Asia Pacific Journal of Management最新文献

There is ongoing debate in extant empirical work on whether vertical leadership acts as a facilitator or an inhibitor of shared leadership teams and whether shared leadership acts as a substitute for vertical leadership. This study adopts role theory to clarify formal leaders’ role in shared leadership teams by simultaneously considering both transformational leadership and laissez-faire leadership. Using a sample of 68 work teams varied in functions in high-tech firms in Taiwan, the results support most of our predictions. Specifically, this study provides empirical evidence that transformational leadership can significantly facilitate activities of shared leadership teams that are highly goal-committed. Our findings also suggest that shared leadership does not substitute for transformational and laissez-faire leadership to influence team adaptive performance. Instead, a high level of transformational leadership would strengthen the effect of shared leadership teams on adaptive performance whereas a high level of laissez-faire leadership would result in shared leadership teams decreasing team adaptive performance.

Family firms are generally reluctant to participate in acquisitions because of the aversion to socioemotional wealth loss. This work on family firms in China shows that in contrast to non-Buddhist counterparts, Buddhist family leaders are more likely to engage in acquisitions as their Buddhist beliefs mitigate their concerns about the loss of socioemotional wealth and promote a growth orientation. The positive relationship between Buddhist leaders and family firms’ acquisition, however, is attenuated by the influence of other family members and the next generation’s succession intentions toward keeping control over the business. Results based on two samples, a cross-sectional survey of 1,993 non-listed Chinese family firms in 2010 and panel data on 1,259 listed family firms in the years 2008 to 2015, largely supported the argument that Buddhist family leaders are more likely to engage in acquisitions toward firm growth in China despite some family resistance.

Entrepreneurs who have recovered from failure and reentered entrepreneurial activities account for almost half of all entrepreneurs. However, extant research drawing on a human capital perspective has provided mixed evidence regarding whether failed entrepreneurs subsequently choose reentry or seek paid employment. Situating our study in the context of the digital era, we consider digital technology capability as an emerging, specific, and critical human capital in the development of entrepreneurial alertness, thereby influencing reentry intention. Our study proposes that entrepreneurs possessing a high level of digital technology capability have the potential to obtain rich and diverse information, reduce reentry barriers, and enhance their capacity to materialize business ideas, all of which are conducive to the development of entrepreneurial alertness and increased reentry intention. Using a sample of 263 Chinese entrepreneurs who have experienced at least one entrepreneurial failure, we find evidence in support of our hypotheses. Moving beyond the extant literature’s focus on the antecedents and consequences of entrepreneurial alertness, our study enriches our understanding of its mediating role in the relationship between human capital and reentry intention. Further, we provide a nuanced understanding of these relationships by demonstrating social costs and entrepreneurial resilience to be important moderators.

Research suggests that female directors can affect strategic change by changing board dynamics via gender diversity; however, this is only part of the story. In this study, we examine new mechanisms underlying the link between female directors and strategic change through the lens of gender-specific action tendencies. In particular, we explore the mediating effects of compensation monitoring of top managers and corporate risk-taking to explain the different pathways between female directors and strategic change. Using a sample of Chinese listed manufacturing firms over the 2010–2016 period, we find that female directors can indirectly improve strategic change via more effective monitoring of top manager compensation, but they can also inhibit strategic change indirectly via less risk-taking. These findings contribute to the literature by providing new insights into how female directors affect strategic change through the lens of gender-specific action tendencies.

This paper tackles the question of whether necessity-based female entrepreneurship (NBFE) can drive new job creation. Drawing on the institutional logic perspective, we reason female entrepreneurs need to secure legitimacy across both private and business domains to be successful in job creation. Our empirical investigation, based on a sample of 1,890 female entrepreneurs from 20 countries sourced from the Global Entrepreneurship Monitor (GEM) APS 2013 dataset, reveals that NBFE positively predicts new job creation under high legitimacy in the private sphere, and this positive effect will be more positive with high legitimacy in the business sphere. Our theoretical contributions shed new light on the interplay between institutional logic, legitimacy, and entrepreneurship, challenging and expanding the existing conceptions in entrepreneurship literature.

