Pub Date : 2021-12-01DOI: 10.4102/sajbm.v52i1.2517
Qiang Gao, Hai Long, Jianzhi Zhao
urpose:This study investigates firm performance after going public and explores whether Initial Public Offerings (IPOs) contribute to it.Design/methodology/approach: This study employs comprehensive regression models to examine IPO significance to both operating performance and market performance.Findings/results: It suggests that IPO firms retain their growth over the first 3 years after going public, but the growth does not sustain after the third year in terms of profit-related indicators, which is distinguishing from prior research. IPOs may contribute to firms’ market performance only, they are insignificant to firms’ operating performance in general, whilst industry-adjusted evidence suggests that IPOs are negatively associated with operating performance in terms of return on assets, return on sales and debt to assets.Practical implications: The practical implication for managers is to spend more IPO capitals on business operations to maximise firm value.Originality/value: Market value is taken into account, whilst operating performance is considered only by prior research, and it presents some different findings from prior studies based on developed stock markets.
{"title":"Are initial public offerings significant to firm performance in an emerging stock market? Evidence from China","authors":"Qiang Gao, Hai Long, Jianzhi Zhao","doi":"10.4102/sajbm.v52i1.2517","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2517","url":null,"abstract":"urpose:This study investigates firm performance after going public and explores whether Initial Public Offerings (IPOs) contribute to it.Design/methodology/approach: This study employs comprehensive regression models to examine IPO significance to both operating performance and market performance.Findings/results: It suggests that IPO firms retain their growth over the first 3 years after going public, but the growth does not sustain after the third year in terms of profit-related indicators, which is distinguishing from prior research. IPOs may contribute to firms’ market performance only, they are insignificant to firms’ operating performance in general, whilst industry-adjusted evidence suggests that IPOs are negatively associated with operating performance in terms of return on assets, return on sales and debt to assets.Practical implications: The practical implication for managers is to spend more IPO capitals on business operations to maximise firm value.Originality/value: Market value is taken into account, whilst operating performance is considered only by prior research, and it presents some different findings from prior studies based on developed stock markets.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42681109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.4102/sajbm.v52i1.2577
Zhenzhen Yang, H. Su, Wen-chi Sun
Purpose: In practice, an increasing number of economic entities have begun to consider strategic corporate social responsibility (CSR) as an opportunity to create a win-win situation for the organisation and the society. The existing literature has yet to soundly corroborate the role of strategic CSR in corporate innovation. This study examines the relationship between strategic CSR and innovation.Design/methodology/approach: The empirical regression models are estimated to analyse the data collected from 2817 firms yielding 18 845 firm–year observations from 2001 to 2014 in the United States.Findings/results: The findings indicate that firms with strategic CSR generate more and better innovation outputs. The positive effect is more pronounced when institutional ownership is lower, when firm size is larger, and when product market competition is more intense. In terms of economic consequences, firms with strategic CSR actually have higher commercial value and are less likely to suffer loss from failed innovation.Practical implications: To establish a sustainable relationship with stakeholders and realise the long-term development of business and society, enterprises should engage in strategic CSR in a planned manner based on their own resources and professional expertise.Originality/value: The study sheds light on a growing body of literature that investigates the real consequences of firms’ strategic CSR, and explains the growing recognition of the importance of strategic CSR.
