Using a sample of 21,628 firm-year observations from the Chinese stock market during the period of 2008–2017, this study finds that the divorce–marriage ratio, the proxy for marital demography, is significantly positively associated with corporate greenwashing. This finding suggests that higher divorce–marriage ratio is associated with stronger individualistic social atmosphere, lower conformity to social norms, and more unfavorable attitude towards environmental conservation, abets firms to talk the talk rather than walk the walk, and foments corporate greenwashing. Moreover, China's Environmental Protection Law attenuates above positive relation. Lastly, our conclusions are robust to sensitivity tests using the divorce rate, alternative proxies for greenwashing, and individual-level divorce data, and further our findings are also valid after addressing the endogeneity issue.
{"title":"Talk the talk, but walk the walk: what do we know about marital demography and corporate greenwashing?","authors":"Xing-qiang Du, Quan Zeng, Ying Zhang","doi":"10.1017/JMO.2021.12","DOIUrl":"https://doi.org/10.1017/JMO.2021.12","url":null,"abstract":"\u0000 Using a sample of 21,628 firm-year observations from the Chinese stock market during the period of 2008–2017, this study finds that the divorce–marriage ratio, the proxy for marital demography, is significantly positively associated with corporate greenwashing. This finding suggests that higher divorce–marriage ratio is associated with stronger individualistic social atmosphere, lower conformity to social norms, and more unfavorable attitude towards environmental conservation, abets firms to talk the talk rather than walk the walk, and foments corporate greenwashing. Moreover, China's Environmental Protection Law attenuates above positive relation. Lastly, our conclusions are robust to sensitivity tests using the divorce rate, alternative proxies for greenwashing, and individual-level divorce data, and further our findings are also valid after addressing the endogeneity issue.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"1 1","pages":"1-42"},"PeriodicalIF":3.3,"publicationDate":"2021-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.12","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43778107","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}
Rahma Chouchane, Claude Fernet, S. Austin, Samia Karoui Zouaoui
Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.
{"title":"Organizational support and intrapreneurial behavior: on the role of employees' intrapreneurial intention and self-efficacy","authors":"Rahma Chouchane, Claude Fernet, S. Austin, Samia Karoui Zouaoui","doi":"10.1017/JMO.2021.14","DOIUrl":"https://doi.org/10.1017/JMO.2021.14","url":null,"abstract":"\u0000 Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"1 1","pages":"1-17"},"PeriodicalIF":3.3,"publicationDate":"2021-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.14","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41320101","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}
This study aims to examine the mediating role of work engagement in the effect of work interfering with the family (WIF) and family interfering with the work (FIW) on employees' employee-rated and supervisor-rated contextual and task performance, drawing on Job Demands and Job Resources model. The sample of the study consisted of 432 healthcare employees and 61 supervisors working for public hospitals in Turkey. We found support for a mediational model such that the relationship between FIW and employee-rated job performance (contextual and task) was mediated by work engagement. Although some studies examined how work–family conflict affects job performance, our knowledge on how these relationships can be mediated through work engagement is still limited. This study further investigates the underlying mechanism in the relationship between WFC and job performance.
