Pub Date : 2023-06-01DOI: 10.1108/mrr-09-2022-0681
H. Khan, Matteo Cristofaro, M. Chughtai, Silvia Baiocco
Purpose How do dark personality traits impact workplace bullying (WB)? How can organizations mitigate it? This study aims to explore the relationship between the Dark Tetrad (DT) (narcissism, psychopathy [PY], Machiavellianism and sadism [SM]) and WB, proposing the mediation role of moral disengagement (MD) and the moderation role of emotional stability (ES). Design/methodology/approach The proposed mediated-moderation model was tested on 404 employees working in the hospitality sector in Pakistan. Data have been analyzed through regression analysis and PROCESS macros to test the study’s hypotheses. Findings PY, Machiavellianism and SM positively relate to WB and MD mediates this relationship. A high level of ES reduces the intensity of the mediated influence of PY, Machiavellianism and SM on WB. Practical implications Developing targeted policies and practices (e.g. personality tests to build a good psychological architecture of the firm) and reviewing processes that support the moral justification of antisocial conduct can be beneficial for limiting WB. In addition, meditation, mindfulness training and supporting trust and cooperation within organizations can increase the mitigating effect of ES and, in turn, reduce WB. Originality/value To the best of the authors’ knowledge, this is the first study that explicitly verifies a mediated-moderation model on DT-WB while proposing a further explanation (i.e. mediation of MD) and a novel solution (i.e., moderation by ES).
{"title":"Understanding the psychology of workplace bullies: the impact of Dark Tetrad and how to mitigate it","authors":"H. Khan, Matteo Cristofaro, M. Chughtai, Silvia Baiocco","doi":"10.1108/mrr-09-2022-0681","DOIUrl":"https://doi.org/10.1108/mrr-09-2022-0681","url":null,"abstract":"\u0000Purpose\u0000How do dark personality traits impact workplace bullying (WB)? How can organizations mitigate it? This study aims to explore the relationship between the Dark Tetrad (DT) (narcissism, psychopathy [PY], Machiavellianism and sadism [SM]) and WB, proposing the mediation role of moral disengagement (MD) and the moderation role of emotional stability (ES).\u0000\u0000\u0000Design/methodology/approach\u0000The proposed mediated-moderation model was tested on 404 employees working in the hospitality sector in Pakistan. Data have been analyzed through regression analysis and PROCESS macros to test the study’s hypotheses.\u0000\u0000\u0000Findings\u0000PY, Machiavellianism and SM positively relate to WB and MD mediates this relationship. A high level of ES reduces the intensity of the mediated influence of PY, Machiavellianism and SM on WB.\u0000\u0000\u0000Practical implications\u0000Developing targeted policies and practices (e.g. personality tests to build a good psychological architecture of the firm) and reviewing processes that support the moral justification of antisocial conduct can be beneficial for limiting WB. In addition, meditation, mindfulness training and supporting trust and cooperation within organizations can increase the mitigating effect of ES and, in turn, reduce WB.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this is the first study that explicitly verifies a mediated-moderation model on DT-WB while proposing a further explanation (i.e. mediation of MD) and a novel solution (i.e., moderation by ES).\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44019575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1108/mrr-06-2022-0418
Iqra Shahid, Muhammad Anwar ul Haq, Francesca Di Virgilio, M. Ahmed
Purpose The aim of this study is to determine the effect of ethical leadership (EL) on individual ambidexterity (IA). Equity sensitivity (ES) was proposed as an underlying mechanism between EL and ambidexterity. Openness to experience (OTE) was hypothesized to strengthen the effect of EL on IA. Design/methodology/approach Data were collected, using a cross-sectional survey design, from employees working in Software Houses in Pakistan using multistage sampling. A usable sample of 255 was subjected to analysis in a two-step structural equation modelling. Findings The empirical findings revealed that EL has a positive effect on IA. ES partially mediated between EL and IA. OTE strengthens the impact of EL on IA. Practical implications This study carries some implications for practitioners, and in particular it provides a clear direction to the management who exhibits EL characteristics. Ethical leaders encourage their followers to explore new things, to behave more innovatively at work and to take the risk in implementing and introducing new ideas. Social implications This study highlights that EL should establish a positive work environment in which employees have a comfortable feeling when applying their explorative and exploitative activities to their work. Originality/value This study investigates critical linkages between EL and IA. Given the importance of IA, results provide novel guidance regarding EL style and the significance of equity in workplace. Recruitment decisions will also be guided by choosing those who have an open personality orientation in the workplace.
