Asia Pacific Journal of Management最新文献

We used a grounded theory approach to examine how business leaders in emerging markets cope with pervasiveness of bribery both psychologically and behaviorally. We conducted in-depth interviews with business leaders from various industries in Thailand through an emic approach to focus on how local cultural meaning system shapes the psychological processes underlying bribery conducts. We identified indicators of perceived bribery pervasiveness such as implicit forms of bribery and the temporal dimension of cultural transmission, indicating persistence of bribery pervasiveness. Moreover, contrary to conventional wisdom, we found that lay beliefs in Buddhist teachings reduce moral awareness and moral judgments of bribery while providing opportunities to wash away bad karma for engagement in bribery. These behavioral strategies and psychological coping mechanisms lead to a self-sustaining system for continuously engaging in bribery. We further developed a theoretical model of perceived bribery pervasiveness and provide implications for both local and multinational firms as well as policy makers in dealing with bribery in emerging markets.

The empirical research on executive pay has garnered growing interest in recent years; however, these studies produce inconclusive evidence. Thereby, this study endeavors to quantitatively synthesize the results of the 137 research studies on the performance-pay relationship while factoring both institutional contexts (cross-sectional heterogeneity) and institutional dynamics (longitudinal heterogeneity). The meta-regression results corroborate the agency’s viewpoint that a positive and statistically significant relation exists between executive pay and firm performance. However, the variations in corporate governance systems substantially impact the relationship between performance and remuneration, highlighting the importance of the managerial power approach. As determined by the temporal analysis, this association has weakened over time, which is substantially attributable to the development of sound regulatory policies, the growing significance of alternative governance practices, analytical approaches, and firm nature. Furthermore, it is noted that with the convergence in governance practices, the moderating impact of different institutional contexts has become statistically less significant over time. Our results unequivocally demonstrate the critical role that institutional dynamics play in moderating the performance-pay relationship. This way, the study answers unresolved queries about the performance-pay association.

In this study, we draw from the conservation of resources theory to develop and test a model on the processes through which resiliency influences two entrepreneurial strategies, product differentiation and international diversification. Results from 226 entrepreneurs in Pakistan demonstrate that psychological resiliency predicts product diversification and international diversification through entrepreneurial alertness. Also, we find that institutional voids moderate the relationship between entrepreneurial alertness, product diversification, and international diversification. Our theorizing advances entrepreneurial alertness as a lynchpin variable for operationalizing founders’ characteristics to affect innovation and expansion efforts. Furthermore, by demonstrating the complementary effect of institutional voids on the entrepreneurial alertness–product differentiation and entrepreneurial alertness–international diversification relationships, we draw the attention of entrepreneurs to the brighter side of institutional voids. This is an important addition to international entrepreneurship literature and a critical contextual contribution to entrepreneurial alertness theory development because limited attention is devoted to examining how resiliency promotes entrepreneurial alertness for facilitating product differentiation and international diversification strategies in the Asia Pacific region.

Artificial intelligence (AI) is becoming increasingly common in organizations, and more and more employees are talking about AI with their coworkers (i.e., AI talk). However, we have limited knowledge of what effects AI talk has on employees’ psychological states and subsequent behaviors. Drawing on self-efficacy theory, we propose that talking about AI is positively associated with AI self-efficacy (i.e., the degree to which individuals think they can successfully complete AI-related tasks), which in turn increases proactive coping behavior to adapt to AI (i.e., AI crafting). Furthermore, we suggest that leader AI-focused attention moderates these positive indirect effects such that these relationships are strengthened when leaders focus more attention on AI (i.e., leader AI-focused attention is high). To test our theoretical model, we conducted an experiment and a multi-wave field study in organizations using AI. This research reveals the effects of AI talk on AI crafting via AI self-efficacy, which expands the existing AI literature and job crafting literature and provides a more comprehensive understanding of AI in the workplace.

