European Management Review最新文献

This study explores the nomological network of family-supportive supervisor behaviours (FSSBs) at the weekly level. Drawing on the tenets of the work–home resources (W-HR) model and the conservation of resources theory, we integrate relational resources in the model and investigate their role as triggers of FSSBs. Furthermore, we explore how FSSBs relate to both within domain (production deviance and employee creativity) and between domain (sleep quality and dyadic adjustment) employee outcomes, with a focus on exhaustion as a mediator. Our findings show that (1) spousal support experienced by the supervisor is positively related to the employee's perception of FSSBs as enacted by the supervisor, (2) employees' perceptions of FSSBs are negatively related to employees' production deviance and (3) exhaustion is a mediator between FSSBs and employee outcomes of creativity, sleep quality and dyadic adjustment. Our findings across two multisource and diary studies underline the importance of designing and implementing FSSBs in a dynamic fashion.

With reference to recent debate about the increasing “an A is an A” mentality at business schools, I provide evidence on the prevalence of this mentality in North America versus other regions of the world (RoW). The evidence presented is derived from the data selection procedures employed in conducting systematic reviews of management research because a focus on specific journals in this selection can be seen as an artifact of the “an A is an A” mentality. My findings suggest that this mindset is more widespread in North American business schools and less so elsewhere. This implies that in order to find remedies against the detrimental effects of the “an A is an A” mentality, North American business school leaders and academics might find inspiration in other countries. In addition, I suggest that a part of the solution could also be directing PhD students toward a more inclusive selection of journals and articles in reviews of management research.

Organizations are increasingly implementing algorithmic decision aids to advise managerial decision-making. We study managers' motives behind using advice (human and nonhuman), particularly sharing responsibility versus increasing decision accuracy motives. We conduct an online experiment with experienced managers in a sales forecasting setting and find that managers focus on increasing decision accuracy (sharing responsibility) when they are unable (able) to share responsibility with advisors. Moreover, managers prefer to share responsibility with blamable human advisors over nonhuman advisors unless they perceive algorithms as socially competent. Consequently, the results show that managers are not solely motivated to minimize forecast errors but also to reduce personal responsibility when taking advice. We contribute to the literature by highlighting the opportunistic motives of managers when taking (non)human advice. Our findings also bear important implications for practice. Specifically, firms should be aware of managers' opportunistic advice-taking motives when implementing algorithmic decision aids.

Over the recent decades, organizations have had to face a number of major external shocks and crises. Acquiring a better understanding of how human resources are managed under such critical conditions constitutes the main purpose of this study. We conducted a study triangulating different sources (employees, HR managers, and secondary data) and types of data (quantitative and qualitative) to explore how employees in Portuguese organizations perceived the HR practices' implementation during the years of the financial crisis (2011–2014) and how HR managers explained it. Longitudinal evidence from 53 organizations attests to perceived decreasing trends, particularly in training and development and performance management. HR managers legitimize these trends, embracing conventions and revealing the impact of coercive and normative pressures. Our findings highlight the need for renewed attention to be paid to the contextual pressures on HR managers' decision-making and actions that could severely endanger their role as strategic partners and their embrace of sustainable HRM.

Decision speed and quality are both vital for organizational survival and prosperity. However, they are assumed to be in tension, and there has been limited theory development concerning whether, and if so how, both are attainable. To address this gap, we turn to behavioral integration which captures the intensity of intrateam interactions. While behavioral integration is considered an antecedent of decision quality, it is presumed to slow decision-making, and overall, there remains a “black box” surrounding the mechanisms, behaviors, and processes which transmit behavioral integration to decision outcomes. Our theoretical account challenges the notion of behavioral integration being an impediment to decision speed, and we present new theory and evidence—comprising a mixed-method field study—explaining how behavioral integration acts as a key driver of both decision speed and quality while theorizing decision uncertainty as a new and important boundary condition.

Although knowledge integration has been deemed relevant for the development and survival of family firms, prior studies suggest that the lack of skills to combine and transfer incumbent family members' knowledge within the family may hinder family firms' organizational effectiveness. Knowledge integration, in this context, might depend on family involvement in ownership, management and governance, and family essence, considering the emotional and relational aspects of the influence the family exerts on the business. Relying on knowledge-based view and dynamic capability perspectives, we propose a model suggesting that knowledge integration intervenes in the relationship between familiness and organizational effectiveness. Our hypotheses are tested on a sample of 102 private Spanish family businesses. The results reveal that familiness is beneficial for knowledge integration, enhancing family firms' organizational effectiveness. Our study provides practical implications for family business owners and managers, and opportunities for further research.

Taking a qualitative approach, this study aims to identify the effects of family involvement on firms' innovation decisions and examine how this relationship is affected by the presence or absence of firm founders. Content analysis facilitates building a map to identify two modes of family influence on business and innovation: the business-first and family-first modes. In the former, commitment and long-term orientation encourage innovation as the principal means of survival, especially when the founder is no longer present. In the latter, unity constrains innovation, most commonly in firms led by a present founder. In contrast to the tenets of the socioemotional wealth approach, a first-generation family firm may suffer from myopia when family interests prevail over the firm's interests, even when business continuity is at stake.

We conducted a general, semi-systematic literature review on organizational justice. Based on this review, we first explored the various ways in which organizational justice was conceptualized. Second, we explained the importance of organizational justice by reviewing and synthesizing theoretical frameworks in organizational justice research and studies that analyzed the effects of justice on employee outcomes. Subsequently, we shifted the focus from the individual to the team level by reviewing and synthesizing justice climate and peer justice research. To expand prior research and stimulate future research, we presented several avenues for future research, such as the cultural sensitivity of justice, justice in diverse work environments, justice and conflict, and the changing nature of work and justice. We also created a theoretical foundation for the integration of organizational justice with research on workplace conflict, diversity and dissimilarity, cultural values, relationships with coworkers, and the changing nature of work.

The implementation of a board gender quota in Norway in 2006 resulted in an extraordinary increase in the number of female directors over a short period of time. As a result, previous studies have used this unique scenario to examine the effects of appointing female directors on various corporate outcomes, such as the cost of debt. Extending this line of research, this study explores whether the appointment of female directors to the boardroom has a significant impact on a firm's solvency. The empirical analysis draws on a sample of firms from Denmark, Finland, Norway and Sweden and implements difference-in-differences estimations. The extant evidence is scarce and inconclusive and, more importantly, has been obtained without controlling for endogeneity. Our findings strongly suggest that the solvency of Norwegian firms did not change significantly after the appointment of a large number of female directors. This result is robust to a battery of sensitivity checks.

This study examines ethical requirements in job advertisements as a proxy to understand how ethical qualities are required in the job market. We apply deep learning and natural language processing to analyze the ethical requirements in 196,272 job postings from 13,703 companies across a variety of industries and professions. This large sample allows us to generate a holistic review of ethical requirements in job postings by industry and profession. Specifically, our results show that less than half of the job postings in our sample include requirements for ethics, despite increased attention to ethical conduct. The IT industry had the fewest job postings with ethical requirements compared to other industries. Of the topics within ethical requirements coded in this study, obligations to professional standards occurred most frequently whereas information confidentiality and privacy are less prevalent. Our results have important implications for the ethical practices of businesses and academic ethical education.