{"title":"Ethical leadership and individual ambidexterity: the mediating role of equity sensitivity and the moderating role of openness to experience","authors":"Iqra Shahid, Muhammad Anwar ul Haq, Francesca Di Virgilio, M. Ahmed","doi":"10.1108/mrr-06-2022-0418","DOIUrl":"https://doi.org/10.1108/mrr-06-2022-0418","url":null,"abstract":"\u0000Purpose\u0000The aim of this study is to determine the effect of ethical leadership (EL) on individual ambidexterity (IA). Equity sensitivity (ES) was proposed as an underlying mechanism between EL and ambidexterity. Openness to experience (OTE) was hypothesized to strengthen the effect of EL on IA.\u0000\u0000\u0000Design/methodology/approach\u0000Data were collected, using a cross-sectional survey design, from employees working in Software Houses in Pakistan using multistage sampling. A usable sample of 255 was subjected to analysis in a two-step structural equation modelling.\u0000\u0000\u0000Findings\u0000The empirical findings revealed that EL has a positive effect on IA. ES partially mediated between EL and IA. OTE strengthens the impact of EL on IA.\u0000\u0000\u0000Practical implications\u0000This study carries some implications for practitioners, and in particular it provides a clear direction to the management who exhibits EL characteristics. Ethical leaders encourage their followers to explore new things, to behave more innovatively at work and to take the risk in implementing and introducing new ideas.\u0000\u0000\u0000Social implications\u0000This study highlights that EL should establish a positive work environment in which employees have a comfortable feeling when applying their explorative and exploitative activities to their work.\u0000\u0000\u0000Originality/value\u0000This study investigates critical linkages between EL and IA. Given the importance of IA, results provide novel guidance regarding EL style and the significance of equity in workplace. Recruitment decisions will also be guided by choosing those who have an open personality orientation in the workplace.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42400345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1108/mrr-06-2022-0412
H. M. Baumann, Tanya M. Marcum
Purpose As a result of COVID-19 and associated stay-at-home orders, the number of employees working remotely reached unprecedented levels during early periods of the pandemic. Since that time, some employees have returned to the office; yet, there is a lasting impact on employees’ desires for remote work. In response, decision-makers in organizations should be equipped with knowledge regarding what makes remote work beneficial for both employees and the organization and also fair and compliant with the law. This paper aims to take a dual perspective spanning human capital and legal aspects of remote work to offer six practical recommendations to organizations. Design/methodology/approach This paper reviews the human resources (HR) scholarly literature on remote work, using principles from evidence-based management to select valid and reliable findings in which to base practical recommendations for organizations. Associated legal risks are identified through a review of the legal literature on remote work and integrated into the recommendations. Findings Building on a multilevel model of HR practices, the authors offer the following six practical recommendations to organizations: offer hybrid work and both location and schedule flexibility; ensure fair and compliant work schedules; acknowledge manager perceptions; ensure fair approval and evaluation of remote workers; acknowledge individual workers; and align remote work practices with diversity, equity and inclusion efforts. Originality/value The multilevel model of remote work practices discussed in this paper offers an organizing framework for identifying advantages and disadvantages of remote work that future research may build upon. The six recommendations help bridge the research–practice gap by providing organizations with knowledge on how to maximize the benefits of remote work while mitigating potential legal risks.
