In Canada, new parents have access to maternity and parental leave following the birth or adoption of a child. Parental leave, which follows maternity leave, entitles new parents to 35 weeks of leave. Although both parents have access to parental leave, only a small percentage of fathers utilize it, despite the benefits for both fathers and their children. This gendered usage perpetuates the belief that family responsibilities are mothers’ responsibilities. This multi-level research study explored the organizational, manager, and employee characteristics that influence support for and use of parental leave by male employees. In 2012, seven large, Manitoba employers were recruited for participation and the sample included 550 male employees and 354 female and male managers. Data were collected using a structured interview at the organizational level and two self-administered questionnaires for managers and male employees. The hypotheses were tested using OLS regression and hierarchical logistic regression. Results indicated strong managerial support for parental leave use by men, although female managers were significantly more supportive than male managers. The strongest influence on support for parental leave use for both employees and managers was the personal use of parental leave. Male employees who perceived organizational family support and the view that men could take leave without negative career impact reported higher levels of perceived supervisory family support. Twenty-five percent of the sample had used parental leave, but those who had access to an Employment Insurance top up from their employer reported the highest leave use and the longest leave duration. Parental leave was extended from 10 to 35 weeks in 2000; the results indicate that fathers who had access to 10 weeks of parental leave were 80 percent less likely to report leave use, compared to those with access to 35 weeks of leave. Therefore, to increase fathers’ use of parental leave, organizations are encouraged to increase awareness and explicit support for parental leave, as well as offer a top up. To increase fathers’ leave use, future parental leave policy development should focus on both increasing wage replacement and the addition of a non-transferable leave for fathers, similar to that offered in Quebec.

Different stakeholders are now showing a higher interest in organisations’ social responsibility than ever before, creating an increased pressure on organisations' sustainability performance. Various researchers (e.g. Emerson, 2003; Lingane & Olsen, 2004) stress that in order to meet this pressure and to achieve a true sustainable development, organisations need to fully incorporate social values through social accounting. Although numerous organisations report on their social impacts (Hahn & Kühnen, 2013), it is often said that small to medium sized enterprises (SMEs) are lagging behind in terms of sustainability performance (Cassells & Lewis, 2011). A few studies have addressed this by investigating difficulties for social enterprises to conduct social accounting but a research gap is evident regarding practical implications for SMEs in the for-profit sector. Through an embedded case study design of a sustainability network of for-profit SMEs on Gotland, we sought to explain SME managers perception of difficulties and benefits associated with social accounting, and how such attitudes relate to their sustainability practices. Through a triangulation design, surveys and qualitative interviews were applied to determine the relationship between attitudes and actions. A theoretical framework by Thomas and Lamm (2012), based on Ajzen’s (2005) theory of planned behaviour and Suchman’s (1995) typology of legitimacies was used for analysis. The SME managers were found to have a neutral attitude towards social accounting and they all engaged in practical actions rather than social impact measurement or social reporting. Thus, the results reflect consistency between attitudes towards social accounting and actions, i.e. the intention to perform social accounting. The SME managers perceived the difficulties of social accounting to outweigh the benefits of it, and were insecure about their abilities to perform social accounting. The findings of this study could confirm previously found implications of social accounting and further found that the SME managers expected additional difficulties for companies in the service sector and for those without employees.

Purpose: Currently little research exists regarding the attitudes of managers towards using social media for innovation processes. The purpose of this study is to investigate the factors that influence managerial attitudes and their willingness to use social media as a tool for generating innovations. Design/methodology/approach: Based on existing literature within the technology acceptance field, a research model has been created. A deductive and quantitative research approach has been employed in order to test the hypotheses on 137 managers from international companies who use social media within their innovation processes. Findings: The results of the linear regression show that three out of six hypotheses could be accepted. Perceived usefulness and subjective norms have an impact on the managers' attitude towards social media in innovation processes. Moreover, the findings reveal that the attitude towards using social media in innovation processes influences the managerial behavior intention. Research limitations/theoretical implications: The research model of this study contributes to the already existing literature. It aims at explaining the managerial attitude towards social media integration into innovation processes, being based on the extended technology acceptance model (TAM2). Research limitations concern the model's application in different contexts for other technologies, the lack of balance of female and male respondents and the concentration on specific industries in which user-driven innovation is highly important. Future research is encouraged to take these factors into consideration. Practical implications: Companies should support their employees’ and managers’ confidence in using social media for innovation processes by reinforcing the managerial perception of social media's usefulness. Managers and employees should be encouraged by external parties to use social media for example by attending workshops and advanced training courses or visiting conferences in order to appreciate its acceptability. Originality/value: The study presents a new research model that investigates managerial attitudes towards social media integration into innovation processes based on the extended Technology Acceptance Model. The association of managerial attitudes, social media, innovation and TAM2 is novel within this field of research.

Purpose – The purpose is to develop a greater understanding of what is requested by customers with regards to e-commerce and mobile payments and how managers attitude can affect the technological adaption process. Furthermore, a suggested framework will be presented on how SMEs can adapt to these changes. Problem – The move towards the cashless society has changed the business environment and increased the demand for mobile payments and e-commerce. The transition to implement new technologies requires resources in terms of time, money and knowledge. Therefore, this process can be challenging for SMEs. Design-Methodology-Approach – Primary data is collected through case studies and secondary data from previous research conducted. Two SMEs within the retail business in Jönköping is investigated using semi-structured interviews. The combined data is analyzed together with previous literature within the field. Findings – The findings show that customers’ demand of e-commerce and mobile payments has increased. A positive correlation between managers’ attitude towards new technology and the implementation process is found. To adapt to these technological changes, it is important for SME managers to invest equally in knowledge and technology.

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This paper presents a case study in a high school and youth and adults, located in the city of Passo Fundo, RS, that it uses Strategic Planning in its activities. The purpose this research is to identify management skills of managers of the company under study. To reach this purpose they had been studied the origin and history of education in Brazil, one analyzed the strategic planning and organizational structure of the company and also the functions and abilities, present and expected the director, vice- director and school supervisor of the company in question. To collect data, structured interview was used with the support of open and closed questions, applied with the director, vice-director, school supervisor, teachers, students and their subordinates. With these interviews, it was possible to identify how it is organized the management structure of the company, but also to the analysis of management skills that these professionals possess and should possess, for the efficient performance of its functions and optimization of strategic management of the company. / O presente trabalho apresenta um estudo de caso, em uma escola de Ensino Médio e Educação de Jovens e Adultos, localizada no município de Passo Fundo, RS, que utiliza o Planejamento Estratégico em suas atividades. O objetivo desta pesquisa é identificar as competências gerenciais dos Gestores da empresa em estudo. Para atingir este objetivo, foram estudadas a origem da educação e a história da educação no Brasil. Analisou-se o Planejamento Estratégico e a Estrutura Organizacional da empresa e também as Funções e as Competências, presentes e esperadas do Diretor, do Vice-Diretor e do Supervisor Escolar da empresa em questão. Para coletar os dados, foi utilizada entrevista estruturada, com auxílio de questões abertas e fechadas, aplicadas junto ao Diretor, ao Vice-Diretor, ao Supervisor Escolar, aos Professores, aos alunos e a seus subordinados. Com essas entrevistas, foi possível identificar como está organizada a estrutura de gestão da empresa e também fazer a análise das competências gerenciais que estes profissionais possuem e deveriam possuir para o eficiente desempenho de suas funções e otimização da Gestão Estratégica da empresa.