Journal of Management & Organization

The aim of this study is to examine the influence of humble and empowering leader behaviors on the prosocial voice of subordinates. We also investigate subordinate power distance orientation as a possible moderator of this relationship and subordinate psychological empowerment as the underlying mechanism behind this moderated effect. Findings from 306 employees of a Korean business conglomerate indicated that humble and empowering leadership were positively related to the prosocial voice of subordinates, and the moderation effects of subordinates’ power distance orientation between these two types of leader behaviors and subordinates’ prosocial voice were fully mediated by the extent to which they felt psychologically empowered. Our findings indicated that the moderation for the main effect between leadership and voice was caused by the significant moderating effect in the indirect path between two main variables via psychological empowerment. We conclude by highlighting implications for management practice and identifying avenues for future research.

Although the characteristics of top managers is an important factor associated with competitive advantage, and managerial resources are recognized as a firm’s major resource, there is limited research concerning the role of top manager’s capabilities in the relationship between entrepreneurial orientation and international performance. Based on the upper echelons perspective and resource-based view, the present study aimed to analyze top manager’s cultural intelligence as an internal contingency of the relationship between entrepreneurial orientation and international performance. The study’s theoretically derived research model was tested using survey data obtained from 206 small- and medium-sized enterprises. The findings suggested that the extent to entrepreneurial orientation was related to a firm’s international performance was contingent on the level of three dimensions of cultural intelligence (metacognitive, cognitive, and motivational). Furthermore, as the level of all four cultural intelligence dimensions of top managers increased, the relationship between entrepreneurial orientation and international performance increased in strength. The implications of the present findings for future research and practice were discussed.

In this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

The present study investigated the role of temporal flexibility on three conceptualizations of person–environment fit and job satisfaction. Data were collected from 320 full-time employees in Canada and America. Using structural equation modeling, it was found that temporal flexibility was directly related to increased job satisfaction and indirectly related to job satisfaction through supplementary fit, demands–abilities fit, and needs–supplies fit. Moreover, supplementary fit and demands–abilities fit were influential on perceptions of needs–supplies fit, although we acknowledge that additional research is required to further explore our novel findings of the relative relationships between the three conceptualizations of person–environment fit. The present research supports the idea that giving employees greater control over their schedule increases their autonomy, thus helping to satisfy a core psychological need. Organizations that provide employees with the opportunity to choose their own schedules may be more likely to retain satisfied and committed people who believe they fit well with their employer.

Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

This study analyzes the effects of gender diversity in management on organizational performance using Korea Workplace Panel Survey data for 2005, 2007, and 2009. Few studies have examined this relationship for firms outside the United States, particularly in Asian countries. Similar to previous research, our findings show that gender diversity in management has a U-shaped relationship with firm productivity. Second, the curvilinear relationship between gender diversity in management and firm productivity is stronger in service-oriented industries relative to manufacturing industries, with the highest level of employee productivity within homogeneous management groups. Third, we include a measure of workplace family-friendly policies to moderate the relationship between gender diversity in management and organizational performance. We find that the U-shaped pattern also holds in firms with a large number of family-friendly policies. This suggests that gender diversity in management has considerable influence on the productivity of Korean firms through interactions with family-friendly policies.

The purpose of this study is to investigate the relationships among human resource development (HRD) efforts, top management support, and employees’ attitudes (job satisfaction and organizational commitment) in the Korean context. Based on the Korean Human Capital Corporate Panel survey data, 3,899 responses from 159 large companies were analyzed by adopting hierarchical multiple regression analysis and a regression-based path analysis. The results indicated that HRD efforts positively affected organizational commitment through job satisfaction. In addition, job satisfaction had a moderated mediation effect on the interaction of HRD efforts and top management support on organization commitment. Finally, top management support moderates the relationship between HRD efforts and employees’ attitudes such that increased top management support for HRD efforts improves employees’ job satisfaction and organizational commitment.

This paper examines office design as a spatial context of organizations. Organizations increasingly invest in designing workspaces to support employee creativity, foster company innovation and communicate a positive company image. This paper takes a critical view of this ‘hype’ by describing and analysing images of the headquarters of allegedly ‘creative workspaces’ published on the internet across a broad range of industries and corporations. Our analysis shows how their design follows standardized or stereotypical approaches to nurturing creativity: playfully or artistically designed open spaces, environments reminiscent of home, sports and play, nature, past/future technologies, or culturally aligned symbols. We discern underlying connections between office spaces and creativity, suggesting that creativity flourishes in happy, relaxed and playful communities within close-knit teams. We then identify three contradictions in relation to the existing literature on creativity and workspaces: individually versus collectively produced creativity; professionally designed workspaces versus workspaces created through participation; and planned versus emerging creativity.

Introduction: Healthy work environments are essential in determining improved well-being of Australians. Job stress has been identified as a significant factor in psychological distress. This study evaluated the effect of introducing a systems-based workplace wellness programme using mindfulness in the workplace. Methods: The programme ‘Be Well’ was introduced as part of a systems-based approach to workplace health promotion, and evaluated using sick leave as a proxy for workplace stress, and the stress satisfaction offset score to determine the degree of change in stress and satisfaction. Results: There was significant reduction in sick leave (2014 vs. 2012) (p<.001), and significant improvement in stress satisfaction offset score (p<.05). Logistic regression analysis identified the programme components most predictive of reduced stress and higher job satisfaction. Conclusion: The impacts of a systems-based mindfulness workplace wellness intervention, show significant improvements in workers’ sick leave and changes to stress and satisfaction scores. This study has implications for sector-wide policy change in the workplace.

