Most studies in management and leadership argue that employees' job satisfaction is higher when they have a competent leader who provides social support and expects high performance. However, based on research on job attitudes, we could also draw very different conclusions, such that employees observe and judge their leaders from different attitudinal viewpoints, depending on whether they are satisfied or dissatisfied with their jobs. This study explicitly investigates whether job satisfaction functions as an antecedent or an outcome of employees' experiences of leader behavior. Utilizing a cross‐lagged panel design with two data‐collection points, we analyzed a sample of 638 individuals working across 34 organizations in Finland. Our findings underscore that the positive associations between employees' job satisfaction and favorable perceptions of leaders' behavior are primarily driven by job satisfaction itself. In light of these results, we introduce the “Job Attitude–Interpretation Model of Leader Perceptions,” offering valuable insights into how job satisfaction acts as an attitudinal lens that biases employees' evaluative judgments about their leaders.
{"title":"Revisiting the relationships between leadership and job satisfaction","authors":"Olli‐Pekka Kauppila","doi":"10.1111/emre.12637","DOIUrl":"https://doi.org/10.1111/emre.12637","url":null,"abstract":"Most studies in management and leadership argue that employees' job satisfaction is higher when they have a competent leader who provides social support and expects high performance. However, based on research on job attitudes, we could also draw very different conclusions, such that employees observe and judge their leaders from different attitudinal viewpoints, depending on whether they are satisfied or dissatisfied with their jobs. This study explicitly investigates whether job satisfaction functions as an antecedent or an outcome of employees' experiences of leader behavior. Utilizing a cross‐lagged panel design with two data‐collection points, we analyzed a sample of 638 individuals working across 34 organizations in Finland. Our findings underscore that the positive associations between employees' job satisfaction and favorable perceptions of leaders' behavior are primarily driven by job satisfaction itself. In light of these results, we introduce the “Job Attitude–Interpretation Model of Leader Perceptions,” offering valuable insights into how job satisfaction acts as an attitudinal lens that biases employees' evaluative judgments about their leaders.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139824299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Most studies in management and leadership argue that employees' job satisfaction is higher when they have a competent leader who provides social support and expects high performance. However, based on research on job attitudes, we could also draw very different conclusions, such that employees observe and judge their leaders from different attitudinal viewpoints, depending on whether they are satisfied or dissatisfied with their jobs. This study explicitly investigates whether job satisfaction functions as an antecedent or an outcome of employees' experiences of leader behavior. Utilizing a cross‐lagged panel design with two data‐collection points, we analyzed a sample of 638 individuals working across 34 organizations in Finland. Our findings underscore that the positive associations between employees' job satisfaction and favorable perceptions of leaders' behavior are primarily driven by job satisfaction itself. In light of these results, we introduce the “Job Attitude–Interpretation Model of Leader Perceptions,” offering valuable insights into how job satisfaction acts as an attitudinal lens that biases employees' evaluative judgments about their leaders.
{"title":"Revisiting the relationships between leadership and job satisfaction","authors":"Olli‐Pekka Kauppila","doi":"10.1111/emre.12637","DOIUrl":"https://doi.org/10.1111/emre.12637","url":null,"abstract":"Most studies in management and leadership argue that employees' job satisfaction is higher when they have a competent leader who provides social support and expects high performance. However, based on research on job attitudes, we could also draw very different conclusions, such that employees observe and judge their leaders from different attitudinal viewpoints, depending on whether they are satisfied or dissatisfied with their jobs. This study explicitly investigates whether job satisfaction functions as an antecedent or an outcome of employees' experiences of leader behavior. Utilizing a cross‐lagged panel design with two data‐collection points, we analyzed a sample of 638 individuals working across 34 organizations in Finland. Our findings underscore that the positive associations between employees' job satisfaction and favorable perceptions of leaders' behavior are primarily driven by job satisfaction itself. In light of these results, we introduce the “Job Attitude–Interpretation Model of Leader Perceptions,” offering valuable insights into how job satisfaction acts as an attitudinal lens that biases employees' evaluative judgments about their leaders.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139884090","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Skilled migrant workers often experience downward career mobility post-migration. We investigate how diversity climate as an organizational response to support migrants affects the career satisfaction of migrant employees. Survey data from 179 skilled migrants working in Sweden reveal that perceived diversity climate impacts career satisfaction through a dual-path model. It negatively affects perceived overqualification, which correlates with lower career satisfaction, while positively relating to perceived organizational justice, which correlates with higher career satisfaction. These effects are contingent on individual factors. Lower career adaptability amplifies the negative impact of perceived overqualification, and higher career adaptability strengthens the positive influence of perceived organizational justice. The findings highlight the boundary conditions of workplace diversity climate–career outcome relationships and underscore the interaction of organizational and individual factors and, in particular, the agency and proactivity of skilled migrants through career adaptability.
