paper reports a cluster-analytic approach to developing value profiles as a technique for identifying value similarities in managerial subgroups. The results, from a sample of Indian and American managers, show that two dominant value profiles (designated "pragmatic" and "altruistic") were present and that these value profiles helped explain variances in decision preferences.