Drawing on affective events theory (AET) and workplace incivility spiral, this study tested a conditional process model to explain, when and how, affective workplace events (workplace ostracism and workplace incivility) affect employees’ emotions and work effort. Data for this cross-sectional study were collected via an online survey from 251 employees at three public sector universities in Quetta, Pakistan. Results indicated that both ostracism and incivility encumber work effort, and that one way via which ostracism negatively affects work effort is by provoking targets’ negative affect (NA). Results also revealed that workplace incivility exacerbated positive relationship of ostracism and NA such that this relationship was stronger when incivility was high and weaker when incivility was low. Moreover, the indirect effects of ostracism on work effort were also contingent on workplace incivility. Practical implications are discussed at the end.

Using the data on the religious belief of entrepreneurs in Chinese family firms, this study shows that religious entrepreneurs significantly positively affect corporate longevity, echoing the view that religious entrepreneurs can obtain managerial skills and share managerial knowledge about corporate operation through the conduit of religious attendance, and thus firms with religious entrepreneurs are more long-lived. Moreover, the development of factor markets across different provinces in China reinforces this positive relation between religious entrepreneurs and corporate longevity. Furthermore, qualitatively similar results can be found from various robustness tests, and our conclusions still stand after controlling for the potential selection bias in the research sample. Lastly, after differentiating different religious beliefs, the positive relation between religious entrepreneurs and corporate longevity is only valid for Western religious beliefs (but not for Eastern religious beliefs), and the reinforced role of the development of factor markets only stands for Eastern religious beliefs.

Considerable attention has focused on tactics firms use when building their sustainability platforms. Less is known, however, about how sustainability goal setting varies globally, especially in developing economies. Accordingly, we examined sustainability goals of 21 of the 50 largest Indian firms and compared them with similar data from a published study that examined 22 of the 50 largest U.S. firms. In total, 679 sustainability goals were analyzed using a triple bottom line framework. We found U.S. firms set more sustainability goals than Indian firms. Firms from both samples set similar numbers of people goals but U.S. firms set more diversity goals. Indian firms were more inclined to set economic and community development goals. We also detected differences across the samples in planet goals associated with emissions and water. Especially significant, Indian firms were much more likely than U.S. firms to specify profit goals. Implications for research and practice are discussed.

Mutiny is often regarded as a consequence of dire conditions and failed leadership. This reflection on Ken Parry's work suggests it is neither and much more the consequences of a socially constructed world.

Using country- and institution-level data, we find that the “coming wave” of emerging- market (EM) investors systematically over- or underweight their equity portfolio holdings in a way that reflects the influences of past capital and trade flows from a foreign country. We interpret this finding as support for van Nieuwerburgh and Veldkamp (2009) information endowment hypothesis. Strong past capital and trade flows create an information advantage that leads EM investors to disproportionately overweight a given foreign market, even relative to developed market investor counterparts. We also pursue predictions of the information endowment hypothesis by constructing novel information-advantage proxies based on relationships among investment firms and the headquarters of their parent companies. These proxies also offer reliable explanatory power for international portfolio allocations.

Leader development has traditionally focused on adults. However, evidence suggests that these efforts are limited to developing and refining skills, encouraging some reflection, and helping the learners plan for the future. The underlying problem is that these are people whose brains are fully developed and relatively set. Hence, adult leader development works with what is already there. In this controversial essay, we argue that leader development activities should instead be directed towards children. Their brains are forming and leader development work will create and shape the leaders of tomorrow. We draw the important caveat that relatively little is known about influencing leadership in young brains making this a fertile and exciting, if challenging, area for leader development research.

Organizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.