{"title":"The impact of workplace diversity climate on the career satisfaction of skilled migrant employees","authors":"Ali Farashah, Tomas Blomquist, Almina Bešić","doi":"10.1111/emre.12635","DOIUrl":"https://doi.org/10.1111/emre.12635","url":null,"abstract":"Skilled migrant workers often experience downward career mobility post-migration. We investigate how diversity climate as an organizational response to support migrants affects the career satisfaction of migrant employees. Survey data from 179 skilled migrants working in Sweden reveal that perceived diversity climate impacts career satisfaction through a dual-path model. It negatively affects perceived overqualification, which correlates with lower career satisfaction, while positively relating to perceived organizational justice, which correlates with higher career satisfaction. These effects are contingent on individual factors. Lower career adaptability amplifies the negative impact of perceived overqualification, and higher career adaptability strengthens the positive influence of perceived organizational justice. The findings highlight the boundary conditions of workplace diversity climate–career outcome relationships and underscore the interaction of organizational and individual factors and, in particular, the agency and proactivity of skilled migrants through career adaptability.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139515159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Björn Claes, Sonia S. Siraz, Julio de Castro, Eléanor Maéva Lapeyre
This study contributes to the legitimacy literature by investigating the perceived appropriateness of legitimation strategies used by controversial organizations. Through a mixed-method approach comprising interviews and conjoint experiments, we shed light on how evaluators perceive the appropriateness of five legitimation strategies used by the foie gras industry in France and how evaluators' environmentalism and media skepticism influence their perceptions. Some strategies favored by the industry are perceived as inappropriate by evaluators and thus may obstruct or, worse, counter the intended goal of legitimacy enhancement. Moreover, we observe that evaluators' high environmentalism and high media skepticism affect the perceived appropriateness of the strategies, albeit not of all five. Evaluators with high media skepticism favor explanation discourses and strategies that establish a common identity of the industry. Evaluators with high environmentalism favor the use of recognizable quality standards and labels, yet they are wary of high levels of organization through structured representation of industry interests.
{"title":"What is the quack about? Legitimation strategies and their perceived appropriateness in the foie gras industry","authors":"Björn Claes, Sonia S. Siraz, Julio de Castro, Eléanor Maéva Lapeyre","doi":"10.1111/emre.12634","DOIUrl":"https://doi.org/10.1111/emre.12634","url":null,"abstract":"This study contributes to the legitimacy literature by investigating the perceived appropriateness of legitimation strategies used by controversial organizations. Through a mixed-method approach comprising interviews and conjoint experiments, we shed light on how evaluators perceive the appropriateness of five legitimation strategies used by the foie gras industry in France and how evaluators' environmentalism and media skepticism influence their perceptions. Some strategies favored by the industry are perceived as inappropriate by evaluators and thus may obstruct or, worse, counter the intended goal of legitimacy enhancement. Moreover, we observe that evaluators' high environmentalism and high media skepticism affect the perceived appropriateness of the strategies, albeit not of all five. Evaluators with high media skepticism favor explanation discourses and strategies that establish a common identity of the industry. Evaluators with high environmentalism favor the use of recognizable quality standards and labels, yet they are wary of high levels of organization through structured representation of industry interests.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139515186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How do expectations for novel opportunities—like Amazon from the perspective of 1998—come about? To form such expectations, decision-makers need to derive plausible conclusions that go beyond the available information by interpreting it with the help of theories. I explain why asymmetric expectations among rational individuals can exist, even when information is symmetric: Differences in the willingness to question of (defined as “a preference ordering over”) elementary theoretical explanations of the novelty bring about heterogeneity in final expectations. I further argue that one source of better expectations is the skill to choose the relative willingness to question beliefs and thus the skill to integrate theories. I identify the skills of decision-makers to detect and resolve inconsistencies and to decide when to give up beliefs again as sources of advantages in forming expectations.
