Ward van Zoonen, A. Sivunen, K. Blomqvist, Thomas Olsson, A. Ropponen, Kaisa Henttonen, M. Vartiainen
Abstract This study investigates how the transition to remote work during the coronavirus disease 2019 pandemic is experienced by employees. We investigate to what extent perceived work stressors relate to psychological strain through perceptions of social support, work–life conflict, and adjustment to remote work. The findings expound the mechanisms underlying psychological strain in the context of sudden organizational change. Specifically, this study shows that both challenge stressors and hindrance stressors have negative impact on adjustment to remote work, whereas hindrance stressors are more strongly negatively related to social support. The study further demonstrates that there is hardly any buffering impact of job control, work structuring, and communication technology use on the implications of these work stressors. These findings contribute to our theoretical understanding and provide actionable implications for organizational policies in facilitating employees' adaptation to remote work.
{"title":"Understanding stressor–strain relationships during the COVID-19 pandemic: the role of social support, adjustment to remote work, and work–life conflict","authors":"Ward van Zoonen, A. Sivunen, K. Blomqvist, Thomas Olsson, A. Ropponen, Kaisa Henttonen, M. Vartiainen","doi":"10.1017/jmo.2021.50","DOIUrl":"https://doi.org/10.1017/jmo.2021.50","url":null,"abstract":"Abstract This study investigates how the transition to remote work during the coronavirus disease 2019 pandemic is experienced by employees. We investigate to what extent perceived work stressors relate to psychological strain through perceptions of social support, work–life conflict, and adjustment to remote work. The findings expound the mechanisms underlying psychological strain in the context of sudden organizational change. Specifically, this study shows that both challenge stressors and hindrance stressors have negative impact on adjustment to remote work, whereas hindrance stressors are more strongly negatively related to social support. The study further demonstrates that there is hardly any buffering impact of job control, work structuring, and communication technology use on the implications of these work stressors. These findings contribute to our theoretical understanding and provide actionable implications for organizational policies in facilitating employees' adaptation to remote work.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"1 1","pages":"1 - 22"},"PeriodicalIF":3.3,"publicationDate":"2021-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43879558","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}
C. Sarfo, Jing A. Zhang, P. O’Kane, Nataliya Podgorodnichenko, Kizito Kwabena Osei-Fosu
Abstract Corporate social responsibility (CSR) plays an important role in promoting workplace ethics. However, most research has focused on CSRs’ performance or favourable performance-related behaviour outcomes. Little is known about how individual employees perceive CSR and how this affects their ethical behaviour. This research examines how employees' perceived corporate social responsibility (PCSR) facilitates their ethical behaviour. Specifically, we hypothesise that PCSR influences employee ethical behaviour by enhancing employees' organisational commitment. The relationship between employees' commitment and ethical behaviour is contingent on their co-workers' ethical behaviour. The hypothesised relationships were assessed using partial least squares structural equation modelling with a sample of 300 employees from ‘The Ghana Club 100’ firms. Our findings suggest that employee commitment serves as an effective mechanism through which employees' perception enhances their ethical behaviour. The findings also show that the weaker the co-workers' ethical behaviour, the stronger the relationship between employee commitment and ethical behaviour. Both theoretical and practical implications are discussed.
