Drawing from upper echelons theory, this study examines Chief Human Resource Officers (CHROs) level of cultural intelligence as a predictor of diversity management practices established during their tenure. We model cultural intelligence (CQ) as an individual difference that combines with functional expertise to bolster attention to diversity management. CHRO cultural intelligence is further posited to have an indirect effect on the establishment of diversity management practices through CHRO propensity for transformational leadership behaviours, in this case directed towards other TMT members to garner support for diversity management practices. We test arguments with primary and secondary data from a sample of 193 CHROs and their institutions. Findings address the call to analyse functional TMT roles and factors that impact their effectiveness, and speak to the continued evolution of CQ as a research construct. We conclude with research and practical implications at a time of heightened attention to diversity.

The objective of this research paper is to investigate the intention to use mobile ERP under the effect of computer self-efficacy and system security at a university setting. Mobile ERP, a business software that integrates core business functions into a single system, has been increasingly penetrating the ERP market with promising benefits like real-time data availability and sharing, greater productivity, and competitive advantage, but to the best of the author's knowledge, there is no study that has investigated its usage intention among a traditional-ERP organization. The updated DeLone and McLean IS success model with its three quality factors is employed in this study as a theoretical framework and extended with system security and computer self-efficacy to examine the adoption of mobile ERP as an emerging phenomenon. With a sample of 347 university students, SEM results suggest that service quality, system security, and computer self-efficacy are significant determinants of individuals' intention towards using mobile ERP.

Lauren A. Turner and A. J. Angulo explore how institutional theory can be applied to explain variance in higher education organizational strategies. Given strong regulatory, normative, and cultural-cognitive pressures to conform, they ask, why do some colleges engage in high-risk decision making? To answer this, they bring together classic and contemporary approaches to institutional theory and propose an integrated model for understanding outlier higher education strategies. The integrated model offers a heuristic for analyzing external and internal pressures that motivate colleges to implement nontraditional strategies. Through an analysis of recent trends among outlier colleges and their approaches to the Scholastic Aptitude Test, Turner and Angulo contextualize the model and consider its potential for understanding why higher education organizations adopt characteristics that differentiate them from their peers.

This research extends the limited support for social comparison tendencies as an individual difference variable and a key moderator of pay fairness perceptions. Through three studies comprised of five data collections, the following adapts a measure of social comparison orientation to pay contexts and examines its association with heightened perceptions of distributive fairness in hypothetical and actual scenarios of pay equity, over-reward, and under-reward. In keeping with Gibbons and Buunk’s construal, our targeted operationalization of social comparison orientation demonstrated inter-individual variation and intra-individual stability, providing corroboration of distinct individual predispositions towards social comparison. Our experimental findings further support this point in that socially relative pay information had a stronger impact on pay fairness evaluations among individuals predisposed to socially compare and a relatively weak impact on those that were not. This investigation is complementary but distinct from the prevalent focus on situational factors as drivers of social comparison. Further, examining this point in the context of pay is timely based on the recent level of public and managerial attention given to the fairness of relative pay differences.

Effective employee recruitment strategies are critical to organizational success. When faced with recruitment challenges, a common response by firms is to increase pay level, an incentive that is somewhat easily competed away as other firms follow suit. The following instead examines the incentive effects of pay mix in motivated job choice decisions. Relevant research is reviewed to establish the conceptual foundation. Then through experimental design, we investigate whether job postings that are alike on all substantive qualities except pay mix policy distinguish job appeal in a systematic way. Our findings provide preliminary support for stronger incentive effects with a work-life balance pay mix policy, relative to market-match and performance driven pay mix policies. Job postings that conveyed a work-life pay mix were rated as significantly more appealing by both men and women. Further, this pattern of preference was distinctly larger for women relative to men, which speaks to the practical aspect of attracting a gender-diverse applicant pool. Findings will inform research and practice on the incentive qualities of total compensation (pay and benefits), often given short shrift in comparison to the monetary component of compensation alone.