ORCID Profile
0000-0002-8768-8447
Current Organisations
Deakin University
,
Queen's University Belfast
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Publisher: Informa UK Limited
Date: 06-09-2011
Publisher: Wiley
Date: 2014
Publisher: Elsevier BV
Date: 02-2017
Publisher: SAGE Publications
Date: 04-02-2020
Abstract: Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawing on social exchange theory, we theorize that supervisors high in BLM can influence employees’ felt obligation toward the bottom line, which in turn can influence employees’ task performance and unethical pro-organizational behavior (UPB). We also examine employee ambition as a moderator of this process. Using three-wave, multisource data collected from the financial services industry, our results revealed that high-BLM supervisors elevate employee task performance as well as UPB by motivating employees’ felt obligation toward the bottom line. Furthermore, we found that employee ambition served as a first-stage moderator, such that the mediated relationships were stronger when employee ambition was high as opposed to low. Our findings break away from the dominant dysfunctional view of BLM and provide a more balanced view of this mentality.
Publisher: Wiley
Date: 30-03-2019
Publisher: Wiley
Date: 24-01-2022
DOI: 10.1111/PEPS.12497
Abstract: Using digital technologies for work‐related matters during nonwork time is an increasingly common behavior in contemporary workplaces. Despite the prevalence of digital connectivity (DCON) in today's organizations, its implications for employee job performance remain under‐specified. Drawing on conservation of resources (COR) theory and the “too‐much‐of‐a‐good‐thing” (TMGT) meta‐theoretical principle, we theorize that DCON has an inverted U‐shaped relationship with employee job performance through the mediation of social capital development (SCD) and emotional exhaustion (EE). The results of two studies with different designs support our theoretical expectations. Specifically, we found that increases in DCON associate with higher SCD, lower EE, and higher job performance up to an inflexion point, after which more DCON has detrimental effects. The theoretical and practical implications of the findings are fully discussed.
Publisher: Wiley
Date: 05-01-2021
DOI: 10.1002/JOB.2499
Publisher: Wiley
Date: 30-01-2023
DOI: 10.1111/IJMR.12328
Abstract: Despite the increasing awareness of impacts of organizational activities on the natural environment and the urgent need for sustainable management of ecosystems, emerging research on employee green behaviour in the field of management and organizational science is largely fragmented, requiring an integrative review. Seeking to better understand research opportunities and advance theoretical and empirical development, this paper evaluates available research on the topic by first reviewing conceptualizations and corresponding theoretical approaches. It then develops an overarching framework to evaluate the findings of empirical studies at different levels of analysis for different approaches. It concludes with recommendations for future research on employee green behaviour and provides important implications for environmental sustainability in organizations.
Publisher: SAGE Publications
Date: 06-2016
DOI: 10.1177/030630701604100404
Abstract: This study advances organisational learning research by exploring how and why learning patterns differ between different family businesses at different layers of China's market-oriented transformation. The focus is the locational difference, namely the separate urban and rural environments and outcomes. Combining case studies and in-depth interviews, the study investigated how family businesses interact with their institutional environment and consequently build learning patterns. Learning initiatives undertaken by relevant and motivated family members are found to reflect a dynamic process involving personal learning, business growth, and business innovation. Family conflicts and business growth were also found to impact learning in family businesses. Implications for organisational learning are discussed at the end of the paper.
Publisher: Informa UK Limited
Date: 03-11-2021
Publisher: Informa UK Limited
Date: 09-04-2018
Publisher: Elsevier BV
Date: 05-2023
Publisher: Wiley
Date: 20-04-2023
Abstract: Green human resource management (GHRM), a set of HRM practices targeted at environmental goals, has been proposed as the key to achieving organisational sustainable development. However, the mechanisms through which GHRM influences employee green behaviour are not yet well understood. Drawing on conservation of resources theory, this study presents an integrated model revealing the mixed effects of GHRM on employees' voluntary workplace green behaviour (VWGB). Path analysis based on two studies undertaken in China largely supported our hypotheses. Specifically, GHRM was found to positively influence employees' VWGB through environmental commitment, while simultaneously decreasing their VWGB through emotional exhaustion. Meanwhile, supervisory support for environmental behaviour mitigated the impact of GHRM on emotional exhaustion as well as the relationship between GHRM and employee VWGB via emotional exhaustion. This study contributes to the GHRM literature in particular and organisational environmental management literature in general.