{"title":"Perceived corporate social responsibility and employee ethical behaviour: do employee commitment and co-worker ethicality matter?","authors":"C. Sarfo, Jing A. Zhang, P. O’Kane, Nataliya Podgorodnichenko, Kizito Kwabena Osei-Fosu","doi":"10.1017/jmo.2021.42","DOIUrl":"https://doi.org/10.1017/jmo.2021.42","url":null,"abstract":"Abstract Corporate social responsibility (CSR) plays an important role in promoting workplace ethics. However, most research has focused on CSRs’ performance or favourable performance-related behaviour outcomes. Little is known about how individual employees perceive CSR and how this affects their ethical behaviour. This research examines how employees' perceived corporate social responsibility (PCSR) facilitates their ethical behaviour. Specifically, we hypothesise that PCSR influences employee ethical behaviour by enhancing employees' organisational commitment. The relationship between employees' commitment and ethical behaviour is contingent on their co-workers' ethical behaviour. The hypothesised relationships were assessed using partial least squares structural equation modelling with a sample of 300 employees from ‘The Ghana Club 100’ firms. Our findings suggest that employee commitment serves as an effective mechanism through which employees' perception enhances their ethical behaviour. The findings also show that the weaker the co-workers' ethical behaviour, the stronger the relationship between employee commitment and ethical behaviour. Both theoretical and practical implications are discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"28 1","pages":"184 - 201"},"PeriodicalIF":3.3,"publicationDate":"2021-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41334173","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}
Based on strategic human capital theory, this study examines the effects of star surgeons on two different types of healthcare outcomes (i.e., number of surgical patients and length of patients’ in-hospital stay after surgery) in the surgery department. We also explore whether the relationship between star surgeons and healthcare outcomes is contingent on the expertise disparity between star and non-star surgeons. The results of an empirical analysis on colorectal cancer surgeons in 80 departments in South Korean hospitals show that the number of star surgeons increases the number of surgical patients and reduces the length of patients' stay after surgery. Moreover, the positive relationship between star surgeons and the number of surgical patients is strengthened when the expertise disparity between star and non-star surgeons is low. The implications of these findings for research and practice are also discussed.
{"title":"Do star employees help or hinder department performance: the case of surgeons in South Korean hospitals","authors":"Sang-suk Oh, Owwon Park, Woonki Hong","doi":"10.1017/jmo.2021.43","DOIUrl":"https://doi.org/10.1017/jmo.2021.43","url":null,"abstract":"\u0000 Based on strategic human capital theory, this study examines the effects of star surgeons on two different types of healthcare outcomes (i.e., number of surgical patients and length of patients’ in-hospital stay after surgery) in the surgery department. We also explore whether the relationship between star surgeons and healthcare outcomes is contingent on the expertise disparity between star and non-star surgeons. The results of an empirical analysis on colorectal cancer surgeons in 80 departments in South Korean hospitals show that the number of star surgeons increases the number of surgical patients and reduces the length of patients' stay after surgery. Moreover, the positive relationship between star surgeons and the number of surgical patients is strengthened when the expertise disparity between star and non-star surgeons is low. The implications of these findings for research and practice are also discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41656774","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}
