Canadian Journal of Administrative Sciences-Revue Canadienne Des Sciences De L Administration最新文献

Researchers establish that rewards play an important role in shaping employees' creative behaviors. However, little is known about the underlying mechanisms that transmit the effects of rewards for creativity on different types of creative behaviors. Drawing on the sense making perspective, this study identifies unique mediators and moderators of reward—creativity relationship. The results of this survey-based study, comprising of 220 independent employee - supervisor dyads, suggested that enjoyment in the activity mediated the relationship between intrinsic rewards and radical creative behaviors. Moreover, the interactional effects of extrinsic rewards and their perceived importance on creative behaviors were mediated through perceptions of climate for innovation. These results provide important insights and guide managers in promoting distinct types of creative behaviors.

Limited research explores the well-being of multiply marginalized workers. Aiming to illustrate the application of intersectionality-inspired analysis to the fields of management and occupational health, we examined how being a sexual minority (non-heterosexual), having low income, and identifying as a woman are associated with well-being outcomes (e.g., impaired performance, troublesome symptoms, positive mental health). A survey was completed by 331 Québec workers. We used regression analysis to examine individual, additive, and interactive relationships between marginalized statuses and outcomes. Having multiple marginalized statuses was associated with impaired performance, troublesome symptoms and less positive mental health. The most negative outcomes were reported by low-income gay or bisexual workers. Organizational policies and managers should consider intersecting identities to better support marginalized workers' well-being.

We examine how “road warrior consultants,” who spend a majority of workweek at the client location, describe their experiences of belongingness with their companies. Based on observations and semi-structured interviews with consultants, we identified three facets of consultants' experiences that were significant for organizational belongingness, namely: (1) connection with colleagues which refers to their interactions with others at their firm; (2) differentiation at the client firm which signifies experiences of differences and being an outsider at the client firm; (3) centrality of oneself at the consulting firm or experiences of handling significant roles in their firm. Our findings contribute to the literatures on consulting and belongingness, and also have broader implications for understanding belongingness dynamics in client-service professions.

Payments in mergers and acquisitions (M&As) can be all cash, all stock, or any combination of the two. However, using stock instead of cash in M&A payments has clear weaknesses that must be offset (e.g., valuation difficulty). In this study, we argue that stock payments can save on the costs of using the M&A market, which serves to compensate the inherent weaknesses of stock deals. Our empirical findings confirm that stock should account for a greater percentage of the payment in M&As that feature higher transaction costs. The market-failure account for stock payments that we offer contributes to the M&A literatures in both finance and management.

This study examines the impact of emotional intelligence (EI) on boundary-spanning behavior, relationship quality, and performance among door-to-door salespeople. Data is collected from salespeople and customers of South Korean door-to-door cosmetics businesses and analyzed using structural equation modeling. The findings show that EI positively affects boundary-spanning behavior. Similarly, boundary-spanning behavior improves relationship quality, which improves both sales performance and customer satisfaction. This suggests that EI plays an important role in salespeople's boundary-spanning behavior, thereby enhancing relationship quality, sales performance, and customer satisfaction. Unlike previous studies, this study makes use of actual sales volumes, salespeople's self-reporting responses, and salespeople's customer-reporting, which adds to the findings' uniqueness. The present study highlights that EI improves boundary-spanning behavior, which is vital in developing relationship quality, improving sales performance, and increasing customer satisfaction. The study uses triadic data from door-to-door salespeople, customers, and sales organizations extensively, which is unusual in this field.

We examine the role of autonomy in the achievement (or non-achievement) of the objectives of international organizations (IOs). Using a configurational approach, we theorize four scenarios related to autonomy, with regards to the experience and financial resources available to IOs. Our results, based on a qualitative comparative analysis (QCA) applied to 20 IOs in the United Nations (UN) system, demonstrate that autonomy can be a condition for both the success or the failure of an IO. Our study calls for the development of a systems theory of IO performance that takes into account the interdependence of conditions and the equifinality of solutions that explain the success (or failure) of these organizations in the pursuit of their mission.

We examine the role autonomy plays for International Organisations (IO) in achieving their objectives. Using a configurational approach, we theorize four scenarios of the impact of autonomy in relation to their experience and the financial resources at their disposal. Our results, based on a qualitative comparative analysis (QCA) applied to 20 IOs of the United Nations (UN) system, demonstrate that autonomy can be a condition for both the success or the failure of an IO. Our research calls for the development of a systems theory of the performance of IOs that considers the interdependence of conditions and the equifinality of solutions that explain the success (the failure) of organizations in the pursuit of their mission.

This article explains how construal level theory (CLT) expand knowledge of management sciences related to the effect of psychological distance on the organization's stakeholders. This work also highlights different limits of this framework and sets out a research agenda to overcome them. The main limits concern 1) a lack of precision regarding the modification of construal level as a function of psychological distance; 2) a prevalence of research on temporal and social distance to retranscribe the effects of a psychological distance theorized as a global concept; 3) numerous inconsistencies regarding multiple distances. Managerial implications are also suggested to handle the psychological distance of the stakeholders.

The present research explores the role of lateral exchange relationships among peer leaders (i.e., leader–leader exchange relationships; PLLX) as drivers of ethical leadership. Across two studies involving male subordinates and leaders pertaining to 150 teams (Study 1) and 158 leader–follower dyads (Study 2) in the Republic of Korea Army, PLLX was found to mediate a positive relation between peer leaders' ethical leadership and focal team leaders' ethical leadership, while controlling for upper leaders' ethical behaviours. Moreover, this relation was moderated by focal leaders' organizational tenure but in opposite directions in the two studies: the relation between peer leaders' ethical leadership and focal leaders' ethical leadership through PLLX was stronger in Study 1 (vs. weaker in Study 2) when tenure was high.

Little research has been done on psychological contract breach situations from the perspective of the breacher, including situations in which potential breach actions were enforced by a third-party. This exploratory study aims to see how enforced breach affects the breacher, their reactions to the situation, and their relationships with community stakeholders. Semi-structured long-form interviews with Canadian teachers whose union decided to go on a work-to-rule strike, risking relational breaches with school community stakeholders, were undertaken. Teachers experienced negative emotions and engaged in breach mitigating actions. Implications include being aware of the negative effects on unwilling breachers and the relationships with the source of breaches, and the possibility of mitigating breaches while still removing obligations if breachers engage in mitigating actions.