Each month, we select up to ten publications from those that have recently been entered into the Literature Database.

A year ago, there were approximately 6,480 citations in the Literature Database. As of June 2006, we now have over 7,500 citations.

Click here for a direct link to the Sloan Literature Update articles in the Literature Database.

Global Perspectives - Bingham, J.B., Boswell, W.R., Boudreau, J.W. (2005). Job demands and job search among high-level managers in the United States and Europe. Group & Organizational Management, 30(6), 653-681.

This study expands upon past research on the job demands of high level managers by looking at the influence of job demands on managers’ decisions to search for a new job and, ultimately, to stay at or leave an organization. The authors surveyed 1,377 American managers and 1,871 European managers on their job search activities and level and type of job demands. Findings indicate that managers may attempt to remove themselves from jobs in which demands are constraining, but are likely to see developmental demands as beneficial. Job satisfaction appears to have a mediating effect on job search behavior.

Global Perspectives - Burke, R.J., Richardsen, A.M., & Martinussen, M. (2004). Workaholism among Norwegian senior managers: New research directions. International Journal of Management, 21(4), 415-426.

This paper uses a sample of 171 Norwegian construction company owners and senior managers to examine different types of workaholics and their levels of work conflict, work support, Type A behaviors and burnout. Findings do not support the proposed relationship between workaholism, conflict, and levels of social support; Type A behavior and burnout measures were supported as expected. The importance of empirical as well as international research on this topic is discussed.

Global Perspectives - Drew, E. & Murtagh, E.M. (2005). Work/life balance: Senior management champions or laggards? Women in Management Review, 20(4), 262-278.

This organizational case study explores the views of female and male senior managers on issues that hamper work-life balance (WLB), including the lack of support and practice of flexible working, and pinpoints strategies that will redress these issues in an Irish company. An initial organization-wide on-line survey identifies the lack of a WLB culture as a major barrier in senior management career progression, especially for female manager. The paper draws on quantitative and qualitative data from a mixed-method approach using on-line questionnaires, interviews, and focus groups with senior managers. The findings show that the demographics of male and female managers differ and that female senior managers are more likely to be younger, single or cohabiting, and without children or to have one child compared with their male colleagues. Both groups perceive flexible working arrangements to adversely impact their career or promotion prospects, due to the strong long working hours culture within the organization. Senior managers feel pressured to make sacrifices by forgoing flexitime and accepting a contract that reduced rather than extended their annual leave entitlement. The paper also considers a number of strategies to promote WLB. The authors highlight the need for leadership from the top to establish not only policies but also good WLB practice and to demonstrate its acceptance without penalty for all employees, including senior managers. Annotated by Uracha Chatrakul Na Ayudhya, Doctoral Researcher, Manchester Metropolitan University, United Kingdom.

Friedman, S.D. (2006). Learning to lead in all domains of life. American Behavioral Scientist, 49(9), 1270-1297.

This article discusses “total leadership,” a concept that aspires to improve business results by teaching participants to lead in ways that successfully integrate work, home, community and self. The author discusses the importance of three key capacities (authenticity, integrity, and creativity) and offers examples of changes in leadership identity for several participants.

Global Perspectives - Kasper, H., Meyer, M. & Schmidt, A. (2005). Managers dealing with work-family conflict: An explorative analysis. Journal of Managerial Psychology, 20(5), 440-461.

The authors interviewed thirty Austrian managers from the upper and highest levels of organizational hierarchies to examine different strategies for coping with work-life conflict. Findings reveal three different prototypes of dealing with work-family conflict. The authors discuss the characteristics of each prototype along with recommendations for future research.

Killian, C.M., Hukai, D. & McCarty, C.E. (2005). Building diversity in the pipeline to corporate leadership. Journal of Management Development, 24(2), 155-168.

This paper examines the methods that have proved successful in removing barriers to the success of women and minorities in corporate organizations. Authors discuss the importance of organizational acceptance, manager accountability, training and education on gender and race equality, and criticisms of diversity efforts. Findings indicate that the creation of a business care for workplace diversity is important, but a sense of social responsibility that eliminates stereotypes and inequities because it’s the “right thing to do” may be equally important in the quest to change organizational culture and individual behaviors.

Wilcox, M. & Rush, S. (Eds.). (2004). The CCL guide to leadership in action: How managers and organizations can improve the practice of leadership. San Francisco, CA: Jossey-Bass.

Table of Contents: Skills for leaders -- How to deal with change -- How to work across cultures -- Feedback and coaching -- Striking a balance -- What is leadership development? -- Creating the leadership pipeline -- The leadership context is diversity -- Creating teams that work -- The long view for organizational success.

Caven, V. (2006). Choice, diversity and ‘false consciousness’ in women’s careers. International Journal of Training and Development, 10(1), 41-54.

This paper explores the assumptions presented within some literature on women’s careers that women are victims of the patriarchal systems or gender bias rather than capable of making decisions about their careers based on personal preference and choice. The author argues that these assumptions are held by researchers but not their subjects. She conducted interviews with 37 female architects, with the main emphasis on women who have adapted their careers to allow for care-taking or non-work activities such as politics or community work. Findings indicate that the interviewees define career success as the ability to successfully balance work and family rather than as an upward, linear progression within their organizations.

Raymo, J.M. & Sweeney, M.M. (2006). Work-family conflict and retirement practices. Journal of Gerontology: Social Sciences, 61B(3), S161-S169.

Global Perspectives - Roos, E., Lahelma, E. & Rahkonen, O. (2006). Work-family conflicts and drinking behaviours among employed women and men. Drug and Alcohol Dependence, 83(1), 49-56.

This report investigates the effect of work-family conflict on drinking behaviors among men and women and explores whether family structure and socio-economic status affect the relationship. Questionnaires were distributed through the mail to Finnish municipal employees between the ages of 40 and 60; 4,228 women and 1,043 men participated with a response rate of 66%. Findings indicate that work-family conflict is strongly related to problem drinking among women and men and heavy drinking among women. Family structure and socio-economic status did not affect the relationship between work-family conflict and heavy drinking among women, but strengthened slightly the association between work-family conflict and problem drinking for both women and men.