Forthcoming and Online First Articles

International Journal of Management Development

International Journal of Management Development (IJMD)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Management Development (2 papers in press)

Regular Issues

  • Cross-cultural communication barriers to managing workforce diversity in multicultural organisations   Order a copy of this article
    by Kirti Rajhans, Amit Hiray 
    Abstract: Owing to globalisation, large organisations in almost all sectors today have become multicultural and multidisciplinary. This calls for the need to identify and address the emerging barriers to cross-cultural communication that may hinder effective management of the workforce. As the workforce is becoming increasingly global and culturally diverse, efficiency in interpersonal and intercultural communication is imperative for effective team performance and success. The objective of this paper is to identify the critical cross-cultural communication barriers in managing workforce diversity in multicultural organisations. The study also examines the impact of these barriers on the team performance in multicultural organisations and, based on the results, proposes a cross-cultural communication framework that could be adopted by multicultural organisations in India and all other countries where similar situations prevail.
    Keywords: cross-cultural communication; workforce diversity; multicultural organisations.

  • Turnaround in hectic times: the influence of CEO attributes under different market conditions   Order a copy of this article
    by Lars Schweizer, Andreas Nienhaus 
    Abstract: Dismissing the CEO is a common turnaround move when coping with financial distress. However, the beneficial effect on firm survival remains largely unproven. By applying the fit/misfit logic of Chen and Hambrick (2012) for executives in distressed firms, we show that a managers personal attributes (in our study CEO-founder-duality and CEO-chairman-duality) have a greater influence on turnaround than firing the CEO per se. By developing a split sample of different contextual settings, the influence of CEO attributes on survival successes in company inherent crises is compared to the influence in exogenously induced market shocks. Results based on 168 distressed firms demonstrate the impact of CEO and firm characteristics on turnaround success. We find that during exogenously induced distress, CEO-founder-duality is negatively related to firm survival. However, company size and market expectations increase turnaround chances. In contrast, in company inherent crises, CEO-chairman-duality is positively related to survival. Our findings contribute to the field of corporate turnaround research by extending the fit/misfit theory to executives with function duality and accounting for severe market changes
    Keywords: turnaround; financial distress; founder-CEO; CEO-founder-duality; CEO dismissal; fit/misfit theory.