{"title":"Work–family conflict and job performance: mediating role of work engagement in healthcare employees","authors":"S. Şahin, Uğur Yozgat","doi":"10.1017/JMO.2021.13","DOIUrl":"https://doi.org/10.1017/JMO.2021.13","url":null,"abstract":"\u0000 This study aims to examine the mediating role of work engagement in the effect of work interfering with the family (WIF) and family interfering with the work (FIW) on employees' employee-rated and supervisor-rated contextual and task performance, drawing on Job Demands and Job Resources model. The sample of the study consisted of 432 healthcare employees and 61 supervisors working for public hospitals in Turkey. We found support for a mediational model such that the relationship between FIW and employee-rated job performance (contextual and task) was mediated by work engagement. Although some studies examined how work–family conflict affects job performance, our knowledge on how these relationships can be mediated through work engagement is still limited. This study further investigates the underlying mechanism in the relationship between WFC and job performance.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-20"},"PeriodicalIF":3.3,"publicationDate":"2021-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.13","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46980559","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}
Hsien-Long Huang, Li-Keng Cheng, Pi-Chuan Sun, Yiqi Jiang, H. Lin
The cost of recruitment and training of newcomers can be a burden for enterprises, causing adverse effects on human resources management. Although much research has addressed employee turnover, less attention has been paid to methods of improving the retention of new hires. This study is an empirical examination of the increase in predictive strength of antecedents of affective commitment for comparing newcomers’ workplace spirituality. The results of an employee survey completed by 237 newcomers with under two years of work experience indicate that socialization tactics have a direct impact on job embeddedness, which in turn has a direct effect on affective commitment. Workplace spirituality has a significant moderating effect on the relationship between socialization tactics and job embeddedness. Also, workplace spirituality has a significant moderating effect on the relationship between job embeddedness and affective commitment.
{"title":"Relationship among social tactics, job embeddedness, and affective commitment in newcomers: the moderating effect of workplace spirituality","authors":"Hsien-Long Huang, Li-Keng Cheng, Pi-Chuan Sun, Yiqi Jiang, H. Lin","doi":"10.1017/JMO.2021.11","DOIUrl":"https://doi.org/10.1017/JMO.2021.11","url":null,"abstract":"\u0000 The cost of recruitment and training of newcomers can be a burden for enterprises, causing adverse effects on human resources management. Although much research has addressed employee turnover, less attention has been paid to methods of improving the retention of new hires. This study is an empirical examination of the increase in predictive strength of antecedents of affective commitment for comparing newcomers’ workplace spirituality. The results of an employee survey completed by 237 newcomers with under two years of work experience indicate that socialization tactics have a direct impact on job embeddedness, which in turn has a direct effect on affective commitment. Workplace spirituality has a significant moderating effect on the relationship between socialization tactics and job embeddedness. Also, workplace spirituality has a significant moderating effect on the relationship between job embeddedness and affective commitment.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-21"},"PeriodicalIF":3.3,"publicationDate":"2021-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.11","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48310836","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}
There are suggestions that resiliency and leadership may be able to buffer the stress and uncertainty that are associated with organisational crisis, turbulence, and disruptions more broadly. [...]in this issue (Issue 27.3), we assemble papers that provide differing perspectives on resiliency and leadership in organisations. Antecedents and consequences of organizational resilience”, Rodríguez-Sánchez, Guinot Chiva and López-Cabrales, analyse the role of corporate social responsibility towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. [...]under the theme of resiliency, in the paper “Organizational antecedents to designing a comprehensive complaint management system”, Phabmixay, Rodríguez-Escudero and Rodríguez-Pinto investigate the influence of organizational culture variables (the extent to which the firm is customer and innovation oriented) and the nature of the objectives pursued by complaint handling (defensive vs. improvement objectives). The authors drew on psychological ownership and social exchange theory as well as survey data collected from 375 employees in Jordanian commercial banks to explore the relationship between the variables of interest in their study.