{"title":"Human capital and legal perspectives on remote work: recommendations for organizations","authors":"H. M. Baumann, Tanya M. Marcum","doi":"10.1108/mrr-06-2022-0412","DOIUrl":"https://doi.org/10.1108/mrr-06-2022-0412","url":null,"abstract":"\u0000Purpose\u0000As a result of COVID-19 and associated stay-at-home orders, the number of employees working remotely reached unprecedented levels during early periods of the pandemic. Since that time, some employees have returned to the office; yet, there is a lasting impact on employees’ desires for remote work. In response, decision-makers in organizations should be equipped with knowledge regarding what makes remote work beneficial for both employees and the organization and also fair and compliant with the law. This paper aims to take a dual perspective spanning human capital and legal aspects of remote work to offer six practical recommendations to organizations.\u0000\u0000\u0000Design/methodology/approach\u0000This paper reviews the human resources (HR) scholarly literature on remote work, using principles from evidence-based management to select valid and reliable findings in which to base practical recommendations for organizations. Associated legal risks are identified through a review of the legal literature on remote work and integrated into the recommendations.\u0000\u0000\u0000Findings\u0000Building on a multilevel model of HR practices, the authors offer the following six practical recommendations to organizations: offer hybrid work and both location and schedule flexibility; ensure fair and compliant work schedules; acknowledge manager perceptions; ensure fair approval and evaluation of remote workers; acknowledge individual workers; and align remote work practices with diversity, equity and inclusion efforts.\u0000\u0000\u0000Originality/value\u0000The multilevel model of remote work practices discussed in this paper offers an organizing framework for identifying advantages and disadvantages of remote work that future research may build upon. The six recommendations help bridge the research–practice gap by providing organizations with knowledge on how to maximize the benefits of remote work while mitigating potential legal risks.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46622918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-26DOI: 10.1108/mrr-10-2021-0774
Sasha Romanosky, Elizabeth Petrun-Sayers
Purpose The purpose of this study is to examine how companies integrate cyber risk into their enterprise risk management practices. Data breaches have become commonplace, with thousands occurring each year, and some costing hundreds of millions of dollars. Consequently, cyber risk has become one of the gravest risks facing organizations, and has attracted boardroom-level attention. On the other hand, companies already manage many kinds of difficult and growing risks, and that firms lose less than 1% of annual revenues as a result of cyber incidents. Therefore, how should firms appropriately address cyber risk? Is it indeed a materially different kind of risk area, or is it simply just one more risk that can seamlessly be integrated into existing enterprise risk management (ERM) practices? Design/methodology/approach The authors performed thematic analysis based on semi-structured interviews, with non-probabilistic, purposive sampling, to answer two main questions. First, how do firms manage enterprise risks, generally? And second, how are they integrating cyber risk into these existing processes? Findings The authors find that there is considerable variation in the approach and sophistication in ERM practices, such as whether they are driven more like an auditing function, or as a risk champion. The authors also find that despite the novelty of cyber risk, it can be integrated like other enterprise risks, and that cyber risk is most often seen as an operational risk (similar to workplace accidents or fraud), rather than a strategic risk, emerging from, for example, technology innovation and R&D. Research limitations/implications The generalization of the results is limited by the sample size and variation of firms interviewed. While the authors attempted to interview enterprise risk managers across a wide variation of firms, there were clear limitations in the scope. That being said, the authors were fortunate to be able to examine ERM and cyber risk practices across small and large, private and publicly traded companies, from a variety of business sectors. Practical implications The authors believe these finding are important because they present evidence that while cyber risk may be new, it does not require specialized handling or processes to track it at the enterprise level. While some firms may choose to provide special accommodations or attention because of their data collection or business practices, this approach is neither necessary nor required of all firms in all situations. Originality/value This research is one of the only papers that, to the best of the authors’ knowledge, examines how cyber risk is integrated at an enterprise level.