Publisher: Emerald
Date: 21-04-2020
Abstract: This study proposes and tests a model grounded in resource-based theory to describe how the formal rules embedded in an organization's green human resource management (GHRM) combine with informal cues communicated by members of the firm's upper echelon, including the CEO and members of the top management team (TMT), to affect a firm's environmental performance. Multi-source data were collected from 240 human resource managers, chief financial officers and CEOs in 80 firms. The results show that CEO ethical leadership moderates the positive relationship between GHRM and TMT green commitment, which in turn mediates the relationship between GHRM and firms' environmental performance. The tested importance of CEO ethical leadership as an organizational condition that lifies the effectiveness of strategically aligned HRM systems offers new theoretical insights to advance HRM scholarship.
Publisher: Wiley
Date: 12-07-2021
DOI: 10.1002/HRM.22079
Abstract: The topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often‐overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study.
Publisher: Emerald
Date: 06-09-2023
Publisher: Elsevier BV
Date: 10-2021
Publisher: Emerald
Date: 20-07-2021
Abstract: The purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work by aiming to consider the “dark-side” of HPWS and to uncover the “black box.” This research draws from data from 377 employees nested in 77 work teams and tests a multilevel moderated mediation model using multilevel path analysis. The findings indicate that employees appraise HPWS as both a challenge and a hindrance simultaneously. The challenge appraisal associated with HPWS positively influences employees' thriving at work whereas hindrance appraisal of HPWS negatively influences thriving experience. The results also support the hypothesized relationships in which servant leadership moderates the indirect effect of HPWS on employee thriving via challenge and hindrance appraisals accordingly. This research demonstrates both positive and negative sides of HPWS as evaluated by employees in relation to an important employee outcome of thriving at work. It enriches the strategic HRM literature by identifying the “black box” of HPWS-employee outcomes and associated boundary condition from the theoretical perspective of cognitive appraisals.
Publisher: SAGE Publications
Date: 27-06-2023
DOI: 10.1177/10690727231187096
Abstract: The COVID-19 pandemic has produced disruptions to the employment and higher education contexts, exacerbating complexities involved in one’s assessment of their opportunities of employment in these contexts. The career literature has largely overlooked a vulnerable population of potential job candidates (i.e., final-year MBA students) who are at a critical juncture in response to COVID-19 career shock. Drawing from the challenge-hindrance appraisal framework, this research aims to theorize and test a moderated-mediation model in terms of how COVID-19 career shock associates with self-perceived employability. We use a simple random s ling procedure to collect data from 301 final year MBA students in Australia at the peak of the COVID-19 pandemic. The findings show that COVID-19 career shock can be perceived both as a challenge and a hindrance, which in turn associates with self-perceived employability differently. Results further demonstrate that the extent to which COVID-19 career shock is perceived as a challenge or hindrance is moderated by one’s career networking behavior. This research is a timely response to research calls for understanding how the COVID-19 has an impact on people’s work and career with a particular focus on a vulnerable yet under-studied group of labor force in the career literature.
Publisher: Elsevier BV
Date: 06-2022
Publisher: Elsevier BV
Date: 02-2020
Publisher: Emerald
Date: 04-01-2021
Abstract: Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences in idual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the in idual level. The paper follows a multilevel study design to collect data ( n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques. The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on in idual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to lify this indirect effect. The multilevel study design that explains how team-level processes translate into innovative behavior at the in idual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.
