Preference for hierarchy is related to the motivation to feel less empathy and more schadenfreude towards low status people

Social dominance orientation (SDO)—the tendency to accept and endorse group-based dominance—has been linked with reduced empathy and increased schadenfreude (i.e., pleasure at the misfortunes of others) towards competitive others. Are these outcomes driven by a strategic motivation to feel emotions that facilitate hierarchy-reinforcing behaviors (and avoid those that interfere)? Across three pre-registered studies using Amazon Mechanical Turk participants (N = 1724), we find that SDO determines which emotions people want and choose to feel. People with higher (relative to lower) levels of SDO make similar predictions of others’ emotions when asked, but desire to feel less empathy and schadenfreude toward low-status targets, and when given a choice, choose to feel less empathy and more schadenfreude. This work adds to a growing literature on the impact of ideology—in this case, SDO—on emotion tendencies and further expands work on the motivated nature of empathy.

CSR-enhancing factors for business vs public stakeholders: evidence from Hong Kong

Purpose The purpose of this study provides the enhancing factors of corporate social responsibility (CSR) and examines their differential effects on corporate social performances for business-stakeholder groups (i.e. investors, employees, suppliers and customers) and public-stakeholder groups (i.e. communities and the environment). Design/methodology/approach This study uses a differenced-equation model to test the differential effects of CSR-enhancing factors. The study tests the impact of each factor controlling the effects of the other CSR-enhancing factors in one multivariate analysis with survey data of 776 small and medium-sized enterprises from Hong Kong. Findings This study finds that firms give more CSR efforts for public stakeholders than for business stakeholders as firms’ financial resources, institutional conformity and their perceived regulatory pressure increase. On the other hand, firms provide more CSR efforts for business stakeholders than for public stakeholders when such efforts are based on their strategic motivation. Originality/value The main contribution of this study is to clarify diverse CSR-enhancing factors for different stakeholders, in particular, business vs public stakeholders, thus to help firms understand the effective ways to increase CSR actions for specific target stakeholder groups.

MOTIVATION BEHIND THE FOREIGN EXPANSION OF ŁÓDŹ VOIVODESHIP COMPANIES

The aim of the article is to present the motivation behind foreign expansion of small and medium-sized enterprises (SMEs) based in Łódź Voivodeship. In order to carry out the project the researchers analysed the literature on the subject and conducted primary research on the sample of the selected companies with the use of survey and interview questionnaires that the managers of the companies surveyed responded to in 2017 and 2018.The decisions to enter foreign markets also resulted from the fact that companies wanted to increase their turnover and profits and in some cases, as the research proved, they were also motivated by factors concerning the companies productivity. Companies perceive foreign market expansion as an opportunity to expand their product offer, enter new markets, implement innovative solutions or achieve the previously set strategic goals, which is referred to as the so called strategic motivation.

Decision Factors in the Strategy of Sports Sponsorship in Spain

This chapter responds to how companies decide their sports sponsorship strategy. Initially, a theoretical review was carried out on the actual research to date on the subject, which led to fieldwork that combined quantitative and qualitative techniques. In the first place, the managers and executives of 40 Spanish companies were surveyed. In the qualitative phase, discussion groups and in-depth interviews were carried out. The results obtained have been divided into findings for large companies and SMEs, respectively. The main finding has confirmed that sponsorship has basically a strategic motivation at its onset and an economic one in its execution.

Zajęcie i okupacja Islandii przez wojska brytyjskie 1940–1943

After the German invasion of Denmark, Winston Churchill, then forming a new cabinet, decided to occupy Iceland. According to the British Prime Minister, this was an operation to prevent the Germans from establishing themselves on the island. According to Churchill, the Germans – who had been successful in Norway – had not only the opportunity and the right forces, but also the strategic motivation to capture Iceland. It should be underlined that, at the time, Iceland, which since 1918 had been an independent state in a personal union with Denmark, declared the will to be strictly neutral. However, Iceland was not able to defend itself. Apart from about 150 policemen and Coast Guards, there were no Icelandic armed forces. The article presents the circumstances and conditions of the British “invasion” of Iceland and the course of the occupation.

Exploring the Strategic Motivation of Internationalisation: Indonesian Contractors’ Perspectives

Although extensive research has been carried out on international construction, scant study in this domain exists which has paid attention to developing economies. The present study empirically investigates the above context from the perspective of one of the largest developing nations, Indonesia. Focus of this study is Indonesian contractors’ motivations to enter foreign marketplaces. An empirical approach integrating quantitative and qualitative techniques was adopted to address the research question. The primary data were collected through questionnaires distributed to large Indonesian contractors. Descriptive statistical method and relative importance index (RII) were employed for data analysis. In the discussion the survey results were triangulated with the interview findings. The results clarify that the reason to pursue overseas projects was motivated by multiple-motivations rather than a single one. The major motivations were to increase profitability, to benefit competitive advantage, to expand business, to capitalize on globalization/free trade regions, to respond to project sponsor’s invitation and to gain international experience. An implication of these findings is that the existing condition of the companies should be taken into consideration when measuring companies’ motivation levels in pursuing overseas projects.

An explorative study of trends, distribution and pattern of bilateral cross-border joint ventures (CBJVs)

Purpose This paper aims to explore the trends, distribution and pattern of Indian bilateral cross-border joint venture (CBJV) activity with advanced developed nations (G7 nations) which include the USA, the UK, Japan, France, Germany, Italy and Canada over the 2001-2010 period. Design/methodology/approach Longitudinal data on the population of 201 CBJVs are analyzed using Securities Data Company (SDC) platinum database. Chi-square test of independence is conducted on the parameters for CBJVs collected over a span of 10 years to test interrelations between them. Findings The results of explorative trend analysis and test of interdependence are significantly different from developed countries in terms of interrelation between parent’s nationality, industry classification, broad purpose, period of formation and the equity owned. Research/limitations implications Future work may explore the strategic motivation of both developed and developing nation firms, given the dynamics of CBJVs explored in this paper. The study could also be extended to other developed and developing nation firms CBJVs with Indian firms. Practical implications This study provides a broad-based objective exploratory study of trends and distribution of CBJVs from the standpoint of the developing nations. This helps managers to identify the dynamic industries of CBJVs in India as far as G7 nations are concerned. Social implications The possibility of asymmetric motives of partners in CBJV could not be negated. The role of Indian policymakers also becomes much larger to regulate the monopolistic and anti-competitive practices. Originality/value The longitudinal study serves to present first of its kind systematic analysis of detailed activity of Indian firms in bilateral CBJV formation.

The Italian Navy and Japan, the Indian Ocean, Failed Cooperation, and Tripartite Relations (1935–1943)

Studies of the relations between the Tripartite powers have primarily been concentrated on the relations of Nazi Germany with Imperial Japan and Fascist Italy. This article, based on original documents from the Italian archives, offers an original insight on the Italian perspective about the naval relations between Italy and Japan before and during the early years of the Second World War. It analyses the strategic motivation that led Fascist Italy to seek naval cooperation with Japan and how their relationship evolved during the period between the Ethiopian War (1935–6) to the end of the Axis campaign in North Africa in 1943.