{"title":"Can strategic corporate social responsibility drive corporate innovation?","authors":"Zhenzhen Yang, H. Su, Wen-chi Sun","doi":"10.4102/sajbm.v52i1.2577","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2577","url":null,"abstract":"Purpose: In practice, an increasing number of economic entities have begun to consider strategic corporate social responsibility (CSR) as an opportunity to create a win-win situation for the organisation and the society. The existing literature has yet to soundly corroborate the role of strategic CSR in corporate innovation. This study examines the relationship between strategic CSR and innovation.Design/methodology/approach: The empirical regression models are estimated to analyse the data collected from 2817 firms yielding 18 845 firm–year observations from 2001 to 2014 in the United States.Findings/results: The findings indicate that firms with strategic CSR generate more and better innovation outputs. The positive effect is more pronounced when institutional ownership is lower, when firm size is larger, and when product market competition is more intense. In terms of economic consequences, firms with strategic CSR actually have higher commercial value and are less likely to suffer loss from failed innovation.Practical implications: To establish a sustainable relationship with stakeholders and realise the long-term development of business and society, enterprises should engage in strategic CSR in a planned manner based on their own resources and professional expertise.Originality/value: The study sheds light on a growing body of literature that investigates the real consequences of firms’ strategic CSR, and explains the growing recognition of the importance of strategic CSR.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48891827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-30DOI: 10.4102/sajbm.v52i1.2731
Yuting Zhang, Yunlong Jiang
Purpose: This study aimed to test the impact of corporate social responsibility (CSR) and its subdivision dimensions on the liability of foreignness (LOF), as well as the mediating effect of organisational reputation.Methodology: A total of 301 observations from 43 branches and subsidiaries of China’s four major banks in 23 host countries from 2012 to 2018 were selected as samples to examine the impact of CSR and its segmented dimensions on the LOF. The mediating role of the parent company’s organisational reputation in the relationship between CSR and LOF was also examined. After controlling for the possible influence of firm age, firm size, economic distance, regulatory distance, and cultural distance on the model, three regression models were built.Findings: Liability of foreignness can be reduced by increasing CSR; and increasing technical CSR is especially effective in this regard. Organisational reputation plays a mediating role in the relationship between CSR and LOF.Practical Implications: Fulfilling CSR can help reduce the LOF.Originality: This research comprehensively explains the different views of current scholars on CSR and enriches the existing research on overcoming the LOF from the perspective of non-market mechanisms. It also provides new insight into the mediating effect of organisational reputation on CSR and its indirect effect on the LOF.
{"title":"Corporate social responsibility, organisational reputation and liability of foreignness","authors":"Yuting Zhang, Yunlong Jiang","doi":"10.4102/sajbm.v52i1.2731","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2731","url":null,"abstract":"Purpose: This study aimed to test the impact of corporate social responsibility (CSR) and its subdivision dimensions on the liability of foreignness (LOF), as well as the mediating effect of organisational reputation.Methodology: A total of 301 observations from 43 branches and subsidiaries of China’s four major banks in 23 host countries from 2012 to 2018 were selected as samples to examine the impact of CSR and its segmented dimensions on the LOF. The mediating role of the parent company’s organisational reputation in the relationship between CSR and LOF was also examined. After controlling for the possible influence of firm age, firm size, economic distance, regulatory distance, and cultural distance on the model, three regression models were built.Findings: Liability of foreignness can be reduced by increasing CSR; and increasing technical CSR is especially effective in this regard. Organisational reputation plays a mediating role in the relationship between CSR and LOF.Practical Implications: Fulfilling CSR can help reduce the LOF.Originality: This research comprehensively explains the different views of current scholars on CSR and enriches the existing research on overcoming the LOF from the perspective of non-market mechanisms. It also provides new insight into the mediating effect of organisational reputation on CSR and its indirect effect on the LOF.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48899615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-16DOI: 10.4102/sajbm.v52i1.2910
Peter Naude
Purpose: The purpose of this article was to review the book of Christoph Lütge and Matthias Uhl (2021) entitled Business ethics. An economically informed perspective (Oxford University Press).Design/methodology/approach: The approach followed is to give an overview of the book’s content, appraise the positive contribution followed by some critical questions for further discussions.Findings/results: The key finding is that the book, indeed, contributes to establish ethics with an economic method as a novel approach.Practical implications: Practical implications are found in both the approach to global ethics and especially to risk management design.Originality/value: The value of the book lies in its use as a handbook at a graduate level and as a guide to managers to implement corporate-level ethics.
目的:本文的目的是回顾Christoph l tge和Matthias Uhl(2021)的《商业伦理》一书。从经济角度看问题(牛津大学出版社)。设计/方法/方法:接下来的方法是给出本书内容的概述，评估积极的贡献，然后是一些关键问题，以供进一步讨论。发现/结果:关键的发现是，这本书确实有助于用经济方法作为一种新颖的方法建立伦理学。实际影响:实际影响发现在全球伦理的方法，特别是风险管理设计。原创性/价值:这本书的价值在于它可以作为研究生水平的手册，并作为管理人员实施公司层面道德的指南。
{"title":"Ethics with an economic method: A new perspective on business ethics","authors":"Peter Naude","doi":"10.4102/sajbm.v52i1.2910","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2910","url":null,"abstract":"Purpose: The purpose of this article was to review the book of Christoph Lütge and Matthias Uhl (2021) entitled Business ethics. An economically informed perspective (Oxford University Press).Design/methodology/approach: The approach followed is to give an overview of the book’s content, appraise the positive contribution followed by some critical questions for further discussions.Findings/results: The key finding is that the book, indeed, contributes to establish ethics with an economic method as a novel approach.Practical implications: Practical implications are found in both the approach to global ethics and especially to risk management design.Originality/value: The value of the book lies in its use as a handbook at a graduate level and as a guide to managers to implement corporate-level ethics.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48134167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-16DOI: 10.4102/sajbm.v52i1.2822
L. Suganthi
No abstract available.
