Asia Pacific Journal of Management最新文献

Grasping the evolving landscape of management and organizations in Asia Pacific is vital for addressing the challenges and opportunities they both face in the region and beyond. To do so, we conduct a systematic literature review using a bibliometric analysis of the Asia Pacific Journal of Management (APJM), the leading journal for management and organizational research in Asia Pacific that is celebrating its 40th anniversary. A total of 915 articles published by APJM from 2001 to 2024 were retrieved from the Scopus database and subsequently subjected to a performance analysis of productivity (publications) and impact (citations) alongside a science mapping of knowledge (themes). This study reveals a steady increase in APJM publications and citations, underscoring the journal’s growing influence. The globalization of collaboration networks is a noteworthy trend, highlighting the interconnectedness of research efforts across borders. Major themes include cultural understanding and interpersonal networks, as well as the adaptability of organizations in emerging economies. Areas such as innovation, performance, and corporate governance highlight the importance of growth, competitiveness, and responsible management structures, while research on major Asian markets like China, India, and Thailand underscores the relevance of globalization and multinational strategies. The findings offer future directions in key areas such as emerging economies and institutional environments, relationship networks and social resilience, innovation and digital transformation, managing internationalization, and methodological innovation.

This study addresses how voluntary sector employment can enhance an individual’s general entrepreneurial alertness and intentions. Specifically, it examines the mediating role of entrepreneurial alertness and the moderating role of the societal values of benevolence and egalitarianism, across several countries. We tested the model using a larger dataset of 457,407 country-year matched samples based on Propensity Score Matching (PSM) to alleviate endogeneity and selection bias from 38 countries/regions spanning 2015–2019. Results reveal that individuals with voluntary sector experience are more alert to recognizing entrepreneurial opportunities, and this relationship is amplified in societies with strong benevolence and egalitarian values. Consequently, this research advances the theoretical understanding of opportunity and provides actionable implications for individuals navigating the intersection of voluntary work and entrepreneurship.

How do chief executive officers’ (CEOs) experiences outside the work domain affect organizational ambidexterity? We examine the mechanisms through which CEO family-to-work enrichment (FWE) influences organizational ambidexterity. Building on the enrichment perspective of the family-work literature and the attention-based view, we argue that FWE broadens and deepens CEOs’ attention to innovation. This enables them to engage in distant and persistent knowledge and information searching, which helps them to pursue high levels of exploitative and exploratory innovation simultaneously. With a two-round sample of 136 CEOs from China, we find strong empirical support for our hypotheses and provide several theoretical and managerial implications.

While empowering leadership has been widely recognized for positive organizational outcomes, its potential drawbacks on performance remain underexplored. This research investigates the potential negative effects of empowering leadership while using the job demand-control-support model. Our study, based on data from 235 pairs, reveals that the relationship between empowering leadership and job demands follows a U-shaped pattern. Initially, empowering leadership reduces job demands, enhancing employee role performance. Nevertheless, as a leader’s empowerment increases, individuals perceive higher demands, resulting in decreased role performance. Therefore, the association between leaders’ empowerment and employees’ role performance via job demands follows an inverted U-shape, where moderated empowerment improves role performance, but excessive empowerment has a detrimental effect. Furthermore, the strength of this relationship was moderated by task complexity and leader support in distinct ways. Finally, the study provides novel theoretical and practical implications for empowering leadership literature.

The challenges associated with realizing the benefits of workplace diversity suggest the importance of inclusive leadership. Although an increasing number of studies have investigated inclusive leadership, definitive conclusions regarding its effectiveness remain scarce. The literature also suffers from the limitations of fragmented theoretical perspectives and empirical findings. To address these issues, we conduct a meta-analysis of inclusive leadership based on 105 independent samples (N = 39,948). The results reveal a positive relationship between inclusive leadership and the following employee outcomes: task performance, organizational citizenship behavior, innovative behavior, creativity, and voice. The results also reveal a negative relationship between inclusive leadership and turnover intention. Furthermore, our findings support the parallel mediating roles of psychological safety, psychological empowerment, perceived inclusion, organizational identification, and leader–member exchange. We also identify the Gender Inequality Index and the proportion of women as theory-driven moderators. In summary, our study not only offers the first meta-analytic evidence for the effectiveness of inclusive leadership but also provides a theoretical framework to integrate and synthesize the five most-studied mediating mechanisms that link inclusive leadership to individual employee outcomes.

Commitment reduction in the foreign investment process is a critical strategic decision for multinational enterprises (MNEs). Recognizing the complex nexus of drivers for MNE commitment reduction in an emerging economy, this study investigates the configurations of resource, industrial, and institutional factors that collectively influence the strategic decision of commitment reduction. We incorporated the strategic tripod framework to reveal the interactive patterns among various sets of factors influencing the investment reduction decisions of MNEs. Using fuzzy-set qualitative comparative analysis (fsQCA), we analyzed foreign investment reduction by MNEs operating across nineteen industries in China between 2013 and 2019. Our findings identify configurational solutions leading to four propositions, applying the strategic tripod to explain MNE commitment reduction decisions. This study concludes with important theoretical and practical implications, suggesting ideas for pushing the research landscape further.

Exploring the direct predictors of employee green behavior (EGB) has been a central issue for achieving organizational sustainability. According to the ability, motivation, and opportunity (AMO) theory, it is the employee ability-motivation-opportunity configuration that yields behavior and performance. However, how the three dimensions interact to produce EGB remains unclear. Far too little attention has been given to individual heterogeneity in motivation within the AMO framework. By integrating the AMO framework and regulatory focus theory, we explore the A-M-O configurations that are sufficient for the presence of EGB in the Chinese context, including required green behavior (RGB) and voluntary green behavior (VGB). Adopting fuzzy-set qualitative comparative analysis (fsQCA), we find two configurations leading to RGB and three configurations that are sufficient to yield VGB. Specifically, prevention-focused employees with green self-efficacy and high-quality supervisor-subordinate guanxi (SSG) tend to perform more RGB. Green autonomy is essential for the VGB of promotion-focused employees, while green self-efficacy and SSG are alternatives. In particular, employees motivated by both a promotion and prevention focus are prone to strike a balance between RGB and VGB. Accordingly, they need more resources to support their ambidexterity. Finally, we discuss the theoretical contributions and managerial implications of this study.

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.

Product harm crises occur increasingly frequently, resulting in proactive or passive product recalls for various considerations that influence firms differently. Many recent studies have explored the influence of traumatic experiences in CEOs’ early lives on firm behavior, but product recalls have received limited attention. Drawing on imprinting theory and post-traumatic growth theory, we investigate whether and how CEOs’ early-life disaster experiences affect a firm’s product recall decisions, considering the following moderating effects: CEO age, firm performance, severity, and the number of experienced disasters. Through an analysis of 259 product recall events, which covered listed firms in China from 2010 to 2019, we find that companies led by CEOs with early-life disaster experiences, who may gain psychological growth from such traumatic events, tend to make a proactive recall decision in response to product harm crises. Furthermore, when a CEO is older, or the firm’s performance is higher, the impact of their disaster experience intensifies, as certain organizational features contribute to the persistence and enhancement of imprints over time. Consistent with the fact that post-traumatic growth is associated with post-traumatic stress induced by the severity of traumatic experiences, we find that CEOs who experienced multiple disasters may gain more positive psychological strength, so that they are more likely to recall proactively. However, CEOs with extremely severe disaster experience are less inclined to make proactive recall decisions. This study presents new insights into the research on product recall decisions, indicating that firms attaching importance to consumer safety and social benefit should consider CEOs’ early-life disaster experiences in dealing with product recalls.