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Sex determination and caste differentiation are two crucial processes for morphology building in honeybees. It is unclear whether there is an interaction between these two processes. Here, we investigated the expression of fem and Amdsx genes between female castes of honeybees. We found that the expression of fem and Amdsx is significantly higher in queens than in workers, and this expression was positively regulated by juvenile hormone (JH). Our results suggest that sex-determining genes fem and Amdsx are also involved in honeybee caste differentiation.

Business schools face a dilemma of promoting prosocial values while maintaining the principles of self-interest and profit maximization. In response to recent research suggesting that emotions may be the key to ethical decision making, we ask two basic questions: Do emotions make business students more ethical? Is business school education inhibiting ethical decision making? Drawing on theories on moral emotions and ethical decision making, we hypothesize that moral emotions will enhance ethical decision making, whereas hedonic emotions will diminish ethical decision making. Furthermore, we predict that a higher level of business school education will strengthen the negative relationship between hedonic emotions and ethical decision making while weakening the positive relationship between moral emotions and ethical decision making. Using a scenario-based repeated-measure design, we tested our hypotheses with 217 students from secondary schools, undergraduate business majors, and MBA programs in Hong Kong. Multilevel modeling results supported our hypotheses, suggesting that business school students may benefit from education on the unique roles of moral and hedonic emotions in the ethical decision-making process. We conclude with a summary of the theoretical and practical implications of our findings.

This study explored the perceived effectiveness of organizational influence strategies amongst three Chinese societies and the US. A total of 488 managers rated 16 influence tactics on their effectiveness across three influence directions - upward, downward and lateral. Consistently, these 16 tactics fell into two broad dimensions of influence - the more nurturing Gentle Persuasion (GP) and the more agentic Contingent Control (CC). The perceived effectiveness of GP increased with higher position power of the target, and vice versa for CC. No cultural differences were found for the rated effectiveness of CC. However, regardless of the influence direction, Americans managers rated GP as most effective; Mainland Chinese, the least. Hierarchical regression analyses indicated that Reward for Application predicted a manager's endorsement of GP as more effective, and Fate Control of CC. The effect of Fate Control on CC was, however, moderated by culture, exemplifying culture's sensitizing role in directing member responses.

This paper theorizes and tests how chief executive officers' (CEOs') transformational leadership behaviors, which motivate followers to do more than expected and act for the good of the collective, influence followers' commitment. We theorize that CEOs' values may either enhance or attenuate the effect of transformational behaviors on followers, depending on followers' reactions to the congruence or incongruence between leaders' internal values and their outward transformational behaviors. Self-enhancement values—focusing on the leader's own happiness—would attenuate the effect, whereas self-transcendent values—focusing on others' happiness—would accentuate the effect of CEOs' transformational behaviors on followers' commitment. Using a sample of 45 managers in two companies in China, we validated a Q-sort method of measuring personal values. Results of a second study using cross-sectional and longitudinal surveys as well as interview data from a sample of Chinese CEOs, top managers, and middle managers supported both the attenuation and the accentuation effects and validated the idea that middle managers can detect their CEOs' values.

The development of East Asian Chinese societies in recent decades has led to observed change in leadership styles among business managers. This study examines the relationship between societal changes, especially the change in culture, and the change in leadership styles. The subjects of this study are Chinese managers in four major Oriental Chinese societies: Mainland China, Hong Kong, Singapore, and Taiwan. It is argued that, due to different political, economical, and cultural developments in recent decades, the leadership styles in these Chinese societies have also changed in different directions. Based on data from the Global Leadership and Organizational Behavior Effectiveness Program (GLOBE) study, our findings show some significant and interesting differences in leadership style among business leaders in these Chinese societies. The implications of the findings are discussed.