Asian Business & Management最新文献

This study examines how perceived organizational support (POS) can be leveraged to provide employees with guided responses to disruptive events. Specifically, this study addresses a previously overlooked yet practically relevant aspect of POS-its communicative role in managing employees' feelings of job insecurity. Drawing on the social identity perspective and research on individuals' psychological states of uncertainty, we argue that POS can have both direct and indirect influences on the sense of job insecurity in times of external threats. With this in mind, we used COVID-19 and resulting lockdowns in China as specific context examples of a disruptive event to administer a two-wave lagged survey measuring POS, perceived control, lockdown loneliness, and job insecurity. Theoretical arguments are put forward regarding organizational support for fostering individuals' social identity and emotional well-being under deeply disruptive work situations. Overall, this study offers insights into how managers may develop risk management and organizationally adaptive practices.

This paper focuses on internal corporate social responsibility (CSR) (i.e. shareholder responsibility and employee responsibility) changes within emerging-market multinational companies (EMNCs) with a resource constraints perspective and attention-based view, providing a finely variegated analysis of and new insights into the internationalization-CSR relationship. Specifically, as EMNCs' resource constraints change from high to low and the primary focus shifts during internationalization, their dominant logic moves from efficiency to legitimacy; correspondingly, their internal CSR shows a U-shaped change-first declining and then increasing. This nonlinear model is supported by an empirical test of Chinese listed MNCs from 2013 to 2018. On this basis, the moderating roles of state-owned background and innovation-oriented strategy are examined, as both affect the resource constraints and attention structure of EMNCs during internationalization. We also provide a sensitivity analysis of internationalization's impact on each dimension of internal CSR and an in-depth discussion of our findings.

Supplementary information: The online version contains supplementary material available at 10.1057/s41291-022-00213-2.

This study investigates the impact of absorbed slack on corporate social responsibility (CSR) and the moderating effects of political and equity relationships on the main effect. Multiple regression analysis was used on 2175 samples of 435 publicly listed Chinese firms for the period 2012 to 2016 to empirically test the influence of absorbed slack on CSR. The empirical results show that the impact of absorbed slack on CSR is inverted U-shaped. Furthermore, when compared to companies with low political connections, the inverted U-shape between the absorbed slack and CSR in highly politically connected companies is more pronounced. Compared to companies with low ownership concentrations, the inverted U-shape between absorbed slack and CSR in high ownership concentration enterprises is more pronounced.

Chinese leadership has received growing research attention amid the rapid development of the Chinese economy, the rising influence of the Chinese government and companies in the global arena, and China's business transformation and institutional reform. However, the extant literature has tended to adopt Western leadership theories and test them in the Chinese context. By reviewing Chinese leadership studies, this paper highlights the importance of context in shaping leadership attitudes, behaviors, activities, and their consequences. To further advance Chinese leadership research and its impact on management practice, we suggest that it is crucial to pay closer attention to the cultural micro-foundations underpinned by traditional Chinese philosophy. We offer six promising avenues for future research: (1) a nuanced and critical approach to the role of context, (2) the combination of Western and Chinese thoughts, (3) indigenous leadership theory development, (4) gender and leadership, (5) leadership and performance, and (6) leadership in crisis management.