Contemporary business organizations continue to embrace Digital Transformation (DT) on the back of the accelerated progress in technology, algorithms, internet, interconnectedness, and big data storage (Foerster-Metz, Marquardt, Golowko, Kompalla, & Hell, 2018; Hanelta, Bohnsack, Marzc and Maranteb, 2021). The pervasive adoption of digital technologies has generated extensive transformation in organizations, which is expected to impact organizations’ internal operations and processes (Kretschmer & Khashabi, 2020; Magistretti, Pham, & Dell’Era, 2021). Especially, organizations perceive that digitalization will assist them to radically improve their efficiency and effectiveness in the way they organize resources, staffing, culture, decision making (Devonport, 2018), and internal education tailored training (Foerster-Metz et al., 2018) for competitive advantage. Given that DT is multidimensional (Appio, Frattini, Petruzzelli and Neirotti, 2021; Zangiacomi, Pessot, Fornasiero, Bertetti, & Sacco, 2020), researchers define it variously (see Verhoef, Broekhuizen, Bart, Bhattacharya, Dong, Fabian, & Haenlein, 2021; Vial, 2019). Indeed, Warner and Wager (2019) suggest that DT suffers from a lack of common agreement on exactly what it is and what it entails (Wessel, Baiyere, Ologeanu-Taddei, Cha, & Blegind-Jensen, 2021). However, it is agreed that DT can be described as an emerging integration of new digital technologies into the fabric of an organisation suggesting a need to transform the traditional business models (Reier Forradellas, & Garay Gallastegui, 2021). Especially, Tang (2021) argues that DT is driven by trends in technology such as social media, mobility, internet of things (IoT), cyber security, big data and analytics, cloud computing, robotics, automation, artificial intelligence (AI, including Machine Learning). These technological trends provide businesses with the capability to fully digitize, transform, and grow their organizations spanning both growth and operational improvement, and are associated with organizational strategic renewal (Kretschmar & Khashabi, 2020). Against this backdrop, the collections of papers in this current issue (27.5) examine the intersection between DT, the Robotics, AI, and Innovation. The first paper is from an emerging economy and tackles the issue of DT head on. In this paper, “Digital transformation: a conceptual framing for attaining sustainable development goals 4 and 9 in Nigeria”, the authors Ufua, Emielu, Olujobi, Lakhani, Borishade, Ibidunni and Osabuohien explore the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach and focuses on the contextual factors such as stakeholder input to the process of implementing digitalisation and SDGs 4 and 9. These goals primarily target development of education at all levels, industrial collaboration, and improvements. Literatu
在技术、算法、互联网、互联互通和大数据存储加速发展的背景下，当代商业组织继续拥抱数字化转型（DT）（Foerster-Metz、Marquardt、Golowko、Kompalla和Hell，2018；Hanelta、Bohnsack、Marzc和Maranteb，2021）。数字技术的普遍采用在组织中产生了广泛的变革，预计这将影响组织的内部运营和流程（Kretschmer和Khashabi，2020；Magistretti、Pham和Dell'Era，2021）。特别是，组织认为数字化将帮助他们从根本上提高组织资源、人员配置、文化、决策（Devonport，2018）和内部教育定制培训（Foerster-Metz et al.，2018）的效率和有效性，以获得竞争优势。鉴于DT是多维的（Appio、Frattini、Petruzzelli和Neirotti，2021；Zangiacomi、Pessot、Fornasiero、Beretti和Sacco，2020），研究人员对其进行了不同的定义（见Verhoef、Broekhuizen、Bart、Bhattacharya、Dong、Fabian和Haenlein，2021；Vial，2019）。事实上，Warner和Wager（2019）认为，DT在其具体内容和内容上缺乏共识（Wessel，Baiyere，Ologeanu Taddei，Cha，&Blegind-Jensen，2021）。然而，人们一致认为，DT可以被描述为新的数字技术与组织结构的新兴整合，这表明需要转变传统的商业模式（Reier-Forradellas，&Garay-Gallastegui，2021）。特别是，唐（2021）认为，DT是由社交媒体、移动、物联网、网络安全、大数据和分析、云计算、机器人、自动化、人工智能（AI，包括机器学习）等技术趋势驱动的。这些技术趋势为企业提供了全面数字化、转型和发展其组织的能力，包括增长和运营改进，并与组织战略更新有关（Kretschmar&Khashabi，2020）。在这种背景下，本期（27.5）的论文集研究了DT、机器人、人工智能和创新之间的交叉点。第一篇论文来自一个新兴经济体，直面DT问题。在这篇题为“数字化转型：实现尼日利亚可持续发展目标4和9的概念框架”的论文中，作者Ufua、Emielu、Olujobi、Lakhani、Borishade，Ibidunni和Osabuhien探讨了数字化转型对实现联合国可持续发展目标（SDG）的潜力，重点是尼日利亚的SDG 4和SDG 9。该研究采用了概念方法，重点关注背景因素，如利益相关者对数字化和可持续发展目标4和9实施过程的投入。这些目标主要针对各级教育的发展、产业合作和改进。文献综述表明，数字化转型可能会促进可持续发展目标4和9的实现，但这是由利益相关者的承诺水平和电子治理绩效介导的。作者建议通过有效的利益相关者参与和透明的过程，对尼日利亚可持续发展目标4和9采取多学科的数字化转型干预措施
