Asia Pacific Journal of Management最新文献

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.

In this study we draw on self-consistency theory and examine the effects of perceived organizational exploitation on employees’ intention to leave, cyberloafing, and proactive behavior. We reveal the mediating effect of organization-based self-esteem (OBSE) and the moderating effect of task performance. We analyzed data from 223 matched supervisor-subordinate dyads in China and found that OBSE partially mediated the relationships between perceived organizational exploitation and employees’ intention to leave and cyberloafing, and fully mediated the association between perceived organizational exploitation and proactive behavior. In addition, high task performers suffered more damage at the hands of organizational exploitation than low task performers. Task performance strengthened the direct influence of perceived organizational exploitation on OBSE and its indirect effects on intention to leave, cyberloafing, and proactive behavior via OBSE. Our findings have theoretical and practical implications and provide new directions for research into organizational exploitation, OBSE, and job attitudes and behavior.

Responsible Innovation (RI) has increasingly attracted attention in academic research and business practice for UN Sustainable Development Goals (SDGs). Especially, the UN Economic and Social Commission for Asia and the Pacific (UNESCAP) highlights RI as a key concept to address how to institutionalize and organize action programs to solve grand challenges. However, we know little about the determinants of organizing RI in business. By applying agile management and stakeholder theory, this study proposes the critical organizational factors to implement RI, namely: Organizational Agility and Communicative Actions. Based on the large-scale data analysis of 13,234 South Korean manufacturing firms during the period between 1999 and 2019, this paper investigates whether and how organizational factors can affect RI in the Asian context, using the zero-inflated negative binomial regression model. Findings show that well-organized agile management and communicative actions with stakeholders are essential to enhance RI performance in a holistic view. This study contributes to the recently emerging field of RI and offers novel theoretical and practical implications for academics and practitioners regarding the underlying mechanism of organizing RI.

The question of whether family firms (FFs) perform differently in internationalizing is still somewhat unclear. As FFs’ growth trajectories may affect the owners’ perceptions and expectations, this paper explores whether FFs’ listing pathways on financial markets help to explain their moves to internationalize. It is proposed that FFs pursuing backdoor listings differ from those that pursue direct initial public offerings (IPOs) in terms of internationalization because of the different extent of dysfunction caused by their bifurcation bias. The dysfunction is further amplified by industry competition as this introduces greater uncertainties and higher needs for reliance on nonfamily assets. Based on a panel sample of listed Chinese FFs, this research finds that FFs pursuing backdoor listings have a lower level of internationalization than FFs pursuing direct IPOs, and this difference is strengthened by industry competition. Overall, this study contributes to the debates on FFs’ internationalization by unveiling that their listing pathways constitute an important heterogeneity among FFs. It also supplements the international business (IB) literature with micro-foundation determinants of FFs’ internationalization based on the bifurcation bias perspective while highlighting industry competition as a critical boundary condition.

According to upper echelons theory, firms’ strategic decision-making is, to a great extent, driven by the mindsets of the managers. Focusing on the role of the Chief Executive Officer (CEO) coopetitive mindset, which reflects the CEO’s favorable perception of simultaneously competitive and cooperative relationships and the willingness to pursue opportunities for accessing complementary assets and managing complicated relationships in positive ways, this research attempts to fill an important gap in the growing body of literature by examining the human-side antecedents of firm coopetition, as well as its boundary conditions. Using a two-phase survey of 780 Chinese firms, we found that firms with CEOs who have more coopetitive mindsets are more likely to adopt coopetition alliances for innovation. In addition, the relationship between CEO mindsets and firm coopetition is contingent on different levels of executive job demand. Specifically, higher levels of innovation performance challenge, technological uncertainty, and regional intellectual property protection incompleteness strengthen the impact of CEO mindsets on firm coopetition alliances. This research enriches our understanding of the micro-foundation of coopetition by considering the role of CEOs. We also contribute to the upper echelons theory by depicting how executive job demands interactively moderate the impact of CEO mindsets in the contexts of firms’ coopetition for innovation. Moreover, this study provides enlightening implications for ongoing managerial practice.

Technological innovations while economically prudent may have harmful consequences to the planet and/or people. This paper empirically investigates the moderating effect of responsible investment on the influence of innovation on firm performance in manufacturing industry. The hypothesized relationships are justified using signalling theory. Relationships are tested using data from six countries in Asia-pacific region, namely Australia, Korea, Taiwan, China, India, and Vietnam. The established measures are drawn from well-established GMRG fifth version survey instrument. The empirical analysis on 297 data points was done using SmartPLS3. The result strongly suggests that the responsible investments have significant positive moderating effect on the innovation, product and process, and firm performance relationships. Managers are, therefore, encouraged to not only consider responsible consequences of technological innovation, but also pay attention to the responsible investment aspects that influence innovation-performance relationship.