{"title":"Resiliency and Leadership in Organizations","authors":"Oluremi B. Ayoko","doi":"10.1017/jmo.2021.44","DOIUrl":"https://doi.org/10.1017/jmo.2021.44","url":null,"abstract":"There are suggestions that resiliency and leadership may be able to buffer the stress and uncertainty that are associated with organisational crisis, turbulence, and disruptions more broadly. [...]in this issue (Issue 27.3), we assemble papers that provide differing perspectives on resiliency and leadership in organisations. Antecedents and consequences of organizational resilience”, Rodríguez-Sánchez, Guinot Chiva and López-Cabrales, analyse the role of corporate social responsibility towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. [...]under the theme of resiliency, in the paper “Organizational antecedents to designing a comprehensive complaint management system”, Phabmixay, Rodríguez-Escudero and Rodríguez-Pinto investigate the influence of organizational culture variables (the extent to which the firm is customer and innovation oriented) and the nature of the objectives pursued by complaint handling (defensive vs. improvement objectives). The authors drew on psychological ownership and social exchange theory as well as survey data collected from 375 employees in Jordanian commercial banks to explore the relationship between the variables of interest in their study.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"417 - 421"},"PeriodicalIF":3.3,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43685608","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}
The COVID-19 has grandly shaken all organizations, creating a complex and challenging environment for managers and human resource management (HRM) practitioners, who need to find ingenious solutions to ensure the continuity of their companies and to help their employees to cope with this extraordinary crisis. Studies addressing the impact of this crisis on HRM are sparse. This paper is a general literature review, which aims at broadening the scope of management research, by exploring the impact of the COVID-19 on HRM. It identifies the main challenges and opportunities that have arisen from this new pandemic and it offers insights for managers and HRM practitioners into possible future organizational directions that might arise from these opportunities.
{"title":"Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions","authors":"Salima Hamouche","doi":"10.1017/jmo.2021.15","DOIUrl":"https://doi.org/10.1017/jmo.2021.15","url":null,"abstract":"The COVID-19 has grandly shaken all organizations, creating a complex and challenging environment for managers and human resource management (HRM) practitioners, who need to find ingenious solutions to ensure the continuity of their companies and to help their employees to cope with this extraordinary crisis. Studies addressing the impact of this crisis on HRM are sparse. This paper is a general literature review, which aims at broadening the scope of management research, by exploring the impact of the COVID-19 on HRM. It identifies the main challenges and opportunities that have arisen from this new pandemic and it offers insights for managers and HRM practitioners into possible future organizational directions that might arise from these opportunities.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"1 1","pages":"1 - 16"},"PeriodicalIF":3.3,"publicationDate":"2021-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.15","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49413851","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}
Israel Sánchez-Cardona, María Vera, Jesús Marrero-Centeno
Based on the Job Demands Resources Model (JD-R), this study investigates the mediating role of meaningful work and work engagement in the association between job resources and employees' intention to stay. A cross-sectional study was conducted through an online survey of 217 employees from different organizations in Puerto Rico. We examined a serial mediation analysis through structural equation modeling. The results indicate that job resources are positively related to meaningful work, while meaningful work is positively associated with work engagement. Further, job resources are indirectly associated with the intention to stay through meaningful work and work engagement. This study contributes to understanding the role of meaningful work and engagement in the JD-R model's motivational-driven process and how these mechanisms promote positive work outcomes in terms of the retention of human capital. Designing jobs and strategies at the workplace to develop meaning and engagement seems crucial to retain employees.
{"title":"Job resources and employees' intention to stay: the mediating role of meaningful work and work engagement","authors":"Israel Sánchez-Cardona, María Vera, Jesús Marrero-Centeno","doi":"10.1017/JMO.2021.10","DOIUrl":"https://doi.org/10.1017/JMO.2021.10","url":null,"abstract":"\u0000 Based on the Job Demands Resources Model (JD-R), this study investigates the mediating role of meaningful work and work engagement in the association between job resources and employees' intention to stay. A cross-sectional study was conducted through an online survey of 217 employees from different organizations in Puerto Rico. We examined a serial mediation analysis through structural equation modeling. The results indicate that job resources are positively related to meaningful work, while meaningful work is positively associated with work engagement. Further, job resources are indirectly associated with the intention to stay through meaningful work and work engagement. This study contributes to understanding the role of meaningful work and engagement in the JD-R model's motivational-driven process and how these mechanisms promote positive work outcomes in terms of the retention of human capital. Designing jobs and strategies at the workplace to develop meaning and engagement seems crucial to retain employees.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-17"},"PeriodicalIF":3.3,"publicationDate":"2021-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.10","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44623079","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}
Leveraging the human capital specificity and the Chief Executive Officer (CEO)–top management team (TMT) interface literature, this study explores the impact of generalist versus specialist CEOs on R&D commitments by Indian firms under the boundary conditions of TMTs' functional and educational diversity. Based on a sample of 253 firms over a period of 6 years, in contrast to previous studies, our findings suggest that specialist CEOs are more likely to invest in R&D than generalist CEOs; however, when supported by functionally and educationally diverse TMT, the R&D commitment of generalist CEOs increases as well.
