ISSN 1930-0158
Vol. 7, Issue 2, 2006January 01, 2006 EDT
Half full or half empty: The effects of top managers’ dispositional optimism on strategic decision-making and firm performance
Half full or half empty: The effects of top managers’ dispositional optimism on strategic decision-making and firm performance
Articles in Vol. 7, Issue 2, 2006
Vol. 7, Issue 2, 2006
- From the EditorJohn Humphreys
- Half full or half empty: The effects of top managers’ dispositional optimism on strategic decision-making and firm performanceChris Papenhausen
- My Orange Is Bigger Than Your Apple: U. S. and Japanese Executive CompensationAbagail McWilliamsSamuel R. GrayDavid D. Van Fleet
- Does Workplace Fun Buffer the Impact of Emotional Exhaustion on Job Dissatisfaction?: A Study of Health Care WorkersKatherine A. KarlJoy V. Peluchette
- A Theoretical Model Applying Fuzzy Logic Theory for Evaluating Personnel in Project ManagementDarko GalinecSlavko Vidović
- Outcomes of Values and Participation in ‘Values-Expressive’ Nonprofit AgenciesGranger MAcy
- The Demise of Harwich Point College – New England University* Part A: The Day the Music DiedHerbert ShermanDaniel James Rowley
Papenhausen, Chris. 2006. “Half Full or Half Empty: The Effects of Top Managers’ Dispositional Optimism on Strategic Decision-Making and Firm Performance.” Journal of Behavioral and Applied Management 7 (2): 103–15. https://doi.org/10.21818/001c.16115.