{"title":"Digital Transformation, Robotics, Artificial Intelligence, and Innovation","authors":"Oluremi B. Ayoko","doi":"10.1017/jmo.2021.64","DOIUrl":"https://doi.org/10.1017/jmo.2021.64","url":null,"abstract":"Contemporary business organizations continue to embrace Digital Transformation (DT) on the back of the accelerated progress in technology, algorithms, internet, interconnectedness, and big data storage (Foerster-Metz, Marquardt, Golowko, Kompalla, & Hell, 2018; Hanelta, Bohnsack, Marzc and Maranteb, 2021). The pervasive adoption of digital technologies has generated extensive transformation in organizations, which is expected to impact organizations’ internal operations and processes (Kretschmer & Khashabi, 2020; Magistretti, Pham, & Dell’Era, 2021). Especially, organizations perceive that digitalization will assist them to radically improve their efficiency and effectiveness in the way they organize resources, staffing, culture, decision making (Devonport, 2018), and internal education tailored training (Foerster-Metz et al., 2018) for competitive advantage. Given that DT is multidimensional (Appio, Frattini, Petruzzelli and Neirotti, 2021; Zangiacomi, Pessot, Fornasiero, Bertetti, & Sacco, 2020), researchers define it variously (see Verhoef, Broekhuizen, Bart, Bhattacharya, Dong, Fabian, & Haenlein, 2021; Vial, 2019). Indeed, Warner and Wager (2019) suggest that DT suffers from a lack of common agreement on exactly what it is and what it entails (Wessel, Baiyere, Ologeanu-Taddei, Cha, & Blegind-Jensen, 2021). However, it is agreed that DT can be described as an emerging integration of new digital technologies into the fabric of an organisation suggesting a need to transform the traditional business models (Reier Forradellas, & Garay Gallastegui, 2021). Especially, Tang (2021) argues that DT is driven by trends in technology such as social media, mobility, internet of things (IoT), cyber security, big data and analytics, cloud computing, robotics, automation, artificial intelligence (AI, including Machine Learning). These technological trends provide businesses with the capability to fully digitize, transform, and grow their organizations spanning both growth and operational improvement, and are associated with organizational strategic renewal (Kretschmar & Khashabi, 2020). Against this backdrop, the collections of papers in this current issue (27.5) examine the intersection between DT, the Robotics, AI, and Innovation. The first paper is from an emerging economy and tackles the issue of DT head on. In this paper, “Digital transformation: a conceptual framing for attaining sustainable development goals 4 and 9 in Nigeria”, the authors Ufua, Emielu, Olujobi, Lakhani, Borishade, Ibidunni and Osabuohien explore the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach and focuses on the contextual factors such as stakeholder input to the process of implementing digitalisation and SDGs 4 and 9. These goals primarily target development of education at all levels, industrial collaboration, and improvements. Literatu","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"831 - 835"},"PeriodicalIF":3.3,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44936577","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}
D. Ufua, Emmanuel T. Emielu, O. Olujobi, F. Lakhani, T. Borishade, A. Ibidunni, E. Osabuohien
Abstract This study explores the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach, reviewing existing literature to explore the topic from various views of authors on the issue. It focuses on the contextual factors such as stakeholder input to the process of the implementation of digitalisation and SDGs 4 and 9 which focuses on educational development at all levels, industrial collaborations and improvements, respectively. The results indicate that digital transformation potentially enhances the attainment of SDGs 4 and 9, but this is mediated by the level of stakeholder commitment and e-governance performance. Part of the recommendation is the adoption of a multi-disciplinary approach to development-oriented digital transformation interventions for SDGs 4 and 9 in Nigeria, through a process of effective stakeholder engagement and transparent institutional signalling. The study draws research attention to the use of digital transformation for social development, especially in a developing economy such as Nigeria, to enhance the compendium of knowledge in the implementation of digital approach to the attainment of SDGs 4 and 9. It is also suggested for the government institutions to take further responsibility to provide a fair platform for the implementation of digital transformation and the attainment of SDGs 4 and 9 in Nigeria.