{"title":"Enterprise risk management: how do firms integrate cyber risk?","authors":"Sasha Romanosky, Elizabeth Petrun-Sayers","doi":"10.1108/mrr-10-2021-0774","DOIUrl":"https://doi.org/10.1108/mrr-10-2021-0774","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to examine how companies integrate cyber risk into their enterprise risk management practices. Data breaches have become commonplace, with thousands occurring each year, and some costing hundreds of millions of dollars. Consequently, cyber risk has become one of the gravest risks facing organizations, and has attracted boardroom-level attention. On the other hand, companies already manage many kinds of difficult and growing risks, and that firms lose less than 1% of annual revenues as a result of cyber incidents. Therefore, how should firms appropriately address cyber risk? Is it indeed a materially different kind of risk area, or is it simply just one more risk that can seamlessly be integrated into existing enterprise risk management (ERM) practices?\u0000\u0000\u0000Design/methodology/approach\u0000The authors performed thematic analysis based on semi-structured interviews, with non-probabilistic, purposive sampling, to answer two main questions. First, how do firms manage enterprise risks, generally? And second, how are they integrating cyber risk into these existing processes?\u0000\u0000\u0000Findings\u0000The authors find that there is considerable variation in the approach and sophistication in ERM practices, such as whether they are driven more like an auditing function, or as a risk champion. The authors also find that despite the novelty of cyber risk, it can be integrated like other enterprise risks, and that cyber risk is most often seen as an operational risk (similar to workplace accidents or fraud), rather than a strategic risk, emerging from, for example, technology innovation and R&D.\u0000\u0000\u0000Research limitations/implications\u0000The generalization of the results is limited by the sample size and variation of firms interviewed. While the authors attempted to interview enterprise risk managers across a wide variation of firms, there were clear limitations in the scope. That being said, the authors were fortunate to be able to examine ERM and cyber risk practices across small and large, private and publicly traded companies, from a variety of business sectors.\u0000\u0000\u0000Practical implications\u0000The authors believe these finding are important because they present evidence that while cyber risk may be new, it does not require specialized handling or processes to track it at the enterprise level. While some firms may choose to provide special accommodations or attention because of their data collection or business practices, this approach is neither necessary nor required of all firms in all situations.\u0000\u0000\u0000Originality/value\u0000This research is one of the only papers that, to the best of the authors’ knowledge, examines how cyber risk is integrated at an enterprise level.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48310583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-28DOI: 10.1108/mrr-10-2022-0724
Shane J. Sizemore, Kimberly E. O'Brien
Purpose The purpose of the current study is to explain best practices for attempting humor in the workplace. Research on humor in the workplace has emphasized the use of leader humor but has neglected to provide guidance on how to successfully use humor. This is an important gap because unsuccessful humor attempts are associated with lowered status and disruptive behavior. Design/methodology/approach This paper summarizes three types of humor theories (i.e. cognitive, social and contextual) and derives principles from these theories that can be applied to improve humor success. Then, the authors apply the understanding of humor to workplace applications, providing suggestions for future empirical research inferred from the humor theories. Findings Humor attempts are most likely to land (i.e. invoke mirth) when they include a benign violation of mental schemas, societal norms or other expectations or when humor evokes shared feelings of benign superiority in the audience. Humor is less effective in goal-directed situations. Mirth is expected to increase group cohesion, leader trust and organizational identification and mitigate the effects of job stressors. Finally, employee learning and development activities (e.g. onboarding, training) seem like a good place to use humor to facilitate cognitive flexibility. Originality/value These suggestions from across psychological disciplines are synthesized to inform best practices for leader humor.
{"title":"How to tell a joke: theories of successful humor and applications to the workplace","authors":"Shane J. Sizemore, Kimberly E. O'Brien","doi":"10.1108/mrr-10-2022-0724","DOIUrl":"https://doi.org/10.1108/mrr-10-2022-0724","url":null,"abstract":"\u0000Purpose\u0000The purpose of the current study is to explain best practices for attempting humor in the workplace. Research on humor in the workplace has emphasized the use of leader humor but has neglected to provide guidance on how to successfully use humor. This is an important gap because unsuccessful humor attempts are associated with lowered status and disruptive behavior.\u0000\u0000\u0000Design/methodology/approach\u0000This paper summarizes three types of humor theories (i.e. cognitive, social and contextual) and derives principles from these theories that can be applied to improve humor success. Then, the authors apply the understanding of humor to workplace applications, providing suggestions for future empirical research inferred from the humor theories.\u0000\u0000\u0000Findings\u0000Humor attempts are most likely to land (i.e. invoke mirth) when they include a benign violation of mental schemas, societal norms or other expectations or when humor evokes shared feelings of benign superiority in the audience. Humor is less effective in goal-directed situations. Mirth is expected to increase group cohesion, leader trust and organizational identification and mitigate the effects of job stressors. Finally, employee learning and development activities (e.g. onboarding, training) seem like a good place to use humor to facilitate cognitive flexibility.\u0000\u0000\u0000Originality/value\u0000These suggestions from across psychological disciplines are synthesized to inform best practices for leader humor.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43461831","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-25DOI: 10.1108/mrr-03-2022-0163
Emmanuel Senior Tenakwah, B. Otchere-Ankrah, C. Watson