Ambivalent situations activate ambivalent emotions (i.e., the simultaneous experience of discrete emotions such as happiness and sadness), which is a ubiquitous phenomenon in organizations. Yet, how and when does ambivalent emotion foster or impede creativity? Unfortunately, prior scholars have largely overlooked the consequences of ambivalent emotion. However, informational theories of emotion deem that ambivalent emotion stimulates more information, which facilitates creativity. On the other hand, another resource depletion perspective thinks ambivalence is a stressful situation that hinders creativity, which demands more psychological resources to identify and solve problems in a new way. Drawing from the lenses of conservation of resources theory (COR), informational theories of emotion, the theory of emotion regulation strategy, and the bifurcation model of affect, a moderated mediation model is developed and found where two facets (i.e., information searching and coding engagement and idea generation engagement) of creative process engagement mediate the association between ambivalent emotion and creativity, in which ambivalent emotion diminishes the two facets of creative process engagement so that results in undermined creativity. And one dimension (i.e., emotion threshold) of a new construct of emotional stability moderated the mediation effect of idea generation engagement in the process, such that this relationship is stronger when emotion threshold is high. This study also reveals that another dimension (i.e., emotion recovery) of the new emotional stability positively relates to creativity. We test and find support for our theorized hypotheses across two field studies using Chinese samples (N =294) and Bangladeshi samples (N =243 with multi-wave and multisource designs). The theoretical and practical implications of these findings in organizations, their plausible limitations, and future directions are addressed.

While narcissism provides an essential understanding of entrepreneurial intention, the connections between grandiose narcissism and entrepreneurial intention and between vulnerable narcissism and entrepreneurial intention in college students remain unclear. To address this issue, this study employed regulatory focus theory to elucidate the psychological process and condition under which narcissism either promotes or inhibits subsequent entrepreneurial intention. In Study 1, we considered promotion and prevention focus as the mediating mechanism between narcissism and entrepreneurial intention. Questionnaires were distributed three times, each with a 30-day interval. Results of 531 college students from Taiwan indicated that grandiose narcissism positively predicts entrepreneurial intention via promotion focus, and vulnerable narcissism negatively predicts entrepreneurial intention via prevention focus. Study 2 considered whether entrepreneurship education programmes (EEPs) played a moderating role. Based on a sample of 231 Australian college students, the findings revealed that perceiving high-quality EEPs can increase the positive impact of promotion focus on entrepreneurial intention. Additionally, these EEPs helped mitigate the adverse impact of prevention focus on entrepreneurial intention. Finally, grandiose narcissism positively predicts entrepreneurial intention via promotion focus, particularly when students perceive that they are educated in high-quality EEPs. Vulnerable narcissism negatively predicts entrepreneurial intention via prevention focus when students are educated in high-quality EEPs. This study offers crucial theoretical insights, managerial implications, and suggestions for future research.

Narcissism, considered a fundamental personality trait of many entrepreneurs, has been shown to significantly influence entrepreneurs’ leadership and strategic decisions, yet it has been widely disregarded in the entrepreneurship literature. According to role congruity theory and expectancy violation theory, narcissism, a typical agentic characteristic, may exert a greater influence on the performance of female entrepreneurs than it does on their male counterparts since it is considered a gender-incongruent characteristic of women. This study examines the relationship between female entrepreneurs’ narcissism and new venture performance while also evaluating the contingent roles of gender discrimination and political connections in this relationship. Using a sample of 537 technology-based female entrepreneurs in China, we find that female entrepreneurs’ narcissism has an inverted U-shaped relationship with new venture performance, and we determine that this relationship is steeper for female entrepreneurs with strong political connections and low gender discrimination. Our findings contribute to the entrepreneurship literature by revealing the nonlinear relationship between entrepreneurs’ narcissism and new venture performance. Moreover, our results provide fine-grained insight into the contingent mechanisms of female gender discrimination and political connections, and how each one’s interaction with entrepreneurs’ narcissism can have profound effects on new venture performance.