{"title":"Prioritizing beliefs and the formation of expectations","authors":"Timo Ehrig","doi":"10.1111/emre.12602","DOIUrl":"https://doi.org/10.1111/emre.12602","url":null,"abstract":"How do expectations for novel opportunities—like Amazon from the perspective of 1998—come about? To form such expectations, decision-makers need to derive plausible conclusions that go beyond the available information by interpreting it with the help of theories. I explain why asymmetric expectations among rational individuals can exist, even when information is symmetric: Differences in the willingness to question of (defined as “a preference ordering over”) elementary theoretical explanations of the novelty bring about heterogeneity in final expectations. I further argue that one source of better expectations is the skill to choose the relative willingness to question beliefs and thus the skill to integrate theories. I identify the skills of decision-makers to detect and resolve inconsistencies and to decide when to give up beliefs again as sources of advantages in forming expectations.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-01-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139499126","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this study, we examine the contribution of, respectively, general and mobile human capital to organizational competitive advantage. Our findings suggest that general human capital and mobile human capital positively affect organizational results under recurrent human capital mobility. Thus, our study revises and extends the conceptual domain of the Resource-based View (RBV) of the firm, because it emphasizes the relevance of general human capital in the quest for competitive advantage and underscores that, in the presence of human capital recurrent mobility, organizations can take advantage of this contingency, instead of being hindered by it. Also, our study sheds new light on the complementarity between novel and existing human capital, because we empirically observe that the interplay between the former and the latter contributes to organizational advantage. Our research setting is the Italian Serie A professional football, from the 2017–2018 through the 2021–2022 season.
{"title":"Competitive advantage through general and mobile human capital. A study on Italian “Serie A” football","authors":"Andrea Lanza, Giuseppina Simone","doi":"10.1111/emre.12633","DOIUrl":"https://doi.org/10.1111/emre.12633","url":null,"abstract":"In this study, we examine the contribution of, respectively, general and mobile human capital to organizational competitive advantage. Our findings suggest that general human capital and mobile human capital positively affect organizational results under recurrent human capital mobility. Thus, our study revises and extends the conceptual domain of the Resource-based View (RBV) of the firm, because it emphasizes the relevance of general human capital in the quest for competitive advantage and underscores that, in the presence of human capital recurrent mobility, organizations can take advantage of this contingency, instead of being hindered by it. Also, our study sheds new light on the complementarity between novel and existing human capital, because we empirically observe that the interplay between the former and the latter contributes to organizational advantage. Our research setting is the Italian Serie A professional football, from the 2017–2018 through the 2021–2022 season.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139464819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study contributes to the growing body of research that examines how political capabilities affect firms' financial performance. Although research has found mixed results for the state and local levels of the governance hierarchy, our study is the first that examines this important relationship at the supranational level. First, by building on the resource dependency theory and the capabilities-based view, we argue for a positive effect of the relationship. Second, considering that firms become politically active when their industry environment is uncertain, we argue environmental dynamism and munificence moderate this effect. Our findings support the hypothesis that political capabilities are positively related to firm profitability. This effect is magnified when firms operate in industries with high market dynamism. However, we find no effect whereby higher levels of munificence negatively moderate this link.
{"title":"Shaping the rules of the game: How political capabilities affect financial performance","authors":"Philipp C. Richter, Benedikt D. S. Kapteina","doi":"10.1111/emre.12632","DOIUrl":"https://doi.org/10.1111/emre.12632","url":null,"abstract":"This study contributes to the growing body of research that examines how political capabilities affect firms' financial performance. Although research has found mixed results for the state and local levels of the governance hierarchy, our study is the first that examines this important relationship at the supranational level. First, by building on the resource dependency theory and the capabilities-based view, we argue for a positive effect of the relationship. Second, considering that firms become politically active when their industry environment is uncertain, we argue environmental dynamism and munificence moderate this effect. Our findings support the hypothesis that political capabilities are positively related to firm profitability. This effect is magnified when firms operate in industries with high market dynamism. However, we find no effect whereby higher levels of munificence negatively moderate this link.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2023-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138826755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this contribution, we present the recent reform of corporate law in France (2017–2019) and discuss its implication at two levels. So far, “purpose” was mainly a managerial concept, and most efforts to make corporations responsible have not changed the legal constitution of the corporation. By contrast, the French reform first revises corporate law and introduces the purpose in the constitution of the corporation; it thus prompts a reexamination of former approaches of the purpose of the corporation. Second, with its two components, a duty of vigilance and the possibility for any company to become “société à mission,” it brings into corporate law some principles to manage the future corporate activities. We argue that it is based on a conceptualization of management that deeply differs from traditional legal representations of management. We show that this shift calls for new research at the intersection of law and management.