Publisher: Emerald
Date: 12-12-2019
DOI: 10.1108/IJOPM-05-2019-0391
Abstract: The increasing use of social media after work hours for work purposes, termed social media connectivity (SMC), is an emerging phenomenon in supply chain management. Although SMC can have debilitating effects on supply chain professionals and their organizations, research on its effects on work-related attitudes, especially turnover intentions, remains largely unexplored. The purpose of this paper is to investigate the influence of SMC on voluntary turnover of supply chain professionals and the resulting implications for them and their organizations. The study draws from the conservation of resources theory and the concept of information overload to explain how SMC leads to emotional exhaustion and impacts turnover intentions of supply chain professionals, contingent on work–life balance. The model is tested using survey data ( n =325) collected at multiple times from a large Chinese pharmaceutical manufacturer and distributor with spatially dispersed workforce and distribution facilities. The results confirm that emotional exhaustion mediates the association between SMC and turnover intentions and that SMC exacerbates the intentions of supply chain professionals to quit their jobs. However, work–life balance is found to d en the exhausting effects of SMC on emotional exhaustion thereby reducing its debilitating effects on turnover intentions of supply chain professionals. The focus on SMC highlights the need for greater understanding of the dark side of social media on supply chain professionals and their organizations and how SMC can be better managed in an age of social media ubiquity.
Publisher: Springer Science and Business Media LLC
Date: 19-09-2017
Publisher: Emerald
Date: 21-01-2022
Abstract: Based on social information processing (SIP) theory, this study explores the cross-level effect of high-involvement work practices (HIWPs) on employee innovative behavior by studying the mediating role of self-reflection/rumination and the moderating role of transactive memory system (TMS). This study collects data from 452 employees and their direct supervisors in 94 work units, and tests a cross-level moderated mediation model using multilevel path analysis. The results suggest that HIWPs significantly contribute to employee innovative behavior. Both self-reflection and self-rumination mediate the above relationship. TMS not only positively moderates the relationship between HIWPs and self-reflection, but also reinforces the linkage of HIWPs. →self-reflection→employee innovative behavior. Furthermore, TMS negatively moderates the relationship between HIWPs and self-rumination, and attenuates the mediating effect of self-rumination. The study suggests that enterprises should invest more in promoting HIWPs and TMS in the workplace. Furthermore, managers should provide employees training programs to enhance their self-reflection, as well as lower self-rumination, in order to facilitate employee innovative behavior. This research identifies self-reflection and self-rumination as key mediators that link HIWPs to employee innovative behavior and reveals the moderating role of TMS in the process.
Publisher: SAGE Publications
Date: 04-2021
Abstract: Vietnam’s transition towards a market orientation has generated many changes in cultural values, competing demands and erse expectations related to managerial leadership. This study makes a timely contribution to both theory and practice by exploring what makes effective leadership in the Vietnam’s context. Taking into account ‘universalistic’ and ‘contextual’ perspectives, this study addresses two research questions regarding the characteristics of indigenous leadership in Vietnam and its interaction with coexisting cultural values and norms in the country’s transition. These research questions were examined based on 48 qualitative interviews conducted across a broad spectrum of domestic-private, foreign-invested and state-owned companies. Study findings enrich the understanding of indigenous interpretations of the leadership phenomenon and provide support for context-specific examinations of general management leadership issues in transitional economies.
Publisher: Emerald
Date: 06-11-2017
Abstract: The purpose of this paper is to investigate why managerial leaders engage in leader self-development (SD) vis-à-vis China’s transition process and what domains of leadership competencies are enhanced. It aims to investigate leader SD as an interaction between self-regulation and the confluence of multiple contexts experienced simultaneously by these managerial leaders within China’s transition. This paper adopts a two-phase exploratory sequential mixed-method design. The absence of empirical research on leader SD in China led to a qualitative approach in the initial stage. Focus groups were first conducted to establish the relevance of the focal construct in a holistic and elaborative way. In-depth interviews were then undertaken to capture the richness of the phenomenon through meaningful contextualization and to identify themes as representative of issues faced by participants. Seven themes emerged from this process, which, through consultation with the relevant literature, were operationalized in the second stage to generate a survey for hypothesis testing. The combination of insights from qualitative and quantitative studies highlights the dynamic and interactive nature of leader SD as a product of contextual and personal influences in China. The influential mechanisms connecting personal and contextual enablers and SD are in the cognitive processing of developmental needs and personal responsibility. Chinese managerial leaders who take the initiative to assess their own developmental needs and assume responsibility for their development are more likely to undertake SD. The developmental activities focus primarily on technical leadership competencies. A competency perspective to development may not address fully complexities involved in leader development. Also developing leadership competencies is an ongoing process. Due to limited time and fund, this paper did not take a time perspective to investigate both the immediate and long-term outcomes of leader SD. SD is an emerging strategy that has the potential to address the shortage of managerial leadership competencies. The analysis of the self-regulatory process explains the mediating dynamism underlying different domains of leader SD. Recruitment focusing on people with a relatively higher degree of self-regulation thus increases the potential for organizations to staff themselves with employees aware of, and prepared for, SD organization would like to take place. It is also advisable that organizations make efforts to create a learning environment in general. This mixed-method approach provides a multi-layered investigation that ultimately adds rigor and relevance to the research findings. It is this analysis of the complex web of economic, social and cultural contexts existing in China, and applying them to social cognitive theory as an explanatory platform, that underpins the originality of the study.