Entrepreneurial alertness is a psychological aptitude generally associated with aspects of nascent venturing, centered on individuals’ environmental observations, the association of resources, and idea evaluation. A decade following the Tang et al. (2012) consensus construct and scale, critiques remain questioning its utility and unique value to the major conversations in entrepreneurship. Proponents put great emphasis on entrepreneurial alertness’s proven association with opportunity recognition and entrepreneurial actions. Yet, critics suggest it might be an unnecessary step offering little more than a positive association with opportunity recognition in a highly generalized and static way. The purpose of this paper is to address this tension. We do so through a ‘steel man’ approach to these valid concerns. Further, we question the logic of limiting a cognitive construct to a singular event: ‘opportunity recognition’ for a new venture (which we term here, the “Big O”). Drawing on a comprehensive framework inclusive of the full entrepreneurship phenomenon, and integrating insights from cross-cultural psychology, we put forth the case for an ongoing culturally contextualized process perspective towards venturing where individuals are alert to and pursue opportunities (and cope with threats) continuously. This paper provides a new framework for delineating a theoretically grounded “what” and “when” of entrepreneurial alertness.

Although prior research has documented a divergent relationship between leader Machiavellianism and abusive supervision, it fails to uncover the underlying mechanisms of this relationship. Drawing from trait activation theory as the overarching theory, we develop and test a dual-path model to examine how and when leader Machiavellianism leads to abusive supervision. Specifically, we theorize leader perceived threat to hierarchy (power-threatening process) and perceived power dependence on subordinations (power-sustaining process) as two parallel mechanisms through which leader Machiavellianism affects abusive supervision. We further identify leader position power as a boundary factor that influences the power-threatening and power-sustaining processes. Using multi-wave, multi-source data collected from 175 supervisors and their 763 subordinates, we found that Machiavellian leaders were more likely to perceive high threats from subordinates to the existing hierarchy, though this threat perception was not significantly associated with abusive supervision. Additionally, Machiavellian leaders were also more likely to perceive high power dependence on subordinates, which in turn reduced their abusive supervision. We further found that leader position power strengthened the positive effect of leader Machiavellianism on leader perceived threat to hierarchy, but did not weaken the positive effect of leader Machiavellianism on leader perceived power dependence on subordinates. The implications of our findings are discussed.

Despite the well identified personality-related factors that drive ostracism, the dual role that a proactive personality plays in influencing ostracism has received little scholarly attention. Drawing on social exchange and social comparison theories, we develop a social relational model of peers’ reactions to a focal proactive member. Findings reveal that a focal member’s proactive personality not only enhances peers’ cognition-based trust in the focal person, but also triggers peers’ feeling of relative deprivation. The peers’ cognition-based trust, in turn, weakens—whereas the feeling of relative deprivation strengthens—peers’ ostracism of the focal proactive member. The focal member’s prosocial motive and proself motive further moderate these relationships. Specifically, prosocial motive strengthens the negative indirect relationship between a focal person’s proactive personality and peers’ ostracism through peers’ cognition-based trust in the focal person. Moreover, proself motive amplifies the positive indirect relationship between a focal person’s proactive personality and peers’ ostracism through peers’ feeling of relative deprivation.

What are the nuanced relationships among the dimensions of individual entrepreneurial orientation (Individual EO) and the factors of entrepreneurial alertness (EA)? We theorize that individual EO as a dispositional belief-based construct (i.e., what entrepreneurs believe) precedes EA as a cognition-oriented construct (i.e., how entrepreneurs think). Following this theorization, this research develops several propositions among the individual EO-EA dimensions. We also provide contingencies as possible theoretical boundaries that may alter these associations. Consequently, we enrich the EO-EA literature by articulating the detailed relationships of individual EO dimensions and EA factors, providing opportunities for future empirical studies.

As the business landscape escalates the level of uncertainty and thus profoundly disrupts entrepreneurship, it is crucial to understand risk-taking as a coping strategy for entrepreneurs with limited resources. Past studies have been fragmented: Some researchers have focused on creative risk-taking, whereas others have looked at unethical risk-taking. Little is known about how and when entrepreneurs respond to adversity in either a creative or an expedient manner. We posit that entrepreneurs respond to adversity by using either entrepreneurial bricolage behavior (EBB) or unethical pro-organizational behavior (UPB). Drawing from the emotivational account, we develop each theoretical model of bricolage and UPB to better understand how entrepreneurs’ emotional states play a critical role in their reactions to adversity. We theorize that, and test whether, entrepreneurial adversity is positively related to EBB and increase in EBB over time through increased interest when trait resilience is high. Also, we conceptualize and examine whether entrepreneurial adversity is positively related to UPB and increase in UPB over time through increased anger when trait resilience is low. We conducted a five-month longitudinal study of 100 entrepreneurs (482 observations). Our findings largely corroborated the hypotheses. Our study advances our understanding of entrepreneurs’ risk-taking by showing when and how they respond creatively or unethically.