Emotional intelligence (EI) is used in organizational training, coaching, and graduate schools. Despite its acceptance in practical applications, researchers continue to argue about its validity. EI can be defined “as a constellation of components from within a person that enable self-awareness of and management of his/her emotions, and to be aware of and manage the emotions of others.” EI seems to exist at the performance trait or ability, self-schema and trait, and behavioral levels. Based on this multilevel view, all the conceptualizations of EI and the different measures that result are EI. Research on the behavioral level of EI—its assessment, strengths, psychometric validity, and challenges—complements that on other approaches, which have already been the subject of many academic papers.
Richard E. Boyatzis
Matthew R. Marvel
Entrepreneur coachability is the degree to which an entrepreneur seeks, carefully considers, and integrates feedback to improve a venture’s performance. There is increasing evidence that entrepreneur coachability is important for attracting the social and financial resources necessary for venture growth. Although entrepreneur coachability has emerged as an especially relevant construct for practitioners, start-up ecosystem leaders, and scholars alike, research on this entrepreneurial behavior is in its infancy. What appears to be a consistent finding across studies is that some entrepreneurs are more coachable than others, which affects downstream outcomes—particularly resource acquisition. However, there are sizable theoretical and empirical gaps that limit our understanding about the value of coachability to entrepreneurship research. As a body of literature develops, it is useful to take inventory of the work that has been accomplished thus far and to build from the lessons learned to identify insightful new directions. The topic of entrepreneur coachability has interdisciplinary appeal, and there is a surge of entrepreneur coaching taking place across start-up ecosystems. Research on coaching is diverse, and scholarship has developed across the academic domains of athletics, marketing, workplace coaching, and entrepreneurship. To identify progress to date, promising research gaps, and paths for future exploration, the literature on entrepreneur coachability is critically reviewed. To consider the future development of entrepreneur coachability scholarship, a research agenda is organized by the antecedents of entrepreneurship coachability, outcomes of entrepreneur coachability, and how entrepreneur–coach fit affects learning and development. Future scholarship is needed to more fully explore the antecedents, mechanisms, and/or consequences of entrepreneur coachability. The pursuit and development of this research stream represent fertile ground for meaningful contributions to entrepreneurship theory and practice.
Dry goods stores, the predecessors of Japanese department stores, were forced to modernize and change their business format after the Meiji Restoration in 1868, which led to the demise of their main customers. The largest dry goods store, Mitsukoshi, was the first to learn about modern retailing in the West, and it broke out of the mold of the traditional Japanese retailer in around 1900 in an effort to catch up with Western department stores. Other large dry goods stores were quick to follow its lead: they transformed into department stores and created their own “cathedrals of consumption” in the 1920s, to match those in the West. This new retail format strongly contributed to Japan’s economic growth and to the Westernization of the Japanese lifestyle. Despite numerous publications on the history of department stores, there has been little research on this transfer of Western department stores into a very different world: Japan. Although there are many studies on Japanese department stores in Japanese, focusing on how they were influenced by Western department stores, they are mostly subdivided on the basis of specific topics, such as levels of consumption in the interwar period or their economic impact during Japan’s period of high economic growth. The focus here is on the whole development process of department stores, bridging the gap between Western and Japanese studies on department stores. The first stage in the development of Japanese department stores was in the early 20th century, when Japanese retailers raced to catch up with Western department stores to become modern Western-style retailers themselves; the second stage was in the late 20th century, when these new Japanese stores continued developing along their own unique path in order to target the domestic market during the growth of the Japanese economy, introducing ready-to-wear clothing, luxury brands, and gift products. In this way, Japanese department stores succeeded in increasing their efficiency and establishing a more upmarket image. However, in exchange for this prosperity, department stores also gave up control of their sales floors to the wholesalers and reduced their own merchandising skills. After the economic bubble burst in 1991, Japanese department stores began to suffer from decreased sales and lack of control over the points of sale in their stores.
Pierre-Yves Donzé and Rika Fujioka
The luxury business has been one of the fastest growing industries since the late 1990s. Despite numerous publications in management and business history, it is still difficult to have a clear idea of what “luxury” is, what the characteristics of this business are, and what the dynamics of the industry are. With no consensus on the definition of luxury among scholars and authors, the concept thus requires discussion. Luxury is commonly described as the high-end market segment, but the delimitation of the lower limit of this segment and its differentiation from common consumer goods are rather ambiguous. Authors use different terminology to describe products in this grey zone (such as “accessible luxury,” “new luxury,” and “prestige brands”). Despite the ambiguous definition of “luxury,” various companies have described their own businesses in this way, and consumers perceive them as producers of luxury goods and services. Research on luxury business has focused mostly on four topics: (1) the evolution of its industrial organization since the 1980s (the emergence of large conglomerates such as Moët Hennessy Louis Vuitton SE or LVMH, and the reorganization of small and medium-sized enterprises); (2) production systems (the introduction of European companies into global value chains, and the role of country of origin labels and counterfeiting); (3) brand management (using heritage and tradition to build luxury brands); and (4) access to consumers (customization versus standardization). Lastly, new marketing communication strategies have recently been adopted by companies, namely customer relations via social media and the creation of online communities.