{"title":"Profit-with-purpose corporations: Why purpose needs law and why it matters for management","authors":"Blanche Segrestin, Kevin Levillain","doi":"10.1111/emre.12628","DOIUrl":"https://doi.org/10.1111/emre.12628","url":null,"abstract":"In this contribution, we present the recent reform of corporate law in France (2017–2019) and discuss its implication at two levels. So far, “purpose” was mainly a managerial concept, and most efforts to make corporations responsible have not changed the legal constitution of the corporation. By contrast, the French reform first revises corporate law and introduces the purpose in the constitution of the corporation; it thus prompts a reexamination of former approaches of the purpose of the corporation. Second, with its two components, a duty of vigilance and the possibility for any company to become “société à mission,” it brings into corporate law some principles to manage the future corporate activities. We argue that it is based on a conceptualization of management that deeply differs from traditional legal representations of management. We show that this shift calls for new research at the intersection of law and management.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138826199","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Challenges in the business environment are typically categorized as threats or opportunities. Firms develop dynamic capabilities to cope with these challenges and improve strategic fit. However, evidence of a causal relationship between unpredictable environmental challenges (jolts) and dynamic capabilities is inconclusive. This study explores how information about positive (opportunity) and negative (threat) jolts communicated via two information sources affects dynamic capabilities. A 2 × 2 experiment was conducted among 131 managers. The findings indicate that human-based information sources dominate web-based information sources, particularly when the information reveals potential threats. The use of human information sources is associated with stronger dynamic capabilities than reliance on web information sources. Moreover, the findings confirm that the manifestation of dynamic capabilities differs between opportunities and threats.
{"title":"The differential effect of environmental jolts and information sources on dynamic capabilities","authors":"Amiram Markovich, Daphne R. Raban, Kalanit Efrat","doi":"10.1111/emre.12631","DOIUrl":"https://doi.org/10.1111/emre.12631","url":null,"abstract":"Challenges in the business environment are typically categorized as threats or opportunities. Firms develop dynamic capabilities to cope with these challenges and improve strategic fit. However, evidence of a causal relationship between unpredictable environmental challenges (jolts) and dynamic capabilities is inconclusive. This study explores how information about positive (opportunity) and negative (threat) jolts communicated via two information sources affects dynamic capabilities. A 2 × 2 experiment was conducted among 131 managers. The findings indicate that human-based information sources dominate web-based information sources, particularly when the information reveals potential threats. The use of human information sources is associated with stronger dynamic capabilities than reliance on web information sources. Moreover, the findings confirm that the manifestation of dynamic capabilities differs between opportunities and threats.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138686868","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article develops a new method for (re)analyzing data from a single disaster case to identify the temporal chain of collections of factors that was sufficient to lead to a disaster. The method combines elements of existing process methods with Mackie's (1965) interpretation of causal complexity; the INUS concept: An Insufficient but Necessary factor from a collection of factors that is Unnecessary but Sufficient for the effect. By systematically analyzing the factors that have changed shortly before the occurrence of the disaster, the method identifies not only the (collection of) factors that are sufficient for the disaster but also—by logical transformation—the collection of reversed factors that enable and ensure “normal” functioning without similar disasters and can be acted upon by management. We provide step-by-step guidelines for the graphical representation of the complexity of the disaster and the related “normal” functioning by showing the temporal relationships between collections of factors. The method may help develop an impact in two ways: first, in eliciting the factors necessary to avoid similar disasters, and second, in allowing dialogical sensemaking with practitioners at each step of the process.
{"title":"A method for unraveling the complexity of single disaster cases: Lessons for “normal” functioning","authors":"Florence Allard-Poesi, Jan Dul","doi":"10.1111/emre.12622","DOIUrl":"https://doi.org/10.1111/emre.12622","url":null,"abstract":"This article develops a new method for (re)analyzing data from a single disaster case to identify the temporal chain of collections of factors that was sufficient to lead to a disaster. The method combines elements of existing process methods with Mackie's (1965) interpretation of causal complexity; the INUS concept: An Insufficient but Necessary factor from a collection of factors that is Unnecessary but Sufficient for the effect. By systematically analyzing the factors that have changed shortly before the occurrence of the disaster, the method identifies not only the (collection of) factors that are sufficient for the disaster but also—by logical transformation—the collection of reversed factors that enable and ensure “normal” functioning without similar disasters and can be acted upon by management. We provide step-by-step guidelines for the graphical representation of the complexity of the disaster and the related “normal” functioning by showing the temporal relationships between collections of factors. The method may help develop an impact in two ways: first, in eliciting the factors necessary to avoid similar disasters, and second, in allowing dialogical sensemaking with practitioners at each step of the process.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138686986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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