Publisher: Springer Science and Business Media LLC
Date: 04-04-2023
DOI: 10.1007/S10551-023-05405-0
Abstract: Employees remaining silent about ethical aspects of work or organization-related issues, termed employee ethical silence, perpetuates misconduct in today’s business setting. However, how and why it occurs is not yet well specified in the business ethics literature, which is insufficient to manage corporate misconducts. In this research, we investigate how and when exploitative leadership associates with employee ethical silence. We draw from the conservation of resources theory to theorize and test a cognitive resource pathway (i.e., work meaningfulness) and a moral resource pathway (i.e., moral potency) to explain the association between exploitative leadership and employee ethical silence. Results from two studies largely support our hypotheses that work meaningfulness and moral potency mediate the effect of exploitative leadership on ethical silence contingent on performance reward expectancy. Theoretical and practical implications are thoroughly discussed in the paper.
Publisher: Springer Science and Business Media LLC
Date: 05-12-2022
Publisher: Academy of Management
Date: 08-2021
Publisher: Wiley
Date: 07-2023
Abstract: ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has r ed up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well‐being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research.
Publisher: Elsevier BV
Date: 02-2017
Publisher: SAGE Publications
Date: 28-04-2022
DOI: 10.1177/01492063221094263
Abstract: Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multiwave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.
Publisher: Informa UK Limited
Date: 29-06-2021
Publisher: SAGE Publications
Date: 07-01-2023
DOI: 10.1177/00187267221142751
Abstract: With the recent COVID-19 pandemic, among other crises (e.g., Russia–Ukraine conflicts and recession projections) threatening organizations’ financial conditions across the globe, supervisors may not only encounter challenges such as job cuts that test their ethical leadership, but also experience financial insecurity themselves. However, our knowledge of why and when supervisors’ ethical leadership behaviors may be affected in such a situation remains quite limited. In this research, we draw on uncertainty management theory (UMT) to examine the potential influence of financial insecurity on ethical leadership. Specifically, we suggest that financial insecurity triggers anxiety in supervisors, which inhibits their demonstration of ethical leadership. We also propose organizational pay fairness as a boundary condition for this process, such that supervisors who perceive their pay as fair are less susceptible to the anxiety resulting from financial insecurity than those who perceive their pay as unfair. Results from two multi-source, multi-wave studies supported our hypothesized model. We conclude by discussing the theoretical and practical implications of our findings.
Publisher: Informa UK Limited
Date: 10-07-2015
Publisher: Emerald
Date: 24-03-2020
Abstract: Drawing on a motivational model of proactive behavior, this study theorizes that employment status, reflective moral attentiveness (RMA), and organization-based self-esteem (OBSE) constitute the can-do, reason-to, and energized-to motivational states, which interact to induce organizational citizenship behavior toward the environment (OCB-E). The authors conducted random coefficient modeling (RCM) analysis with a multisource, time-lagged data set collected from 235 employees in Chinese firms. This RCM analysis found that more OCB-E resulted from standard employees with higher levels of RMA and OBSE. The value of this research lies in understanding of the antecedents of green behavior at the in idual level by identifying specific motivational states and highlighting the coexistence of motivational states in predicting OCB-E. These findings provide new insight into the theory of developing and managing green OCB performers in today's workplace characterized by workforce mixing.