Purpose Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper aims to analyse extant research on PM conducted globally to inform research and practices in an African context. Design/methodology/approach A systematic review of 43 articles published in 22 journals ranked by the Australian Business Deans Council and Chartered Association of Business Schools was undertaken. The papers selected were limited to the past two decades (2001–2021) to focus primarily on contemporary practices. Findings The findings of this review indicate that PM continues to gain attention from African scholars and practitioners, though not as prominently as indicated within the broader global context. The review also exposed significant gaps in current research, including PM issues, theoretical or conceptual development and methodological approaches, which, if addressed, could inform future practices and research foci. Research limitations/implications The primary limitations of this study are a focus on the most recent two decades of research into PM and the intention to direct learnings from this review of scholarly insight towards a focus solely on an African context. Thus, as interpretations of insights are based upon the perspective of how these can inform PM practices in Africa, a direct extrapolation of the findings to other contexts may not be appropriate. Practical implications This review of research conducted into PM globally in the past two decades has identified limited contributions from within the African context. This lack of contextual understanding may well be affecting the adoption and creation of globally recognised PM practices in Africa. As such, there is an opportunity to understand better the complexities associated with PM by embracing theories and formulating, testing and refining existing models to consider performance issues at more profound levels of analysis within an African context. Originality/value This study presents insights into global trends in PM research and practices not previously explored, highlighting a need for more contextualised research to progress Africa beyond current theoretical, conceptual and methodological limitations.
{"title":"Performance management in Africa: an agenda for research","authors":"Emmanuel Senior Tenakwah, B. Otchere-Ankrah, C. Watson","doi":"10.1108/mrr-03-2022-0163","DOIUrl":"https://doi.org/10.1108/mrr-03-2022-0163","url":null,"abstract":"\u0000Purpose\u0000Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper aims to analyse extant research on PM conducted globally to inform research and practices in an African context.\u0000\u0000\u0000Design/methodology/approach\u0000A systematic review of 43 articles published in 22 journals ranked by the Australian Business Deans Council and Chartered Association of Business Schools was undertaken. The papers selected were limited to the past two decades (2001–2021) to focus primarily on contemporary practices.\u0000\u0000\u0000Findings\u0000The findings of this review indicate that PM continues to gain attention from African scholars and practitioners, though not as prominently as indicated within the broader global context. The review also exposed significant gaps in current research, including PM issues, theoretical or conceptual development and methodological approaches, which, if addressed, could inform future practices and research foci.\u0000\u0000\u0000Research limitations/implications\u0000The primary limitations of this study are a focus on the most recent two decades of research into PM and the intention to direct learnings from this review of scholarly insight towards a focus solely on an African context. Thus, as interpretations of insights are based upon the perspective of how these can inform PM practices in Africa, a direct extrapolation of the findings to other contexts may not be appropriate.\u0000\u0000\u0000Practical implications\u0000This review of research conducted into PM globally in the past two decades has identified limited contributions from within the African context. This lack of contextual understanding may well be affecting the adoption and creation of globally recognised PM practices in Africa. As such, there is an opportunity to understand better the complexities associated with PM by embracing theories and formulating, testing and refining existing models to consider performance issues at more profound levels of analysis within an African context.\u0000\u0000\u0000Originality/value\u0000This study presents insights into global trends in PM research and practices not previously explored, highlighting a need for more contextualised research to progress Africa beyond current theoretical, conceptual and methodological limitations.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46573172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-21DOI: 10.1108/mrr-10-2022-0716
M. Nejati, A. Shafaei
Purpose Organisational learning is fundamental in establishing a fearless organisation, creating a competitive advantage and maintaining a sustained growth. While research suggests that leaders can influence organisational learning, there is currently no empirical evidence on how inclusive leadership fosters organisational learning behaviour. Therefore, the purpose of this study is to investigate the relationship between inclusive leadership and organisational learning behaviour. It also seeks to explore the mediating role of psychological safety and climate for initiatives in the mentioned relationship. Design/methodology/approach The study used a two-wave quantitative examination with 317 respondents. Online survey was used to collect data from randomly selected full-time Australian employees in two times. The data were then analysed using partial least squares structural equation modelling to provide insights. Findings The study found empirical evidence on the positive association of inclusive leadership and organisational learning behaviour. Moreover, the two mediation paths of psychological safety and climate for initiative were supported for the relationship between inclusive leadership and organisational learning behaviour. Research limitations/implications The current study contributes to theory by examining the role of inclusive leadership on organisational learning behaviour through two relatively unexplored mediating paths. It suggests how inclusive leadership can create a fearless organisation through fostering learning behaviour within the organisation which empowers organisations to sustain growth. Despite controlling for and assessing endogeneity, due to the cross-sectional design of the study, it is limited in demonstrating causal links. Originality/value The current study provides empirical evidence on the role of inclusive leadership in fostering organisational learning behaviour through two mediating paths of psychological safety and climate for initiatives. The proposed model sets the ground for future research to further develop insights on positive impacts of inclusive leadership within organisations.
