You are looking at 1 - 3 of 3 items

  • Author or Editor: Michael J. Roy x
Clear All Modify Search
You do not have access to this content

Michael J. Roy and Richard Hazenberg

This chapter focuses on the idea that the process of social entrepreneurship needs a supportive environment in order to flourish. Drawing upon biological metaphors and evolutionary theory, we show how different environmental conditions – such as historical, political, legal and economic factors – all combine to influence various types of social enterprise that can emerge in different contexts.  Reflecting on extant research on social enterprise ‘ecosystems’, we also draw upon our own results of a large-scale European project to present a typology of different ‘ecosystems’ identified thus far and suggest ways in which research on this topic could be developed further in the future.

You do not have access to this content

Michael J. Roy, Neil McHugh and Stephen Sinclair

Social impact bonds are the focus of Chapter 14 by Roy, McHugh and Sinclair. They argue that there is a lack of engagement with ethical issues in the use of these bonds, including the possible neglect of non-economic issues in policy-making. Therefore, the use of social impact bonds might have negative implications for the implementation of social policy.

You do not have access to this content

Lena Zander, Audra I. Mockaitis, Anne-Wil Harzing, Willhelm Barner-Rasmussen, Cordula Barzantny, Srabani Roy Choudhury, Anabella Davila, Joyce De Leon, Alvaro Espejo, Rita Ferreira, Axèle Giroud, Kathrin Köster, Yung-Kuei Liang, Michael J. Morley, Barbara Myloni, Joseph O.T. Odusanya, Sharon L. O’Sullivan, Ananda Kumar Palaniappan, Paulo Prochno, Ayse Saka-Helmhout, Sununta Siengthai, Ayda Uzunçarşılı Soydaş and Linda Viswat

The field of cross-cultural leadership has seen a boom in empirical research over the last few decades, yet there are still few large-scale studies that seek explanations for leadership behavior. Earlier research has provided knowledge and awareness about differences and similarities in leadership attitudes, ideals, perceptions and preferences across countries and cultures, but to predict leadership behavior remains difficult. In this chapter, leader’s ‘action intent’ is proposed as a ‘close-to-action’ concept in contrast to the more ‘far-from-action’ concepts used in earlier leadership research. Importantly, for ‘close-to-action’ concepts to be able to provide better predictions these need to provide contextual and situational cues. In our study, carried out in 22 countries, respondents have ranked their preferred action alternative for six specific leadership scenarios. We find inter-country and intra-country variation in action intent for each scenario and meaningful correlations with culturally endorsed leadership ideals. Drawing on our empirical illustration we provide implications from our findings for global leadership. And although there are no simple answers as to how to predict leadership behavior, we posit that using ‘action intent’ as a leadership measure will generate a better understanding and provide stronger predictions of leader behavior globally.