I present a complex theoretical explanation that draws on multiple bodies of literature to present an academically rigorous version of a simple argument: good deeds earn chits. I advance/defend three core assertions: (1) corporate philanthropy can generate positive moral capital among communities and stakeholders, (2) moral capital can provide shareholders with insurance-like protection for a firm's relationship-based intangible assets, and (3) this protection contributes to shareholder wealth. I highlight several managerial implications of these core assertions.

Hambrick, Finkelstein, and Mooney advance propositions concerning the effects of job demands on executive leadership and decision-making behaviors. I aim to encourage further thinking in this area, with comments flowing from a consideration of the stress and decision-making literature and the positive affect and problem-solving behavior literature. This perspective suggests both a finer-grained conceptualization of the executive job demands construct informed by specific characteristics of decision problems and a finer-grained conceptualization of executive decision behaviors focused on elements reflecting correspondence and coherence outcomes of decisions.

The article reviews the book ?The Internet in the Workplace: How New Technology is Transforming Work,? by Patricia Wallace.

In our conceptualization of executive job demands, we sought to integrate a diverse body of literature from strategy, organization theory, and organizational behavior. Ganster suggests that such an integration of ideas is highly welcome but also incomplete. We build on several of Ganster's key points to further clarify the executive job demands construct, and we expand the range of possible research questions that come out of a more complete integration of ideas from the macro and micro spheres of organizational science.

Executive jobs vary widely in the difficulty they pose for their incumbents, yet research on top executives and strategic decision making has largely ignored this reality. We build on work in industrial/organizational psychology to develop the construct of executive job demands; discuss its major determinants; propose some of its key implications for strategic choices and leadership behaviors; and propose the usefulness of this construct in advancing research on numerous fronts, including agency theory, executive compensation, and upper echelons.

We examine how social capital dimensions of networks affect the transfer of knowledge between network members. We distinguish among three common network types: intracorporate networks, strategic alliances, and industrial districts. Using a social capital framework, we identify structural, cognitive, and relational dimensions for the three network types. We then link these social capital dimensions to the conditions that facilitate knowledge transfer. In doing so, we propose a set of conditions that promote knowledge transfer for the different network types.