{"title":"The role of inclusive leadership in fostering organisational learning behaviour","authors":"M. Nejati, A. Shafaei","doi":"10.1108/mrr-10-2022-0716","DOIUrl":"https://doi.org/10.1108/mrr-10-2022-0716","url":null,"abstract":"\u0000Purpose\u0000Organisational learning is fundamental in establishing a fearless organisation, creating a competitive advantage and maintaining a sustained growth. While research suggests that leaders can influence organisational learning, there is currently no empirical evidence on how inclusive leadership fosters organisational learning behaviour. Therefore, the purpose of this study is to investigate the relationship between inclusive leadership and organisational learning behaviour. It also seeks to explore the mediating role of psychological safety and climate for initiatives in the mentioned relationship.\u0000\u0000\u0000Design/methodology/approach\u0000The study used a two-wave quantitative examination with 317 respondents. Online survey was used to collect data from randomly selected full-time Australian employees in two times. The data were then analysed using partial least squares structural equation modelling to provide insights.\u0000\u0000\u0000Findings\u0000The study found empirical evidence on the positive association of inclusive leadership and organisational learning behaviour. Moreover, the two mediation paths of psychological safety and climate for initiative were supported for the relationship between inclusive leadership and organisational learning behaviour.\u0000\u0000\u0000Research limitations/implications\u0000The current study contributes to theory by examining the role of inclusive leadership on organisational learning behaviour through two relatively unexplored mediating paths. It suggests how inclusive leadership can create a fearless organisation through fostering learning behaviour within the organisation which empowers organisations to sustain growth. Despite controlling for and assessing endogeneity, due to the cross-sectional design of the study, it is limited in demonstrating causal links.\u0000\u0000\u0000Originality/value\u0000The current study provides empirical evidence on the role of inclusive leadership in fostering organisational learning behaviour through two mediating paths of psychological safety and climate for initiatives. The proposed model sets the ground for future research to further develop insights on positive impacts of inclusive leadership within organisations.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44425304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-17DOI: 10.1108/mrr-06-2022-0440
G. Santos, J. Pinho, A. P. Ferreira, M. Vieira
Purpose Drawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and balanced) on the relationship between psychological contract breach (PCB) and organizational citizenship behaviours (OCBs). Design/methodology/approach The authors administered a survey to a sample of 159 nurses working in a large public hospital. To analyse the survey data, the authors used partial least squares with SmartPLS v.3.3, a variance-based structural equation modelling technique that combines principal component analysis, path analysis and regression analysis. Findings This study shows that nurses counteract the loss of resources following a PCB by investing more in stronger interpersonal relationships with co-workers and patients as a way to recuperate from resource loss and gain social resources. In addition, the moderating effect of the PC type reinforces the relationship between a PCB and OCB in a way that relational and balanced PC types support OCB-I positively but negatively OCB-O. Furthermore, the transactional PC does not reinforce negatively the link between PCB and OCB-I, and the negative interacting effect on the PCB and OCB-O link is only partially supported. Research limitations/implications The study findings are grounded on a cross-sectional research design and a convenience sampling strategy. Practical implications The results highlight the relevance of human resources management practices centred on employee involvement and participatory supervision styles for ensuring OCB display at the workplace. Originality/value The results add new evidence to COR theory by highlighting the importance of social resources as a mitigator in the relationship between nurses’ PCB and OCB towards co-workers and patients (OCB-I). Hence, the OCB-I display will vary in function of the target and the moderating effect of PC type (relational, balanced or transactional).