{"title":"Digital transformation: a conceptual framing for attaining Sustainable Development Goals 4 and 9 in Nigeria","authors":"D. Ufua, Emmanuel T. Emielu, O. Olujobi, F. Lakhani, T. Borishade, A. Ibidunni, E. Osabuohien","doi":"10.1017/jmo.2021.45","DOIUrl":"https://doi.org/10.1017/jmo.2021.45","url":null,"abstract":"Abstract This study explores the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach, reviewing existing literature to explore the topic from various views of authors on the issue. It focuses on the contextual factors such as stakeholder input to the process of the implementation of digitalisation and SDGs 4 and 9 which focuses on educational development at all levels, industrial collaborations and improvements, respectively. The results indicate that digital transformation potentially enhances the attainment of SDGs 4 and 9, but this is mediated by the level of stakeholder commitment and e-governance performance. Part of the recommendation is the adoption of a multi-disciplinary approach to development-oriented digital transformation interventions for SDGs 4 and 9 in Nigeria, through a process of effective stakeholder engagement and transparent institutional signalling. The study draws research attention to the use of digital transformation for social development, especially in a developing economy such as Nigeria, to enhance the compendium of knowledge in the implementation of digital approach to the attainment of SDGs 4 and 9. It is also suggested for the government institutions to take further responsibility to provide a fair platform for the implementation of digital transformation and the attainment of SDGs 4 and 9 in Nigeria.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"836 - 849"},"PeriodicalIF":3.3,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41857782","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}
E. Franken, T. Bentley, A. Shafaei, B. Farr‐Wharton, Leigh-ann Onnis, Maryam Omari
Abstract Coronavirus disease 2019 (COVID-19) has seen a shift in remote work from being a discretionary flexible work policy to a mandatory requirement for several workplaces. This ‘forced flexibility’ has meant that organisations and their employees have had to adapt swiftly to new requirements and arrangements for how work is done. Working remotely, often at home in ‘virtual workspaces’, has become commonplace for many employees across Australia and globally. Drawing on findings from two qualitative phases of research in an Australian resources company, we use conservation of resources theory to explore the factors influencing processes related to wellbeing and productivity for employees working remotely in the COVID-19 environment. We identify challenges associated with working remotely, as well as important resources for wellbeing and productivity. Practical implications are also discussed.
{"title":"Forced flexibility and remote working: opportunities and challenges in the new normal","authors":"E. Franken, T. Bentley, A. Shafaei, B. Farr‐Wharton, Leigh-ann Onnis, Maryam Omari","doi":"10.1017/jmo.2021.40","DOIUrl":"https://doi.org/10.1017/jmo.2021.40","url":null,"abstract":"Abstract Coronavirus disease 2019 (COVID-19) has seen a shift in remote work from being a discretionary flexible work policy to a mandatory requirement for several workplaces. This ‘forced flexibility’ has meant that organisations and their employees have had to adapt swiftly to new requirements and arrangements for how work is done. Working remotely, often at home in ‘virtual workspaces’, has become commonplace for many employees across Australia and globally. Drawing on findings from two qualitative phases of research in an Australian resources company, we use conservation of resources theory to explore the factors influencing processes related to wellbeing and productivity for employees working remotely in the COVID-19 environment. We identify challenges associated with working remotely, as well as important resources for wellbeing and productivity. Practical implications are also discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"1131 - 1149"},"PeriodicalIF":3.3,"publicationDate":"2021-08-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47744357","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}
Wenjun Cai, Juneho Song, Changqing He, Dongdong Wang, Xuanjin Yang
Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.
{"title":"From employee creativity to leader empowering behaviors: the roles of supervisor–subordinate guanxi and supervisor–subordinate similarity","authors":"Wenjun Cai, Juneho Song, Changqing He, Dongdong Wang, Xuanjin Yang","doi":"10.1017/jmo.2021.41","DOIUrl":"https://doi.org/10.1017/jmo.2021.41","url":null,"abstract":"\u0000 Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46492103","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}
Abstract Current recruitment and retention issues within the armed forces draw links with breach of the psychological contract – the dynamics of the employee–employer relationship. Compared with civilian contexts, a military position is unique, however, there is a dearth of conceptual investigation regarding the lived experiences of military personnel, particularly with respect to how such contracts form. This paper combined a phenomenological approach with the critical decision method to investigate the lived experiences informing contract formation and contract trajectory of ex-military personnel. Lived experiences pointed to the formulation of ‘fuzzy’ contracts, impressions from defence force recruitment, specific tipping points around organisational commitment, and large differences between the fidelity of the idealised and actualised self/job. Seven superordinate themes are elicited that trace the formation and trajectory of the contract. A schematised account of findings is developed to provide avenues to investigate how beliefs form in a military contract context and their outcomes.