没有摘要。
{"title":"Corrigendum: Investigating the relationship between corporate social responsibility and market, cost and environmental performance for sustainable business","authors":"L. Suganthi","doi":"10.4102/sajbm.v52i1.2822","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2822","url":null,"abstract":"No abstract available.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"175 4","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138510299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-02DOI: 10.4102/sajbm.v52i1.2431
Salóme Jansen van Vuuren, Marius W. Stander, V. Roos
women in the United States of America (US) have been employed in mining activities since the early 1970s (Cavender, 1988). In Sub-Saharan Africa (SSA), the employment of women in the mining industry should be contextualised against its colonial history and resultant cultural marginalisation, racial and gender discrimination and lack of legal and economic rights (Arthur-Holmes & Abrefa Busia, 2021; Musonda, 2020). Moreover, the deep infiltration of Chinese mining entrepreneurs and their reservation of job opportunities for expats led to the lesser employment of citizens, including Purpose: Research into women working in mines in general is limited, and less so for their presence in underground mines. This study explores the adaptive strategies women employ to navigate harsh physical and perceived threatening interpersonal contexts in an underground mine in South Africa. A contexulalised framework and guiding heuristic contructs (structuration and agency) were adopted to identify and discuss women’s adaptive strategies for navigating challenging underground mining environments and to propose interventions. Design/methodology/approach: A contextual, qualitative descriptive design was used. Twenty-one women in an underground gold mine in the North-West Province in South Africa were purposively selected and participated in semi-structured interviews ( n = 18) and an informal group discussion ( n = 3). Data was analysed thematically, using ATLAS.ti 8 (a qualitative data analysis and research software programme). Findings/Results: The women identified challenges on three levels: intrapersonal, relational and systemic and adaptive strategies on four levels: intrapersonal (adopting a different perspective and questioning traditional beliefs), behavioural (self-defence, solution-focused actions, working hard); relational (supportive same-gendered groups, support from working teams, and safe interpersonal spaces for debriefing); and broader systemic support (approachable human resources (HR) department, supportive close relationships, and external stakeholder resourcing). Practical implications: Interventions are proposed to support and strengthen the adaptive strategies of women working in mines. Originality/value: Identifying and supporting adaptive strategies applied by women in the workplace can benefit women individually and their work-teams, as well as informing best mining practices and society more widely.
{"title":"‘We are surviving well’: Adaptive strategies applied by women in an underground South African mine","authors":"Salóme Jansen van Vuuren, Marius W. Stander, V. Roos","doi":"10.4102/sajbm.v52i1.2431","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2431","url":null,"abstract":"women in the United States of America (US) have been employed in mining activities since the early 1970s (Cavender, 1988). In Sub-Saharan Africa (SSA), the employment of women in the mining industry should be contextualised against its colonial history and resultant cultural marginalisation, racial and gender discrimination and lack of legal and economic rights (Arthur-Holmes & Abrefa Busia, 2021; Musonda, 2020). Moreover, the deep infiltration of Chinese mining entrepreneurs and their reservation of job opportunities for expats led to the lesser employment of citizens, including Purpose: Research into women working in mines in general is limited, and less so for their presence in underground mines. This study explores the adaptive strategies women employ to navigate harsh physical and perceived threatening interpersonal contexts in an underground mine in South Africa. A contexulalised framework and guiding heuristic contructs (structuration and agency) were adopted to identify and discuss women’s adaptive strategies for navigating challenging underground mining environments and to propose interventions. Design/methodology/approach: A contextual, qualitative descriptive design was used. Twenty-one women in an underground gold mine in the North-West Province in South Africa were purposively selected and participated in semi-structured interviews ( n = 18) and an informal group discussion ( n = 3). Data was analysed thematically, using ATLAS.ti 8 (a qualitative data analysis and research software programme). Findings/Results: The women identified challenges on