Publisher: Informa UK Limited
Date: 09-2022
Publisher: Academy of Management
Date: 08-2021
Publisher: Elsevier BV
Date: 2023
Publisher: Elsevier BV
Date: 02-2021
Publisher: Emerald
Date: 06-03-2017
Abstract: The purpose of this paper is to investigate how employee perceptions of the ethical conduct of their leaders affect their job satisfaction in the context of the workplace in China. The authors posit that guanxi , which is a complex relational phenomenon deeply rooted in Chinese tradition, may act as a substitute for ethical leadership in the Chinese workplace. A conceptual model which explicitly incorporates guanxi as a moderator in explaining the relationship between ethical leadership and job satisfaction is developed. This model is then tested using data from a s le ( n =388) of professional employees in nine organisations in Beijing, China. The results show that, as expected, self-efficacy positively and strongly mediates the ethical leadership-job satisfaction relationship. However, guanxi negatively moderates the overall effect of ethical leadership on job satisfaction with the effect being larger in Chinese-owned enterprises compared to foreign-owned enterprises. The findings suggest that employee relationship with their leaders may act as a substitute for ethical leadership in the Chinese workplace. The main question which this research uncovers is whether the Western-based conceptualisation of ethical leadership is applicable in different cultural contexts. The authors’ research shows clearly that in the case of China, guanxi plays a substituting role and reduces the effects of ethical leadership on job satisfaction. Future research could investigate the effects of ethical leadership in different cultural contexts. The substituting effect of guanxi on the ethical leadership-job satisfaction relationship suggests that Western firms need to consider culture as an integral contextual factor in explaining employee job satisfaction when they operate in a different cultural context. The explicit consideration of guanxi as an influencing factor of the effects of ethical leadership on job satisfaction in the context of the workplace in China and the testing of this relationship via a moderated-mediation approach is novel.
Publisher: SAGE Publications
Date: 04-12-2020
Abstract: Bottom-line mentality (BLM) describes a one-dimensional frame of mind revolving around bottom-line pursuits, which pervades most organizations today. But how does working with high BLM supervisors affect employees’ functioning both at work and at home? Guided by this question, we draw on social information processing theory and insights from the person–environment fit literature for a nuanced understanding of the effects of supervisor BLM. Using data from two field studies conducted in China (340 employees) and the United States (174 employees), we find that supervisor BLM increases employee perceptions of a competitive climate that ultimately increases employee thriving at work and insomnia outside work. We further find that employee trait competitiveness moderated the indirect relationship (via perceived competitive climate) between supervisor BLM and thriving at work but not for insomnia employees high (versus low) in trait competitiveness were found to thrive at work under the competitive climate stimulated by high BLM supervisors. Taken together, our findings highlight the need for organizational leaders to be cautious of being too narrowly focused on bottom-line outcomes and aware of the wider implications of BLM on different domains of their employees’ lives.
Publisher: Wiley
Date: 04-09-2021
DOI: 10.1002/JOB.2559
Abstract: Thriving at work has been linked to a wide range of positive in idual and organizational outcomes. However, research to date has primarily focused on its in idual and work‐related antecedents, overlooking family‐related issues that constitute an essential part of social interactions. To advance our understanding of socio‐relational sources of employee thriving at work, we investigate the differential effects of family incivility and family support on thriving at work. Integrating the work–home resources (W‐HR) model with boundary theory, we develop and test a research model where family incivility and family support influence thriving at work via family–work conflict (FWC) and family–work enrichment (FWE), respectively. We further propose that employee segmentation boundary management preference moderates these mediating processes. Results from two survey data collected from employees working in Nigeria and the United Kingdom provide support for our hypothesized relationships. The findings contribute to a richer understanding of how and when thriving at work is influenced by social relationships in family life. We discuss implications for theory and practice, limitations, and avenues for future research.