{"title":"Psychological contract breach and organizational citizenship behaviours: the moderating role of contract type","authors":"G. Santos, J. Pinho, A. P. Ferreira, M. Vieira","doi":"10.1108/mrr-06-2022-0440","DOIUrl":"https://doi.org/10.1108/mrr-06-2022-0440","url":null,"abstract":"\u0000Purpose\u0000Drawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and balanced) on the relationship between psychological contract breach (PCB) and organizational citizenship behaviours (OCBs).\u0000\u0000\u0000Design/methodology/approach\u0000The authors administered a survey to a sample of 159 nurses working in a large public hospital. To analyse the survey data, the authors used partial least squares with SmartPLS v.3.3, a variance-based structural equation modelling technique that combines principal component analysis, path analysis and regression analysis.\u0000\u0000\u0000Findings\u0000This study shows that nurses counteract the loss of resources following a PCB by investing more in stronger interpersonal relationships with co-workers and patients as a way to recuperate from resource loss and gain social resources. In addition, the moderating effect of the PC type reinforces the relationship between a PCB and OCB in a way that relational and balanced PC types support OCB-I positively but negatively OCB-O. Furthermore, the transactional PC does not reinforce negatively the link between PCB and OCB-I, and the negative interacting effect on the PCB and OCB-O link is only partially supported.\u0000\u0000\u0000Research limitations/implications\u0000The study findings are grounded on a cross-sectional research design and a convenience sampling strategy.\u0000\u0000\u0000Practical implications\u0000The results highlight the relevance of human resources management practices centred on employee involvement and participatory supervision styles for ensuring OCB display at the workplace.\u0000\u0000\u0000Originality/value\u0000The results add new evidence to COR theory by highlighting the importance of social resources as a mitigator in the relationship between nurses’ PCB and OCB towards co-workers and patients (OCB-I). Hence, the OCB-I display will vary in function of the target and the moderating effect of PC type (relational, balanced or transactional).\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":"1 1","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62130172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-17DOI: 10.1108/mrr-06-2022-0430
Alessandro Bressan, Abel Duarte Alonso, O. T. K. Vu, D. Borer
Purpose The purpose of this study is to examine factors contributing to family firms’ survival in the ongoing COVID-19 crisis; in this endeavour, the study espouses the underpinnings of social exchange theory and entrepreneurial resilience. Design/methodology/approach The views of 128 Italian family micro and small-sized firm owners/managers operating in different industries were gathered through an online questionnaire. Findings The analysis uncovers 12 fundamental factors contributing to firms’ survival; these are encapsulated in three dimensions and presented in two theoretical frameworks. The “beneficiary” dimension stresses the support from various internal and external stakeholders, while the “benefactor” dimension illustrates the commitment to extend the family tradition and be responsive to stakeholders. Finally, the “immersion/embeddedness” dimension denotes firms’ entrepreneurial behaviour, agility, decision-making and drive. Originality/value Firstly, and from a practitioner perspective, this study addresses recognised knowledge and research gaps in contemporary family business research, including how family firms are confronting the current unprecedented crisis. This response to current extant gaps provides first-hand empirical findings that could be primarily considered by industry stakeholders. Secondly, and from a theoretical angle, the aforementioned dimensions revealed through the analysis, coupled with the development of a theoretical framework, contribute to conceptual rigour and, therefore, a deeper understanding of family firms’ journey through an unprecedented event.