{"title":"Generalist versus specialist CEO and R&D commitment: evidence from an emerging market","authors":"A. Agnihotri, S. Bhattacharya","doi":"10.1017/JMO.2021.7","DOIUrl":"https://doi.org/10.1017/JMO.2021.7","url":null,"abstract":"\u0000 Leveraging the human capital specificity and the Chief Executive Officer (CEO)–top management team (TMT) interface literature, this study explores the impact of generalist versus specialist CEOs on R&D commitments by Indian firms under the boundary conditions of TMTs' functional and educational diversity. Based on a sample of 253 firms over a period of 6 years, in contrast to previous studies, our findings suggest that specialist CEOs are more likely to invest in R&D than generalist CEOs; however, when supported by functionally and educationally diverse TMT, the R&D commitment of generalist CEOs increases as well.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-17"},"PeriodicalIF":3.3,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.7","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48636477","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}
J. Haar, Willy-John Martin, K. Ruckstuhl, Diane Ruwhiu, U. Daellenbach, A. Ghafoor
Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.
{"title":"A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises?","authors":"J. Haar, Willy-John Martin, K. Ruckstuhl, Diane Ruwhiu, U. Daellenbach, A. Ghafoor","doi":"10.1017/JMO.2021.6","DOIUrl":"https://doi.org/10.1017/JMO.2021.6","url":null,"abstract":"Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"2020 25","pages":"1-15"},"PeriodicalIF":3.3,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.6","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41331435","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}
In this study, we show how high-performance work systems (HPWS) in an organization can significantly affect employees' creative performance and burnout. To do this, we propose and test a dual-process framework that is based on HR attribution theory, ability−motivation−opportunity theory, micro- and macro-theoretical perspectives, and the job demands−resources (JD-R) model. Using data from a multisource field study with a sample of 311 participants, we found that HPWS benefited employee creative performance and did not lead to employee burnout. However, HPWS affected both job demands and job resources when employees adopted self-protection and self-enhancement strategies. Also, we found that HPWS had unique indirect effects on employee creative performance via job resources whereas job demands fully mediated the relationship between HPWS and employee burnout. The findings shed light on key aspects of HR attribution theory. We discuss accompanying theoretical and practical implications.
{"title":"Looking at both sides of high-performance work systems and individual performance: a job demands−resources model","authors":"Yuan-Ling Chen, Shyh-Jer Chen","doi":"10.1017/JMO.2021.4","DOIUrl":"https://doi.org/10.1017/JMO.2021.4","url":null,"abstract":"\u0000 In this study, we show how high-performance work systems (HPWS) in an organization can significantly affect employees' creative performance and burnout. To do this, we propose and test a dual-process framework that is based on HR attribution theory, ability−motivation−opportunity theory, micro- and macro-theoretical perspectives, and the job demands−resources (JD-R) model. Using data from a multisource field study with a sample of 311 participants, we found that HPWS benefited employee creative performance and did not lead to employee burnout. However, HPWS affected both job demands and job resources when employees adopted self-protection and self-enhancement strategies. Also, we found that HPWS had unique indirect effects on employee creative performance via job resources whereas job demands fully mediated the relationship between HPWS and employee burnout. The findings shed light on key aspects of HR attribution theory. We discuss accompanying theoretical and practical implications.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-21"},"PeriodicalIF":3.3,"publicationDate":"2021-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.4","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47781842","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}
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