Publisher: Routledge
Date: 02-10-2017
Publisher: SAGE Publications
Date: 07-2017
Abstract: This study contributes to the leadership literature by applying the complexity leadership paradigm within China’s fringe arts businesses. China’s societal transformation provides a rich site that is far more complex than the one in established economies. Concerned with the evolving role of arts and cultural leadership within such context, this study explores the emergent, interactive dynamism between leaders, leadership and multiple contexts organized at different levels. Using an evidence-based approach, this study draws from in-depth case studies of two fringe arts businesses in Beijing. The findings not only enrich the model that describes the strategic goals of arts and cultural businesses, but also reveals leader behaviours and approaches used to achieve adaptive outcomes of complexity leadership. Overall, the study provides insights into the practice of arts and cultural leadership socially constructed within a context of drastic change and uncertainty.
Publisher: Informa UK Limited
Date: 07-03-2019
Publisher: Cambridge University Press (CUP)
Date: 26-04-2022
DOI: 10.1017/JMO.2022.22
Abstract: Drawing on social cognitive theory, this paper examines whether self-reflection mediates the association between workplace ostracism and team members' creativity, and whether this mediating effect is moderated by high-involvement work practices (HIWPs). We construct and test a cross-level model using multilevel path analysis to analyse data collected from 81 teams (a total of 393 members) in China. The results show that workplace ostracism negatively influences team members' reflection but positively influences rumination, which in turn affects in idual creativity. Furthermore, HIWPs negatively moderate the effects of workplace ostracism on self-reflection, and moderate the linkages among workplace ostracism, reflection/rumination and team members' creativity. Finally, theoretical and practical implications of these findings are discussed.
Publisher: Emerald
Date: 09-02-2021
Abstract: This study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the input–process–outcome (I–P–O) theoretical framework for studying team effectiveness, it conceptualizes and tests a research model where servant leadership and team-based human resource management (HRM practices) serve as a team-level input that interacts to influence the process of team reflexivity and ultimately reduces team expedient behavior as the outcome. Data are from 109 teams involving a total of 584 employees and analyzed at the team level. The findings provide empirical support that team-based HRM practices positively moderate the relationship between servant leadership and team reflexivity and that team reflexivity transforms the influence of servant leadership into reduced team expedient behavior. Implications for theory and practice are discussed. The participants in this study were drawn from erse backgrounds ( n = 584), and they were nested within 109 teams. Therefore, the authors were cautious of making claims that the findings would apply to every team in the context of China. The authors acknowledge that the research design of this study is not the strongest to test for causal relationship. The findings show the synergistic role of servant leadership and team-based HRM practices and suggest organizations have both in place to mitigate deviant behaviors by teams. The study also suggests organizations develop and promote an environment where team members are motivated and encouraged to share their ideas, openly discuss experiences and set up forward plans. Organizations should focus on training their leaders of the behaviors such as supporting followers, enhancing subordinates' commitment to the collective goal and emphasizing the equality between themselves and subordinates. Organizations need to increase their awareness that the teams are more likely to perform their tasks by the means prescribed by the organizational rules if they communicate, discuss and get modeling or feedback from other teams. This study enriches research on team-based HRM practices, which so far have received limited attention, and deserves further investigation. It sharpens the underlying mechanism that translates team-level input of leadership and HRM to the desired outcomes of reduced expedient behavior by introducing the role of team reflexivity. The study adds to the growing research on workplace deviance by addressing team-level expedient behavior.
Publisher: Elsevier BV
Date: 10-2020
Publisher: Elsevier BV
Date: 10-2022
Publisher: Emerald
Date: 07-09-2015
DOI: 10.1108/LODJ-03-2014-0047
Abstract: – The purpose of this paper is to explore the contemporary paradigm of business leadership vis-à-vis China’s reform and transitional context. – The paper employs an evidence-based approach to explore the business leadership issues influenced by economic reform and within the context of societal transition in China. A qualitative research method was adopted based on in-depth interviews with a number of middle managers from a variety of Chinese enterprises, including state-owned, domestic-private and foreign-invested enterprises. Content analysis of several rounds of interviews added depth to the data analysis. – The findings complement existing thoughts and illustrate concepts, issues, and characteristics not yet emphasized in mainstream literature. General patterns and associated characteristics of business leadership in China, as well as specific patterns associated with different forms of enterprise ownerships, are identified. – The study makes a timely and necessary contribution that enriches context-specific understandings of business leadership against the backdrop of surrounding economic, social, and cultural changes. – The study enriches understandings of commonalities and differences in leadership across the globe, facilitating working collaboratively to achieve common goals in a global community. – The study offers new insights into business leadership by linking contextual, personal, and cognitional factors together and demonstrates some unique characteristics of leadership styles in transitional economies like China.