{"title":"Surviving the unprecedented: family firms under COVID-19","authors":"Alessandro Bressan, Abel Duarte Alonso, O. T. K. Vu, D. Borer","doi":"10.1108/mrr-06-2022-0430","DOIUrl":"https://doi.org/10.1108/mrr-06-2022-0430","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to examine factors contributing to family firms’ survival in the ongoing COVID-19 crisis; in this endeavour, the study espouses the underpinnings of social exchange theory and entrepreneurial resilience.\u0000\u0000\u0000Design/methodology/approach\u0000The views of 128 Italian family micro and small-sized firm owners/managers operating in different industries were gathered through an online questionnaire.\u0000\u0000\u0000Findings\u0000The analysis uncovers 12 fundamental factors contributing to firms’ survival; these are encapsulated in three dimensions and presented in two theoretical frameworks. The “beneficiary” dimension stresses the support from various internal and external stakeholders, while the “benefactor” dimension illustrates the commitment to extend the family tradition and be responsive to stakeholders. Finally, the “immersion/embeddedness” dimension denotes firms’ entrepreneurial behaviour, agility, decision-making and drive.\u0000\u0000\u0000Originality/value\u0000Firstly, and from a practitioner perspective, this study addresses recognised knowledge and research gaps in contemporary family business research, including how family firms are confronting the current unprecedented crisis. This response to current extant gaps provides first-hand empirical findings that could be primarily considered by industry stakeholders. Secondly, and from a theoretical angle, the aforementioned dimensions revealed through the analysis, coupled with the development of a theoretical framework, contribute to conceptual rigour and, therefore, a deeper understanding of family firms’ journey through an unprecedented event.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48919794","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-17DOI: 10.1108/mrr-08-2022-0602
D. De Clercq
Purpose The purpose of this study is to examine how employees’ deference to leader authority may induce their unethical pro-organizational behavior (UPB) and whether this translation is more likely to materialize in the presence of two personal factors (dispositional greed and proactive personality) and two organizational factors (workplace status and job rotation). Design/methodology/approach The empirical assessment of the research hypotheses relies on quantitative survey data collected among 350 Canadian-based employees who work in the healthcare sector. The statistical analyses include hierarchical moderated regression. Findings The role of deference to leader authority in stimulating UPB is greater when employees (1) have a natural disposition to always want more, (2) enjoy initiative taking, (3) believe that they have a great deal of prestige in the organization and (4) operate in an organizational environment in which job rotation across different departments is encouraged. Practical implications The results inform managers about the risk that employees’ willingness to obey organizational authorities unconditionally might escalate into negative behaviors that can cause harm to both the organization and employees in the long run, as well as the personal and organizational circumstances in which this escalation is more likely to occur. Originality/value This study extends extant research by investigating the conditional effects of an unexplored determinant of UPB, namely, a personal desire to defer to organizational leaders.
{"title":"The damage of deference: how personal and organizational factors transform deference to leader authority into unethical pro-organizational behavior","authors":"D. De Clercq","doi":"10.1108/mrr-08-2022-0602","DOIUrl":"https://doi.org/10.1108/mrr-08-2022-0602","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to examine how employees’ deference to leader authority may induce their unethical pro-organizational behavior (UPB) and whether this translation is more likely to materialize in the presence of two personal factors (dispositional greed and proactive personality) and two organizational factors (workplace status and job rotation).\u0000\u0000\u0000Design/methodology/approach\u0000The empirical assessment of the research hypotheses relies on quantitative survey data collected among 350 Canadian-based employees who work in the healthcare sector. The statistical analyses include hierarchical moderated regression.\u0000\u0000\u0000Findings\u0000The role of deference to leader authority in stimulating UPB is greater when employees (1) have a natural disposition to always want more, (2) enjoy initiative taking, (3) believe that they have a great deal of prestige in the organization and (4) operate in an organizational environment in which job rotation across different departments is encouraged.\u0000\u0000\u0000Practical implications\u0000The results inform managers about the risk that employees’ willingness to obey organizational authorities unconditionally might escalate into negative behaviors that can cause harm to both the organization and employees in the long run, as well as the personal and organizational circumstances in which this escalation is more likely to occur.\u0000\u0000\u0000Originality/value\u0000This study extends extant research by investigating the conditional effects of an unexplored determinant of UPB, namely, a personal desire to defer to organizational leaders.\u0000","PeriodicalId":47769,"journal":{"name":"Management Research Review","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48816621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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