Management Research News

James Poon Teng Fatt

1998 Management Research News

doi: 10.1108/01409179810781464

Attempts to link nonverbal communication and business success by advocating that salespeople in particular should be aware of nonverbal communication and what it means. Claims that verbal and nonverbal communication, taken together, provide more complete information and states that women are innately more knowledgeable than men when it comes to understanding nonverbal communication. Covers and explains metalanguage, paralanguage, body motion or kinesic behaviour, emblems, illustrators, affect displays, regulators, adaptors, physical characteristics, touching behaviour, proxemics, artifacts, and environmental factors. Outlines the opportunity for feedback, covering reinforcement behaviour, response‐matching, accommodation, and identifying indicators of deception. Asserts that understanding of nonverbal communication is vital in cross‐national negotiations and can lead to business success in selling or persuasive roles such as advertising.

Dennis N. Bristow; Daniel A. Sachau

1998 Management Research News

doi: 10.1108/01409179810781473

Surveys 72 female undergraduates at a US Midwestern university to establish whether or not people distort the purchase price of goods as a means of impression management, an, if so, whether they under‐ or over‐report the price, depending on their level of self‐esteem. Finds that people with low self‐esteem are more likely to use price as a surrogate indicator for taste. Links this to marketing theory in that consumers purchase products for their meaning as well as their purpose and as symbols to demonstrate social status and to communicate self‐image. Takes into account micro‐economics and the price‐quality relationship. Supposes that consumers would buy the cheaper article when confronted with two similar items at different prices but confirms that this is not necessarily the case.

Bob Marsh; Brian H. Kleiner

1998 Management Research News

doi: 10.1108/01409179810781482

Investigates employee benefits on offer in the USA. Acknowledges that several benefits (such as social security payments) are required by law but focuses on voluntary or discretionary benefits, which may or may not be taxable, such as child care. Explores the purpose of these benefits, particularly from the employ’s point of view, as a tool for offering incentives and increasing motivation. Provides a brief overview of the history of benefits in the USA, the benefits on offer, the cost of benefit packages to employers, and tax consequences. Notes that the traditional benefit package was based on a male worker with a non‐working spouse and two children, which has not kept pace with demographics. Describes a typical household today as a two‐income family with children, with increased life expectancy and more elderly people. Concedes that benefit packages are beginning to change, particularly in relation to elder care and child care. Terms pick and mix benefits packages as cafeteria‐style benefit plans and outlines their advantages and disadvantages. Warns that more and more benefits are likely to be taxable.

William A. Drago

1998 Management Research News

doi: 10.1108/01409179810781491

Looks at Mintzberg’s pentagon model of ideal structures as a tool for describing organization structural designs. Surveys 91 US CEOs to test the validity of the model, in an attempt to provide greater insight into the model and its applicability to real life situations. Details research methodology. Fails to find a link between an organization with an ideal structure and performance, reporting that simple structured firms seemed to be the best performers, while hybrids and firms failing to score “high” on any ideal structure were also solid performers. Notes limitations of the study but suggests further research could expand knowledge of the structuring of organizations.

Kevin J. Sigler; Thomas Cornwell

1998 Management Research News

doi: 10.1108/01409179810781509

Explores a US bank CEO’s ideal compensation package as a way of attracting and retaining talented individuals. States that there must be a competitive base salary but that total compensation should include car, housing, retirement and health benefits., and stock options. Notes that the federal tax package has placed a limit on eligible compensation and mentions supplemental executive retirement plans (SERPS) as a way of compensating for this. Links pay with bank performance; the CEO’s cash bonuses are tied to the bank’s performance to ensure that the CEO acts in the best interests of the bank and its shareholders. Observes fluctuations in total compensation packages due to tenure, returns on average assets, bank revenues and net incomes or profits of the bank.

Yim Yu Wong; Thomas E. Maher

1998 Management Research News

doi: 10.1108/01409179810781518

Warns against expecting the Japanese and Chinese to behave similarly, despite common features of their national cultures and geographical proximity. Points out that China follows Confucian‐based business ethics based on connections, mutual trust and under the table dealings, whereas Japan subscribes to Shinto‐based business ethics, depending on perfection, product superiority, obligation, personal honesty and self‐sacrifice. Provides a brief historical overview of each country’s cultural and political dynamics, then draws attention to some of the important differences between China and Japan – China preferring a command culture, pragmatism, centred on the family and using punishment as a means of ensuring conformity, whereas Japan prefers a consensus culture, sentimentality, has a strong sense of nationhood and relies on praise to achieve required performance. Suggests that western businesses keep this in mind if they are to conduct business successfully in either or both of these two countries.