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This paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions.

This paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment.

The findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments.

The novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.

Grounded in the principal-agent theory, this study aims to develop and test hypotheses too, investigate how the firm’s strategic orientations, namely, innovation, growth, differentiation and cost leadership impact the chief information officer (CIO) reporting relationship and structure.

The study uses content analysis to analyze a data set of press releases collected from the LexisNexis Academic wire index. The press releases were issued by firms when they hired CIOs between 2003 and 2007, yielding 128 firms, which had specific information about the CIO reporting relationship and structure.

The results reveal that firms seeking an innovation, growth or differentiation strategy have their CIOs reporting to the chief executive officer.

The current study is motivated by the desire to replicate and extend the works of previous researchers who have assessed various CIO issues. Replication takes several forms such as the use of similar or different data sets, different research environments or reinvestigating research concepts through a different theoretical lens. This study makes use of a multi-firm data set spanning five years and the principal-agent theory as the theoretical framework to explore the CIO reporting relationship and structure. Although this study focuses on the hiring trends and the strategic orientations of the firms, future studies should explore other characteristics associated with the CIOs that might have an impact on the reporting relationship such as the years of experience, age, educational background of CIOs and information technology budgets.

The existing literature has not settled the debate as to whom the CIO should be reporting to and understanding the reporting relationships is important because, in many firms, the organizational structures and the reporting relationships are indicative of the power dynamics and how the organizational resources are controlled and shared.

Replication studies are important because they confirm, reinforce, extend and provide reliability to the paradigms and knowledge in the discipline, as well as offer reliability of the results upon which scientific progress is based.

There are approximately 120 academic health centers (AHC) in the U.S. today whose mission is to deliver critical, tertiary care while also providing graduate medical education and conducting cutting-edge medical research. This traditional mission is overlaid by the social mission or the provision of highly specialized, complex or innovative care not readily available from other community providers to those who need it, including the poor. These missions make AHCs unique; however, they also are the focus of much controversy surrounding the management of AHCs. On one hand, there are those who advocate that AHCs operate similar to business organizations, thereby adapting strategies accordingly and revising their missions as necessary. On the other hand, there are those who believe in the uniqueness of AHCs and the necessity of upholding their traditional missions. Following from this, this paper presents a review of the literature that focuses on the changing environment facing AHCs and their strategic responses. In doing this, we argue that many are “copy cat” strategies that may have been successful for community hospitals and general business organizations but may not necessarily be appropriate for AHCs. At the end, this paper provides a debate on the mission and strategic direction of AHCs, particularly in light of the business or enterprise model and raises questions about the future management of these institutions.

The purpose of this paper is to build on the foundational theories of personality and motivation to explore the role of competitiveness and of ethnicity in relation to student academic performance. Survey data from 328 students across four sites (Australia, Denmark, Hong Kong and Korea) provided self-rated responses to items measuring personality, motivation, competitiveness and ethnicity.

Stepwise multiple regression was used to identify the variables that predicated student academic performance, including testing for interaction effect of ethnicity. Both student self-reported data and independently assessed performance measures were used to avoid common method variance.

This study affirmed that both intrinsic and extrinsic motivation are significantly associated with academic performance. The personality traits of conscientiousness, agreeableness, extraversion and neuroticism are significantly associated with a student’s competitiveness. The interaction of competitiveness and ethnicity is significantly and positively associated with performance.

The variable of student competitiveness requires further research to better understand its role in academic performance. Researching ethnicity at the micro level allows the acknowledgement and investigation of “intra-national diversity” (Tung, 2008; Tung and Baumann, 2009).

This study is original in its approach in that it combines the concepts of motivation, personality, competitiveness and ethnicity in relation to student academic performance. While previous studies have explored these concepts individually and often at the macro level, a crucial contribution of this study is that competitiveness and ethnicity (as opposed to national culture) are examined at a micro level. The authors demonstrate the combined importance of intrinsic and extrinsic motivation (carrot and stick) in driving performance and introduce the new motivation, competitiveness and performance model which recognises that competitiveness, as a driver of performance, is moderated by the learners’ ethnicity.