Publisher: Elsevier BV
Date: 09-2020
Publisher: Elsevier BV
Date: 2021
Publisher: Elsevier BV
Date: 09-2020
Publisher: Springer Science and Business Media LLC
Date: 15-08-2023
Publisher: Elsevier BV
Date: 07-2019
Publisher: Cambridge University Press (CUP)
Date: 07-2020
DOI: 10.1017/MOR.2020.16
Abstract: Pursuing an international career in China can be risky particularly when there is a lack of informal relationships and knowledge of the socio-cultural environment of the country. Drawing from social capital theory of career success and intelligence theory, this study investigates the influence of expatriate manager-local subordinate guanxi on expatriate managers’ career performance and the contingency role of cultural intelligence. Using multi-source data from a s le (N = 154) of expatriate managers in China, our results show that expatriate manager-local subordinate guanxi positively influences expatriate career performance, and that this relationship is positively moderated by expatriates’ cultural intelligence. The broader theoretical and practical implications of the findings for international careers are fully discussed.
Publisher: Wiley
Date: 31-03-2013
DOI: 10.1002/JOB.2668
Abstract: According to Bandura, moral disengagement facilitates misconduct by minimizing feelings of guilt that normally arise when one contemplates wrongdoing. While trait moral disengagement has been negatively associated with anticipatory guilt, scholars have yet to fully consider its impact on guilt post ‐ misconduct. In this paper, we examine the indirect effects of trait moral disengagement on post‐misconduct guilt, and downstream effects on employees' mental health and performance. Lastly, we explore the moderating role of post‐misconduct state moral disengagement in shaping the effects of trait moral disengagement. Across three studies, we find that trait moral disengagement is positively linked to guilt following interpersonal deviance, unethical work behavior, and objective cheating behavior. Further, trait moral disengagement is indirectly, positively linked to emotional exhaustion and negatively related to executive function (specifically, the capacity to inhibit distraction during tasks). In a fourth study, we find that trait moral disengagement is positively associated with guilt and subsequent emotional exhaustion when in iduals employ little to no state moral disengagement immediately post‐misconduct. In contrast, trait moral disengagement is negatively linked to guilt and emotional exhaustion when in iduals employ state moral disengagement post‐misconduct. We discuss the implications of these findings for advancing moral disengagement theory and research.
Publisher: Emerald
Date: 23-03-2020
Abstract: The widespread use of communication technologies and social media platforms such as the #ME TOO movement has lified the importance for business leaders to demonstrate high standards of ethical behavior for career success. Although the concept of ethical leadership has been widely investigated, a theoretical framework from a career perspective does not yet exist. This study draws from sensemaking theory to argue that career identity salience shapes leaders' communication behavior to influence the extent to which they are perceived to be ethical by subordinates. We test our hypotheses using multisource data with a s le ( n = 337) of business managers. The results show that career identity salience has positive influence on communication competence, which positively influences ethical leadership. We further find that communication frequency positively moderates the relationship between communication competence and ethical leadership. The theoretical and practical implications that, motivated by their career identity, career-ambitious leaders can manipulate subordinates' perceptions of their ethical behavior are discussed along with suggestions for future research. To our knowledge, this is the first research to provide a career perspective on ethical leadership.