three levels: intrapersonal, relational and systemic and adaptive strategies on four levels: intrapersonal (adopting a different perspective and questioning traditional beliefs), behavioural (self-defence, solution-focused actions, working hard); relational (supportive same-gendered groups, support from working teams, and safe interpersonal spaces for debriefing); and broader systemic support (approachable human resources (HR) department, supportive close relationships, and external stakeholder resourcing). Practical implications: Interventions are proposed to support and strengthen the adaptive strategies of women working in mines. Originality/value: Identifying and supporting adaptive strategies applied by women in the workplace can benefit women individually and their work-teams, as well as informing best mining practices and society more widely.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49178333","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-20DOI: 10.4102/sajbm.v52i1.2165
Atnafu A. Wondim, Wenbing Wu, Wen Wu, Mingyu Zhang, Pan Liu
Purpose: This study aims to provide empirical evidence of how supervisors’ positive feedback plays a crucial role in newcomers’ task performance in the first 90 days of their employment.Design/methodology/approach: Data for this study were collected from newcomers and their immediate supervisors in a large high-tech manufacturing company in northern China. The study used a structured questionnaire to gather data from 229 newcomer-supervisor dyads, which were analysed through the application of structural equation modelling.Findings/results: The findings revealed that supervisors’ positive feedback positively affects newcomers’ task performance. The supervisors’ positive feedback enhances the task performance of newcomers’ by promoting energy and information seeking at work. In addition, the study also revealed that intrinsic motivation as a moderator strengthens the relationship between supervisors’ positive feedback and newcomers’ energy at work.Practical implications: Organiszations should place emphasis on supervisors’ positive feedback and newcomers’ level of intrinsic motivation in order to attain better performance in the workplace.Originality/value: This study highlights the need for organisations to pay attention to the dual roles of supervisors’ positive feedback and the intrinsic motivation of newcomers’ in improving task performance. Supervisors’ positive feedback boosts newcomers’ energy at work and aids their task performance when intrinsic motivation is high rather than low.
{"title":"Does positive feedback support the stronger and weaken the weaker? The effects of supervisors’ positive feedback on newcomers’ task performance in the first 90 days","authors":"Atnafu A. Wondim, Wenbing Wu, Wen Wu, Mingyu Zhang, Pan Liu","doi":"10.4102/sajbm.v52i1.2165","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2165","url":null,"abstract":"Purpose: This study aims to provide empirical evidence of how supervisors’ positive feedback plays a crucial role in newcomers’ task performance in the first 90 days of their employment.Design/methodology/approach: Data for this study were collected from newcomers and their immediate supervisors in a large high-tech manufacturing company in northern China. The study used a structured questionnaire to gather data from 229 newcomer-supervisor dyads, which were analysed through the application of structural equation modelling.Findings/results: The findings revealed that supervisors’ positive feedback positively affects newcomers’ task performance. The supervisors’ positive feedback enhances the task performance of newcomers’ by promoting energy and information seeking at work. In addition, the study also revealed that intrinsic motivation as a moderator strengthens the relationship between supervisors’ positive feedback and newcomers’ energy at work.Practical implications: Organiszations should place emphasis on supervisors’ positive feedback and newcomers’ level of intrinsic motivation in order to attain better performance in the workplace.Originality/value: This study highlights the need for organisations to pay attention to the dual roles of supervisors’ positive feedback and the intrinsic motivation of newcomers’ in improving task performance. Supervisors’ positive feedback boosts newcomers’ energy at work and aids their task performance when intrinsic motivation is high rather than low.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45512079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-22DOI: 10.4102/sajbm.v52i1.2695
Jandre Van Zyl, Karl Hofmeyr
Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations.Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams.Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases.Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents.Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.
