Asia Pacific Journal of Management最新文献

This study draws on the conservation of resources theory to explore the role of altruistic behavior in resource gain and loss spirals and the association between particular genetic markers and these spirals. Using experience sampling data and genetic analysis, we found that positive affect (T1) was directly associated with altruistic behavior. A payoff of increased positive affect resulted from such behavior (T2). Individuals who started work with an elevated level of fatigue (T1) engaged in less altruistic behavior and became more fatigued (T2). Altruistic behavior mediated the positive affect/fatigue at T1 and T2. Hence, altruistic behavior may promote a resource gain spiral by enhancing positive affect resources. Furthermore, it buffers against a resource loss spiral by preventing increased fatigue. Moreover, genetic testing showed that the 2R carriers of the DRD4 polymorphism would respond with stronger positive affect and less fatigue after performing altruistic behaviors compared to non-2R carriers. Therefore, our research revealed the moderating role of individual differences in the relationship between altruistic behavior and resource gain and loss spirals.

We investigate the impact of CEO career horizon on corporate bribery. Based upon the research on time horizon of corporate investments, we argue that bribery may be implemented as an investment in strategic relationships with long-term motivations in emerging markets and, for that matter, CEOs with longer career horizons rather than shorter career horizons are more likely to make bribery investments. Using a sample of 2,914 Chinese listed companies from 2010 to 2018, we find support for the argument. The finding challenges the long-held assumption that short-term oriented CEOs are prone to paying bribes. Further, we augment the research by expounding upon the way that state ownership moderates the relationship between CEO career horizon and firm bribery investment.

Despite several studies exploring the effect of abusive supervision on employee creativity from various perspectives, the social side of creativity remains largely unexplored. Building on the social identity model of organizational leadership and the dynamic componential theory of creativity, we purported that abusive supervision would dampen victims’ creativity through coworkers’ ostracism, but this effect would critically depend on leaders’ in-group prototypicality. Results from a multi-wave and multi-source survey and a scenario experiment provided converging support to the proposed model. Specifically, we found that abusive supervisor was negatively related to employee creativity via coworkers’ ostracism only among leaders high (vs. low) in-group prototypicality. Theoretical and managerial implications are discussed.

The COVID-19 pandemic disrupted classroom instruction at every level, in every field, around the world. Graduate business programs, which are largely centered on “high-touch” interaction and exchanges among peers and with instructors via student-oriented learning approaches, faced a common challenge: a possible compromised learning experience resulting from the suspension of in-person education. This paper chronicles personal and professional transformations experienced by the authors while teaching four second-year electives at a graduate business school during the 2020–21 academic year. We reflect on how a particular mindset and specific strategic choices led to effective online teaching, mitigating the negative impact of the upheaval. We also consider this experience as a basis for developing online/offline “ambicultural” teaching methods for adoption in the post-pandemic world. Academics may find this account to be a useful learning tool and a guide for transforming their teaching in both the virtual and in-person classroom environments.

Frequent changes in economic policy pose challenges to normal business production and operations. However, little is known about the non-market strategies adopted by firms in emerging economies, such as China, in response to economic policy uncertainty. This study proposes that firms in China respond to high levels of economic policy uncertainty by increasing philanthropic donations and bribery. In addition, this study argues that private firms and state-owned firms implement different strategies to cope with economic policy uncertainty. Specifically, the study suggests that state-owned enterprises (SOEs) are more likely, than non-SOEs, to respond to economic policy uncertainty by increasing corporate philanthropy, and less likely to respond by increasing expenditure on bribes. This study obtained empirical evidence to support these views, based on an analysis of a dataset of 2,904 listed Chinese firms from 2008 to 2019.

Previous studies have found that inclusive leadership has positive effects on employees’ behavior and performance in individuals and teams. Yet, there remains debate about whether increasing inclusive leadership is always beneficial in teams with high or low diversity. Following social exchange theory and the prior studies which put forward the potential drawbacks of inclusive leadership, we developed and tested a “Too-Much-of-a-Good-Thing” (TMGT) model of an inverted U-shaped relation between inclusive leadership and team innovative behaviors. Using time-lagged and multi-source data collected from 65 team supervisors and 364 employees in China, we found an inverted U-shaped relation between inclusive leadership and team engagement, and team engagement mediated the inverted U-shaped relation between inclusive leadership and team innovative behaviors. Furthermore, results showed that team demographic diversity moderated this indirect curvilinear effect. The theoretical and practical implications are discussed at the end of the paper.

Although cyber incivility (i.e., an interpersonal workplace stressor displayed through uncivil behaviors manifested in online working communication) occurs every day in the workplace, we know little about how it influences employees’ task performance at daily level, nor why and when this influence occurs. To address these limitations, we theorized and tested a model that links cyber incivility to task performance via negative affect and sleep quality at daily level and a cross-level boundary condition at the person level (i.e., self-leadership). Multilevel modeling results based on data collected from 112 full-time employees with 866 observations suggest that daily cyber incivility has a time-lagged effect on task performance of the following day after controlling for task performance the same day. This intrapersonal effect can be explained by the induced negative affect of the following workday but not sleep quality of the previous night. In addition, the relationship between cyber incivility and negative affect and the indirect effect of cyber incivility on task performance via negative affect were weaker among employees with high rather than low self-leadership.

Although emerging market multinational enterprises (EMNEs) face substantial liabilities of origin (LoO) that hinder their global expansion, under-researched is whether trust-building with foreign partners in host markets can help them reduce these liabilities and enhance their subsidiary performance. Drawing on the relational exchange view and institutional theory, our study examines how interfirm trust affects EMNEs’ subsidiary performance in host countries, and how this effect is moderated by factors reflecting the regulative, normative, and cognitive institutional pressures that confront EMNEs in host countries. The results from a survey of 146 senior managers of overseas subsidiaries of Chinese multinational enterprises show that interfirm trust is positively related to subsidiary performance, and this positive effect is stronger when host countries’ legal systems are deficient but financial markets are munificent, and when EMNEs partner with state-owned foreign firms or possess rich international experience.

As part of the broader intellectual movement throughout the social sciences that is centered on new institutionalism, the institution-based view has emerged as a leading perspective in the strategic management literature. This article (1) traces the emergence of the institution-based view, (2) reviews its growth in the last two decades, and (3) responds to three of its major criticisms. We also identify four promising research directions—deglobalization and sanctions, competitive dynamics, hybrid organizations, and corporate social responsibility. Overall, we demonstrate that the thriving research on institutions has culminated in an institution-based paradigm, which has significant potential for future growth.

How do events, especially rare external events such as financial crises, wars, natural disasters, and the COVID-19 pandemic, affect the efficacy of entrepreneurial passion to drive organizational innovation? This study investigates the moderating role of events and entrepreneurs’ competence to exploit the events (opportunity competence) in the relationship between entrepreneurial passion and organizational innovation. Drawing insights from event system theory, we identified two critical event characteristics (i.e., event novelty and event criticality). Integrating the affect infusion model and the self-verification process in the identity literature, we argue that the two event characteristics and opportunity competence are crucial for entrepreneurs to exploit the benefits of entrepreneurial passion in promoting organizational innovation. After analyzing a survey sample of 435 entrepreneurs in Qinhuai Silicon Alley in China and an online survey of 202 entrepreneurs worldwide, we found that entrepreneurial passion exerts a stronger effect on organizational innovation when events are more novel and more critical to entrepreneurs, and when entrepreneurs have greater opportunity competence. We discuss these findings’ theoretical and practical implications later in this paper.