Publisher: Informa UK Limited
Date: 21-12-2022
Publisher: Wiley
Date: 05-2023
DOI: 10.1002/HRM.22169
Abstract: How can human resource management ( HRM ), as both a scholarly discourse and a corporate strategic function , advance the sustainability agenda? We endeavor to answer this question by drawing together insights gleamed from the emerging sustainable HRM literature. First, we synthesize various conceptualizations and theoretical perspectives on the topic, including frames of reference from strategic HRM, institutional theory and institutional logics, stakeholder theory, and sustainable careers/life cycle theory. Second, we unpack and contextualize the sustainable HRM literature through the lens of international HRM. Third, we consolidate the extant literature and present an agenda for future research, calling for further exploration of topics that are likely to hit the next high wave of generating new strategic HRM insights and sustainable HRM knowledge.
Publisher: Wiley
Date: 25-11-2022
DOI: 10.1002/JOB.2582
Abstract: In this research, we integrate social impact theory (SIT) and social cognitive theory (SCT) to examine how group ethical voice, as a form of social influence, reduces group abusive supervision. Drawing on SIT, we hypothesize that the strength of this relationship is contingent on the group's power, size, and social distance from the group leader (i.e., interaction frequency). Results from data collected over two time periods from 521 employees in 98 work groups (Study 1) reveal that group ethical voice reduces group abusive supervision, controlling for general group voice and group performance. Furthermore, we found that the relationship between group ethical voice and group abusive supervision was strongest when the group is larger, powerful, and interacts frequently with the group leader. These findings are replicated in Study 2, a time‐lagged study of employees across three time periods. Study 2 also shows that the interactive effects of group ethical voice, group power, and social distance (but not group size) on abusive supervision are mediated by leader reflective moral attentiveness. Specifically, in powerful and socially proximal groups, group ethical voice reduces abusive supervision by fostering greater reflective moral attentiveness in group leaders.
Publisher: Emerald
Date: 19-08-2021
Abstract: Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of in idual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs. This study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis. The results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior. The study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior. This research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.
Publisher: Springer Science and Business Media LLC
Date: 19-08-2023
DOI: 10.1007/S10490-023-09913-5
Abstract: This study aims to synthesize the extant research on the Born Global Firms (BGF) phenomenon, mainly focusing on the Asia Pacific region (APAC). We adopt the systematic literature review methodology to identify the main context-specific drivers (‘success factors’) and outcomes of BGFs’ accelerated internationalization and the challenges they face before, during, and after global expansion. The analysis and evaluation of relevant studies reveal several critical variables that need to be extensively investigated (separately and in tandem) by scholars in order to advance existing theories and, at the same time, explain the out-of-pattern behaviors of BGFs outside the typical ‘Western economy’ context. Among the core variables are international entrepreneurial orientation and culture adoption, organizational learning and networking strategies, global strategic human capital and network resources (as predictors of BGFs’ international performance) and resource constraints, institutional and cultural distances, and liabilities of newness, smallness, foreignness, outsidership, and emergingness (as constraints to BGFs’ success). By identifying the research gaps and proposing a comprehensive framework with promising avenues for future research into the phenomenon of BGFs from the APAC region, this study helps enhance our understanding of the global strategy formation and execution processes of international new ventures from ‘the East’ and stimulate interdisciplinary dialogue between international business, strategy, and entrepreneurship scholars.
Publisher: Wiley
Date: 20-02-2022
Abstract: In the workplace, discretionary pro‐environmental actions made by employees are referred to as voluntary employee green behaviour (VEGB). This is increasingly recognised as a contribution to both the environmental and the financial sustainability of the organisation. However, the implications of VEGB beyond its original environmental domain largely remain underspecified, thus constraining the theoretical development of the field and advocacy for organisations in practice. This study thus investigates how VEGB associates with the employee outcome of affective commitment, which especially impacts the psychological relationships that employees develop with their organisations. Drawing on two studies, we found that VEGB was positively associated with affective commitment, as enabled by three mediating mechanisms that enhanced the sense of warm glow and moral credit for employees while protecting them against emotional exhaustion. Moreover, we found that perceived organisational support for the environment served as a boundary condition for VEGB and its mediation by moral credit and emotional exhaustion. Implications for theory and practice are discussed in the paper.
Publisher: Elsevier BV
Date: 03-2022
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Shuang Ren.