Asia Pacific Journal of Management最新文献

In this study, we examine the impact of the membership status of the founders of family firms on transgenerational succession intention in a Chinese context. Based on data concerning 1983 family firms in China, we find that certain forms of organizational membership on the part of founders (i.e., party, political or business membership) are positively associated with succession intention. In addition, we consider two kinds of moderating effect: family control and institutional environment. Family control weakens the relationship between social identity and succession intention; however, institutional environment strengthens this relationship. These results are robust to a variety of sensitivity tests. The study extends our understanding of how and why family firms’ succession behavior varies as a result of individuals’ sociological traits, particularly in the context of Chinese family firms, and has important implications for the task of sustainable family firm development.

Leaders’ sense of power is often found to induce abusive and aggressive behaviors toward subordinates, which consequently undermines interactional justice. Drawing on moral exclusion theory, we predict that subordinates’ instrumental value determines whether leaders’ sense of power prompts abusive supervisory behaviors or actions of showing goodwill toward subordinates, which, in turn, reshapes interactional justice. We theorize that leaders’ outcome dependence on subordinates is the key indicator of subordinates’ instrumental value. The results of two field studies lend support to our propositions. When leaders have low outcome dependence on subordinates, their sense of power is more likely to trigger abusive supervisory behaviors and then hamper interactional justice. Conversely, when leaders have high outcome dependence on subordinates, their sense of power is more likely to promote goodwill toward subordinates and consequently foster interactional justice. We further find that subordinates’ power distance influences the relationship between power-induced behaviors and interactional justice.

Based on person-organization fit and social exchange theory, this study investigates the effect of the needs-supplies fit of developmental job experience (DJE) on proactive behavior and explores the mediating role of affective organizational commitment (AOC). A lagged survey design in two-wave was used, and hypotheses were tested using polynomial regression and response surface analysis. The results show that different fit combinations between individuals’ needs for DJE and organizations’ supplies affect proactive behavior. Employees engaged in more proactive behavior when high-high fit (vs. low-low fit) and undersupply (vs. oversupply) were present. Furthermore, the effect of the needs-supplies fit of DJE on the different foci of proactive behavior is different. As hypothesized, the relationship between the needs-supplies fit of DJE and proactive behavior is mediated by AOC. The results of this study can deepen researchers’ understanding of the role of DJE in employees’ organizational, interpersonal, and personal proactive behavior and provide support for the effective mechanisms of DJE on proactive behavior based on social exchange theory and person-organization fit theory.

Businesses worldwide have increasingly embraced the corporate social responsibility (CSR) concept in their operations, and hence the popular saying ‘doing well by doing good’. Previous literature has not yet reached a consensus on the nature of the relationship between CSR and corporate financial performance (CFP). To contribute to the resolution of the issue, this article examines the relationship through evidence from China’s renewable energy enterprises. To evaluate the effect of CSR on CFP, this study takes CSR as a construct that consists of corporate responsibilities for (i) shareholders, (ii) employees, (iii) customers, suppliers, and consumers, (iv) the natural environment, and (v) social contributions. Based on data of the listed firms in China’s renewable energy from 2010 to 2016, this study shows that overall CSR can enhance CFP. For China’s renewable energy industry, shareholder and environmental dimensions of CSR positively affect CFP,  while the responsibility for non-shareholder stakeholders, particularly for customers, suppliers and consumers, demonstrates a negative effect. No significant effect is identified between the responsibility for social contributions and CFP, and neither is between employee responsibility and CFP.

Much has been written about the benefits of visionary leadership behaviors to the followers as well as leaders themselves. Given this prevalence, however, visionary leadership may carry some unnoticed harms. Based on the conservation of resources theory, we argue that visionary leadership behaviors can exhaust a leader’s own resources and result in burnout. To test this hypothesis, we adopted weekly diary analysis and conducted two experience sampling studies through weekly surveys with each study lasts for five consecutive weeks. The results show that visionary leadership behavior is associated with psychological stress, and a resulting increase in burnout, among leaders. These detrimental outcomes extend beyond the advantages to followers (Study 1) and the leaders themselves (Study 2). The extent to which visionary leadership behavior is associated with increased psychological stress also depends on the characteristics of the followers. Specifically, when followers have low degrees of proactive personality (Study 1) or competence (Study 2), visionary leadership has stronger effects on psychological distress. Overall, the results elucidate when and why visionary leaders are likely to experience burnout.