Christopher Selvarajah

This article explores employee voice within organizations, in the context of the often-complex inclusion of sexual and gender minority (lesbian, gay, bisexual, trans and intersex (LGBTI)) employees. This study utilized a qualitative case study approach to gather insights from diversity experts and organizational documents of three large Australian organizations representing private, not-for-profit and public sectors. This research focused on organizational interventions that capture the voices of LGBTI employees, because their voice remains a challenge. While extant literature has largely focused on employee networks as a primary voice for this group, this study identifies several other integral and novel mechanisms. This study contributes to existing knowledge by developing an empirically based theory on voice mechanisms to overcome the spirals of silence. The findings of this study offer practical value to organizations seeking to promote LGBTI voice and inclusion in the workplace. JEL Classification: J15, J16, J71, J81, M12, M14, O15

Drawing on the strategic capacity-building perspective, we examine the mediating roles of three innovation strategies, i.e. export formalization, foreign business networking, and proactive competitiveness between managerial capacity and technological and innovation leadership in SME internationalization. Employing a sample of 900 Vietnamese SMEs, we found support for a three-staged internationalization process models allowing for SMEs that export, SMEs with plans to export, and SMEs with no-plans to export. With the identification of the three SME stages, the emphasis on the internationalization process shifts from export performance perspectives to leadership, and this shift has theoretical and practical implications for current knowledge about the SME internationalization process.

In this paper, we explore paternalism as the main cultural framework within which excellence in managerial leadership operates in organizations in the Philippines. Factor analysis, regression and structural modelling are employed to explain managerial leadership excellence in the Philippines. Perceptions from 258 Filipino managers highlight paternalistic leadership as a unique mixture of Confucian and Catholic values. Pastoral focus is an important cultural dimension through which Environment focus and Work practices influences the Personal qualities. Moral obligations are important since they mediate between Pastoral focus and managerial response to Organizational demands but unimportant as direct influence on excellent leader.

In this paper, we set out to study what constitutes managerial leadership excellence in Vietnam. In so doing, based on a 208 sample employing factor analysis and structural equation modelling, we have developed a ten dimension cultural model where Confucian cultural values with some aspects of Dharma influence managerial behaviours, where a leader is seen to be both a team and an organizational player. These values are moderated by Gender differences, with female managers more supportive of what constitutes an excellent leader than male managers. The cultural values are also moderated by a significant regional difference between the North and South.

In this paper, we examine cultural values that influence the leadership perceptions from a sample of 1140 managers in Sri Lankan organizations. Multivariate analysis such as regression, factor analysis and structural equation modeling was employed to explain leadership excellence. Trust and sustainability were found to be the most important ethical leadership characteristics with three distinct leadership perspectives—nurtured organization, good management and excellent leadership. Implications of this study suggest that trust, sustainability and loyalty should be emulated within a nurtured organization, and good management practice with less emphasis on morality should be emulated for developing HR capacity in Sri Lanka.

Weaknesses in the institutional environment of Central Europe challenge the sustainability of economic development. Institutional theory stipulates that institutions drive economic development, and institutions are configured by individual values and practices. The World Governance Indicators, the Corruption Perception Index, and the Doing Business Indicators indicate weaknesses in the institutional environments of the Visegrád countries. This paper explores the micro level perspective of institutions, focusing on values and practices, in terms of leadership and ethics. A survey of 868 private and public sector managers from Czech Republic, Hungary, Poland, and Slovakia provides evidence that leadership practices and ethical values are congruent, suggesting a positive influence on the institutional environment. The results also provide evidence for the presence of the gap, spanning between the micro and the macro level factors affecting sustainable economic development. These results imply that a bottom-up view of sustainable economic development is more suitable to the Central European context, and promotion of sustainable economic development needs to focus on the micro level factors.

This paper explores the importance of cross-cultural skills needed by Vietnamese SMEs (current and potential) exporters across Hanoi, Da Nang and Ho Chi Minh City (HCMC). The findings suggest that training needs vary by regions, stage of SME development and cultural context of the region. The study has both theoretical and practical implications. The paper suggests that prior to designing and implementing training, the identification process must involve systematic conceptualization of key export stimuli and be informed by best practice and empirical knowledge. The study endeavours to develop a conceptual framework and propositions for future research.

Small and medium – sized enterprises (SMEs) are often considered the primary source of economic development and integration in developing countries, including Vietnam. However, in the process of transitioning from a controlled economy to a market-oriented economy, many Vietnamese SME managers still lack basic business skills to compete successfully in international markets. Comprehensive training programs on basic business skills, therefore, should be developed to improve the capacity of Vietnamese SME managers. This paper aims to identify the training needs and appropriate training programs to raise these skills. Fifty-eight SME managers from three major cities of Vietnam (Hanoi, Da Nang and Ho Chi Minh City) participated in twelve focus groups with each group being between three and eight members. Participants from these SMEs were grouped either as managers presenting potential exporters or current exporters. It can be seen from the findings that two groups of SMEs emphasized a series of categories of basic business skills, namely marketing skills, production skills, management skills, financial skills, and IT skills. Nonetheless, there were noticeable differences between the two groups about specific skills. Based on the perceptions of Vietnamese SME potential exporters and current exporters with regard to basic business skills needed in exporting activities, recommendations about training programs are provided. With regard to some skills, common training programs may be provided to both groups of managers, whereas, with other skills, separate training programs for each group of managers may be more appropriate and effective. For instance, the introduction to basic knowledge about international marketing, and skills to develop products which are able to be exported should be included in the training programs for SME potential exporters. Meanwhile, the training including promotion skills, especially skills to promote brands in international markets, and guidance on managing in-put materials, particularly selecting suppliers and maintaining the quality of in-put materials to meet the requirements of foreign partners should be arranged for the current exporters only. The outcomes of this study are expected to be useful for not only SME managers, but also training organisations and government associations in designing and developing training programs. The study also adds to the body of knowledge covering human resource development in developing countries.

In this paper, leadership is viewed as a driver for change, showing directions towards a society with high adaptive capacity. This study, in particular, investigates whether the eight ancient principles of Javanese statesmanship (Asta Brata) can be employed as change agents for analysing managerial leadership excellence in Javanese organizations. Factor analysis, regression modelling and structural modelling are used to explain what constitutes leadership excellence in Javanese organizations. These findings based on the perceptions of 312 Javanese managers suggest they favour a paternalistic leadership style that is nurturing but not authoritative. This then calls for institutions that stimulate progressive leadership and entrepreneurial leadership as necessary but not sufficient until tempered with personal quality factors such as trustworthiness, dependable and discerning behaviours, patience and decisive action and acknowledgement of environmental influence.