Top management talent, strategic capabilities, and firm performance

Personality Traits and Sales Effectiveness: The Life Insurance Market in Poland

“…A direct comparison of the variables comprising theoretical explanations suggested that the trait activation theory may be relatively important in explaining when and how personality trait intensity is predictive of job performance. While some have questioned the practical relevance of personality variables for human resource selection decisions (Joyce & Slocum, 2012;Murphy & Dzieweczynski, 2005), the results imply, when there is reason to believe that the trait is relevant to the job context, that validities cannot be characterized as "disappointingly low" (Schmitt, 2004) to any but the most captious observer. In responding to Morgeson's (2007) critique of the personality-performance literature, Tett and Christiansen (2007) claimed, "The ideal situation for any worker is one providing opportunities to express his or her traits…such that trait expression is valued positively by others" (Judge & Zapata, 2014, p. 1168).…”

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

“…Numerous research studies link specific SL practices to enhanced financial performance. Examples include: valuing staff [52]; social responsibility [53,54]; knowledge sharing and retention [55,56]; strong and shared vision [51,57]; innovation [58,59]; high quality [19,60]; and teamwork together with a strong culture [22,61]. However, these studies were done in diverse contexts and using different samples and measures.…”

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…Local firms will therefore have indigenous systems that reflect employee expectations (Saini & Budhwar, 2004, Doh et al, 2014 and these enduring social systems will make it hard for MNEs to transfer their TM practices (Cooke et al, 2014). As TM is contingent upon corporate strategy, labour market supply, governmental initiatives and institutional drivers (Chabault et al, 2012, Iles, 2013, Joyce & Slocum, 2012, it is important to consider the idiosyncrasies of Turkey's operating environment.…”