{"title":"Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams","authors":"Jandre Van Zyl, Karl Hofmeyr","doi":"10.4102/sajbm.v52i1.2695","DOIUrl":"https://doi.org/10.4102/sajbm.v52i1.2695","url":null,"abstract":"Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations.Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams.Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases.Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents.Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48269682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-21DOI: 10.4102/SAJBM.V52I1.2444
A. Grobler, Aden-Paul Flotman
Purpose: This is an era of unprecedented turbulence. The current coronavirus disease 2019 (Covid-19) global pandemic testifies to this turmoil as, daily, the unknown dynamically unfolds. It is important during challenging times like these that leadership and organisational response enhance a shared positive vision for the future of humanity. This study aimed at determining the role played by servant leadership (SL) in promoting employee well-being, specifically, a positive future expectation in terms of hope and optimism (HO), as well as the impact that team-based learning (TBL) has on this relationship, and whether this is the same for both the private and public sectors.Design/methodology/approach: This study employed an empirical paradigm, using a cross-sectional design and quantitative analysis. The total sample consisted of 1560 participants, with 780 employed in the private and public sector, respectively.Findings/results: The results suggest that both SL and TBL have a significant impact on employees’ HO, with TBL being a mediating variable and with stronger relationships reported for the private sector. Technically, the TBL instrument employed was validated for South African use and the study included a statistical assessment of common method bias, which was found not to skew the results.Practical implications: This study provides further empirical evidence that SL is positively associated with HO. Secondly, the future-mindedness and future-orientation of HO could stimulate adaptive responses during this time of uncertainty and turmoil. Thus, HO, as potential resilience factors, could generate resilience by harnessing opportunities and setbacks both during the Covid-19 pandemic and in its aftermath.Originality/value: The practical value of this article is in the empirical evidence that both the leaders and the organisation have an impact on the employees’ wellness and positive work attitudes.
{"title":"Servant leadership, team-based learning and hope and optimism: A sectoral comparative study","authors":"A. Grobler, Aden-Paul Flotman","doi":"10.4102/SAJBM.V52I1.2444","DOIUrl":"https://doi.org/10.4102/SAJBM.V52I1.2444","url":null,"abstract":"Purpose: This is an era of unprecedented turbulence. The current coronavirus disease 2019 (Covid-19) global pandemic testifies to this turmoil as, daily, the unknown dynamically unfolds. It is important during challenging times like these that leadership and organisational response enhance a shared positive vision for the future of humanity. This study aimed at determining the role played by servant leadership (SL) in promoting employee well-being, specifically, a positive future expectation in terms of hope and optimism (HO), as well as the impact that team-based learning (TBL) has on this relationship, and whether this is the same for both the private and public sectors.Design/methodology/approach: This study employed an empirical paradigm, using a cross-sectional design and quantitative analysis. The total sample consisted of 1560 participants, with 780 employed in the private and public sector, respectively.Findings/results: The results suggest that both SL and TBL have a significant impact on employees’ HO, with TBL being a mediating variable and with stronger relationships reported for the private sector. Technically, the TBL instrument employed was validated for South African use and the study included a statistical assessment of common method bias, which was found not to skew the results.Practical implications: This study provides further empirical evidence that SL is positively associated with HO. Secondly, the future-mindedness and future-orientation of HO could stimulate adaptive responses during this time of uncertainty and turmoil. Thus, HO, as potential resilience factors, could generate resilience by harnessing opportunities and setbacks both during the Covid-19 pandemic and in its aftermath.Originality/value: The practical value of this article is in the empirical evidence that both the leaders and the organisation have an impact on the employees’ wellness and positive work attitudes.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2021-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48040231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-20DOI: 10.4102/sajbm.v52i1.2278
O. Samuel, A. Engelbrecht
Purpose: The first aim of this article is to assess the influence of transformational leadership and some selected psychological constructs on employee’s intention to quit an organisation. The second aim is to develop and validate a conceptual model that depicts the linear relationships amongst the constructs of this study (i.e. transformational leadership, psychological contract violation, psychological empowerment, affective commitment and intention to quit).Design/methodology/approach: The article employs correlational research method using quantitative research strategy. Structural equation modelling (SEM) was adopted in analysing data collected from 232 conveniently sampled respondents from various organisations in South Africa. The partial least square based SEM methodology was used to test the relationships amongst the various constructs of the study.Findings/results: Transformational leadership showed indirect influence on intention to quit through psychological contract violation, psychological empowerment and affective organisational commitment.Practical implications: The conceptual model of this study provides a useful psychological framework that guide organisations in the formulation and implementation of retention policies and practices. Further, it is imperative for organisations to encourage the adoption of transformational leadership at all levels of management. This is in consideration of the significant influences that this leadership behaviour exerts on individual employee’s intention to quit an organisation.Originality/value: An extensive search of instant literature did not produce evidence of an existing literature regarding the relationship between transformational leadership and psychological contract violation as we found in this article. This is a theoretical contribution to the field of organisation psychology. Furthermore, the article developed a unique and a empirically validated model that explained the direction and strength of relationships amongst selected antecedents of intention to quit. This practical contribution provides managers with both pragmatic insights and theoretical framework in formulating an effective retention strategy for their organisations.
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