{"title":"From dreams to reality: a phenomenological study of the psychological contracts of ex-military personnel in the Australian Defence Force","authors":"A. Naweed, Luke Hodgkinson, R. Matthews","doi":"10.1017/jmo.2021.39","DOIUrl":"https://doi.org/10.1017/jmo.2021.39","url":null,"abstract":"Abstract Current recruitment and retention issues within the armed forces draw links with breach of the psychological contract – the dynamics of the employee–employer relationship. Compared with civilian contexts, a military position is unique, however, there is a dearth of conceptual investigation regarding the lived experiences of military personnel, particularly with respect to how such contracts form. This paper combined a phenomenological approach with the critical decision method to investigate the lived experiences informing contract formation and contract trajectory of ex-military personnel. Lived experiences pointed to the formulation of ‘fuzzy’ contracts, impressions from defence force recruitment, specific tipping points around organisational commitment, and large differences between the fidelity of the idealised and actualised self/job. Seven superordinate themes are elicited that trace the formation and trajectory of the contract. A schematised account of findings is developed to provide avenues to investigate how beliefs form in a military contract context and their outcomes.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"886 - 910"},"PeriodicalIF":3.3,"publicationDate":"2021-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45002275","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 paper examines how national culture informs the sourcing of management knowledge through external consultancy. First, it hypothesises and compares the relationship between quantitative measures of Hofstede's cultural indices with adjusted expenditure on consulting in nine countries. Two cultural indices are found to correlate with consulting use – power distance (negatively) and individualism (positively). However, the disparity between our findings and prior research suggests limitations of generalisation in studies solely employing quantitative cultural indices to understand the purchasing of business knowledge. We therefore propose the use of supplementary, qualitative data with sensitivity to local contexts and briefly apply this by using secondary sources to provide historical narratives for two countries – the UK and Japan. Overall, we find and tentatively explain significant statistical relationships between Hofstede's cultural indices and adjusted expenditure on consultancy. We then draw attention to wider implications for consulting research and for practitioners involved in this context.
{"title":"Acquiring knowledge through management consultancy: a national culture perspective","authors":"J. O’Mahoney, Andrew Sturdy, A. Galazka","doi":"10.1017/jmo.2021.46","DOIUrl":"https://doi.org/10.1017/jmo.2021.46","url":null,"abstract":"\u0000 This paper examines how national culture informs the sourcing of management knowledge through external consultancy. First, it hypothesises and compares the relationship between quantitative measures of Hofstede's cultural indices with adjusted expenditure on consulting in nine countries. Two cultural indices are found to correlate with consulting use – power distance (negatively) and individualism (positively). However, the disparity between our findings and prior research suggests limitations of generalisation in studies solely employing quantitative cultural indices to understand the purchasing of business knowledge. We therefore propose the use of supplementary, qualitative data with sensitivity to local contexts and briefly apply this by using secondary sources to provide historical narratives for two countries – the UK and Japan. Overall, we find and tentatively explain significant statistical relationships between Hofstede's cultural indices and adjusted expenditure on consultancy. We then draw attention to wider implications for consulting research and for practitioners involved in this context.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46014188","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}
Using the meta-analysis technique, this research comprehensively reviews the existing open innovation (OI) literature, systematically aggregates empirical findings on the impact of OI on performance to identify key moderators and statistically tests the significance of these moderators in influencing the OI–performance relationship. Based on a comprehensive dataset of 2,377,123 firms and sub-firm units in 171 studies published from 2003 to 2018, this research demonstrates that the OI–performance relationship is significantly moderated by three key factors: performance measure, OI approach, and level of analysis. This research helps explain the conflicting findings regarding the OI–performance relationship in the existing literature, and contributes to the understanding of the effectiveness of OI practice.
{"title":"A meta-analysis of the impact of open innovation on performance","authors":"Thi Phuong Thao Nguyen, Fang-Chi Huang, Xiaowen Tian","doi":"10.1017/jmo.2021.38","DOIUrl":"https://doi.org/10.1017/jmo.2021.38","url":null,"abstract":"\u0000 Using the meta-analysis technique, this research comprehensively reviews the existing open innovation (OI) literature, systematically aggregates empirical findings on the impact of OI on performance to identify key moderators and statistically tests the significance of these moderators in influencing the OI–performance relationship. Based on a comprehensive dataset of 2,377,123 firms and sub-firm units in 171 studies published from 2003 to 2018, this research demonstrates that the OI–performance relationship is significantly moderated by three key factors: performance measure, OI approach, and level of analysis. This research helps explain the conflicting findings regarding the OI–performance relationship in the existing literature, and contributes to the understanding of the effectiveness of OI practice.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47624532","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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