Isabel Boni-Le Goff and Nicky Le Feuvre
Professions or professional occupations have been studied through a large number of empirical and theoretical lenses over the last decades: as potential substitutes for organizations and markets, as protected labor markets, and as the site of the subjective experiences and socialization processes of their members. Combining a sociological and a gender perspective, a growing number of studies have shed new light on the growth and dynamics of professional occupations since the mid-20th century. They show how the massive entry of women into the upper reaches of Western labor markets has played a major role in the expansion and reconfiguration of the professions. However, by studying the barriers to women’s access to once exclusively masculine environments, scholars tend to show that the feminization processes coexist with persistent inequalities in income, promotion opportunities, career patterns, and access to leadership positions, popularized by the metaphor of the “glass ceiling” effect. These contradicting trends—numerical feminization and the persistence of gender inequalities—have inspired a large range of empirical research projects and conceptual innovations. This article distinguishes three ways of framing the gendered dynamics of professional and managerial occupations. A first way of framing the issue adopts a resolutely structural perspective, presenting feminization as a process that ultimately leads to the crystallization of traditional gender inequalities, thus confronting women with the risk of deprofessionalization or dequalification. Some of these studies observe variations in the rhythms and patterns of feminization across occupations. They reveal complex processes whereby the overall increase in women’s education levels comes with the persistence of gender-differentiated choices of study and occupation. Rhythms and patterns of feminization may also differ within a given occupation, from one specialty to another and from one type of organization to another, depending on the internal hierarchy of the occupation. Very significant gaps may also be observed according to employment status: wage labor or self-employment, for example. A second way of framing the question adopts an organizational-level perspective; showing, for example, that a “glass ceiling” systematically hampers women’s career progression in all sectors of the labor market. These studies explore the combination of direct and indirect discriminatory processes—from the persistence of “old boys’ networks” to the legitimation of certain gendered body images of professionalism—within different organizational and professional contexts. In the face of such resistance, women’s career progression is particularly slow and arduous, both due to the prevailing symbolic norms of leadership models and due to the collective strategies of closure by male professionals at the organizational level. Finally, a third way of framing the issue adopts a more holistic perspective, with a stronger focus on the agency of women within the occupational context and on the societal implications of changes to the gender composition of the professions. These studies insist on the potential or real changes that women may bring to the professional ethos and to the occupation-specific “rules of the game” in previously male-dominated bastions. Interested in the undoing of conventional norms of masculinity and fathering as well as of femininity and mothering, this third perspective explores a potential shift to more egalitarian gender arrangements at the organizational, interpersonal, and societal levels.
Robert P. Gephart and Rohny Saylors
Qualitative research designs provide future-oriented plans for undertaking research. Designs should describe how to effectively address and answer a specific research question using qualitative data and qualitative analysis techniques. Designs connect research objectives to observations, data, methods, interpretations, and research outcomes. Qualitative research designs focus initially on collecting data to provide a naturalistic view of social phenomena and understand the meaning the social world holds from the point of view of social actors in real settings. The outcomes of qualitative research designs are situated narratives of peoples’ activities in real settings, reasoned explanations of behavior, discoveries of new phenomena, and creating and testing of theories. A three-level framework can be used to describe the layers of qualitative research design and conceptualize its multifaceted nature. Note, however, that qualitative research is a flexible and not fixed process, unlike conventional positivist research designs that are unchanged after data collection commences. Flexibility provides qualitative research with the capacity to alter foci during the research process and make new and emerging discoveries. The first or methods layer of the research design process uses social science methods to rigorously describe organizational phenomena and provide evidence that is useful for explaining phenomena and developing theory. Description is done using empirical research methods for data collection including case studies, interviews, participant observation, ethnography, and collection of texts, records, and documents. The second or methodological layer of research design offers three formal logical strategies to analyze data and address research questions: (a) induction to answer descriptive “what” questions; (b) deduction and hypothesis testing to address theory oriented “why” questions; and (c) abduction to understand questions about what, how, and why phenomena occur. The third or social science paradigm layer of research design is formed by broad social science traditions and approaches that reflect distinct theoretical epistemologies—theories of knowledge—and diverse empirical research practices. These perspectives include positivism, interpretive induction, and interpretive abduction (interpretive science). There are also scholarly research perspectives that reflect on and challenge or seek to change management thinking and practice, rather than producing rigorous empirical research or evidence based findings. These perspectives include critical research, postmodern research, and organization development. Three additional issues are important to future qualitative research designs. First, there is renewed interest in the value of covert research undertaken without the informed consent of participants. Second, there is an ongoing discussion of the best style to use for reporting qualitative research. Third, there are new ways to integrate qualitative and quantitative data. These are needed to better address the interplay of qualitative and quantitative phenomena that are both found in everyday discourse, a phenomenon that has been overlooked.
The Swiss watch industry has enjoyed uncontested domination of the global market for more than two decades. Despite high costs and high wages, Switzerland is the home of most of the largest companies in this industry. Scholars in business history, economics, management studies, and other social sciences focused on four major issues to explain such success. The first is product innovation, which has been viewed as one of the key determinants of competitiveness in the watch industry. Considerable attention has been focused on the development of electronic watches during the 1970s, as well as the emergence of new players in Japan and Hong Kong. Yet the rebirth of mechanical watches during the early 1990s as luxury accessories also can be characterized as a product innovation (in this case, linked to marketing strategy rather than pure technological innovation). Second, brand management has been a key instrument in changing the identity of Swiss watches, repositioning them as a luxury business. Various strategies have been adopted since the early 1990s to add value to brands by using culture as a marketing resource. Third, the evolution of the industry’s structure emphasizes a deep transformation during the 1980s, characterized by a shift from classical industrial districts to multinational enterprises. Concentration in Switzerland, as well as the relocation abroad of some production units through foreign direct investment (FDI) and independent suppliers, have enabled Swiss watch companies to control manufacturing costs and regain competitiveness against Japanese firms.Fourth, studying the institutional framework of the Swiss watch industry helps to explain why this activity was not fully relocated abroad, unlike most sectors in low-tech industries. The cartel that was in force from the 1920s to the early 1960s, and then the Swiss Made law of 1971, are two major institutions that shaped the watch industry.