This study examines the role of service innovation, including service process, Information Technology infrastructure and customer acuity, on customer satisfaction from the network relationships perspective. This study tests the hypotheses in a sample of 136 companies, which is drawn from top 5,000 Taiwanese firms listed in the 2015 yearbook published by the China Credit Information Service Incorporation. The results indicate that service innovation is positively related to network relationships, and that network relationships have a positive effect on customer satisfaction. Also, the results provide evidence that network relationships play a mediating role between service innovation and customer satisfaction. The findings of this study contribute to the theoretical development of a conceptual model for explaining the interrelationships among service innovation, network relationships, and customer satisfaction. The empirical evidence of the Sobel test, in line with Baron and Kenny’s procedure and bootstrap analysis supports the process-oriented view and indicates that network relationships mediate the effect of service innovation on customer satisfaction. Finally, this study discusses managerial implications and highlights future research directions.

The effects of employee-perceived leadership paradigms on multiple measures of firm performance collected from managers and customers in small businesses were examined. Four leadership paradigms operating in Australian retail pharmacies were assessed against six performance measures – financial outcomes, staff and customer satisfaction, productivity, retaining staff, and manager retention. Structural equation modeling, regression, and analysis of variance were employed to test the hypotheses. Predictions that firms characterized by visionary and organic/distributed leadership would outperform those using classical and transactional leadership were supported on all measures. Furthermore, the emerging organic leadership paradigm outperformed the others on every measure.

Team emotional intelligence is expected to have a significant impact on intrateam conflict and team effectiveness. However, to date, there has been a dearth of empirical evidence of this link. Taking a comprehensive approach, our study contributes to the literature on intrateam conflict and team emotional intelligence. Data collected from 79 teams in South Korean companies reveal that team emotional intelligence is negatively related to team process (i.e., task conflict and relationship conflict) and positively related to team effectiveness (i.e., team performance, innovation, and cohesion). In addition, team emotional intelligence has a moderating effect on decoupling task conflict and relationship conflict. Our findings also indicate that team emotional intelligence decreases the negative effects of task conflict on team effectiveness, and of relationship conflict on team cohesion. We conclude this study with a discussion of limitations and implications for future research.

Leaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

Sharon Winsor was not intent on becoming one of Australia’s leading female Indigenous entrepreneurs, it was rather unexpected. In seeking to escape from an abusive relationship and provide for her family, she turned to her knowledge of native foods and love of ‘wild harvesting’ from her childhood, to develop a thriving business. Her traditional knowledge of harvesting native foods has now led to the creation of products such as lemon myrtle sweet chilli sauce, Davidson plum syrup and cosmetics using ingredients such as Kakadu plum, emu oil, lemon myrtle and wild berry. Sharon now finds herself in a position where increased opportunities for international expansion are demanding increased volume and scale from her rural operations, where she works with Indigenous communities. She faces three key challenges about the future of Indigiearth:

1.

How can Indigiearth achieve scale while maintaining profitability and social mission?

The New Year is close and Sharon already has received large orders coming in from Europe and there is much interest from China and Japan. These decisions will determine how Indigiearth is structured, with whom it needs to partner to develop the Indigenous food industry, and how it will need to work with stakeholders on the issue of traditional knowledge while meeting the growing needs of the company. Sharon has a passion for her native products and wants to preserve the knowledge and respect that goes into her products – the dilemmas she is facing are putting her under immense pressure. She may choose to expand while maintaining the integrity of her business – but how can this be done?

Programmatic learning goals serve as the foundation for an educational institution’s curriculum design and assurance of learning processes. The purpose of our study is to determine the relevance or alignment of undergraduate business school learning goals. We identify the learning goals of US undergraduate business programs accredited by the Association to Advance Collegiate Schools of Business-International (AACSB) and determine the extent to which the goals are aligned with (a) evidence-based competencies that are needed for managerial success (including the ‘Great Eight’ and the ‘hyperdimensional taxonomy’) and (b) content areas identified in AACSB’s Eligibility Procedures and Accreditation Standards for Business Accreditation. We found that learning goals conform to AACSB Standards and evidence-based managerial competencies, but goals are most closely aligned with AACSB Standards, followed by the Great Eight, and the hyperdimensional taxonomy, respectively. We discuss the implications of our findings with respect to business schools’ assurance of learning processes and provide recommendations for AACSB, business schools, the broader academy, and future research.

Even though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

The literature exploring the impact of lesbian, gay, and bisexual (LGB) supportive employment policies on work and life satisfaction and how these relationships reflected business outcomes is largely derived from the LGB workforce in Western countries. To our knowledge, empirical evidence from LGB workforce in Thailand is very limited. To address this shortcoming, this study aims to identify and evaluate the work-related supportive factors that influence job and life satisfaction of Thai LGB employees. Theoretically, the study offers novel aspects of LGB employees’ perception toward their workplace environment in different social and cultural context of Thailand. Online surveys were administered to 144 LGB individuals, and the results highlight the effects of three types of support at work – supervisor, organizational, and coworker – on Thai LGB employees’ job and life satisfaction. The findings also provide insights for human resources managers to attract and retain LGB employees.

Although an increasing amount of the leadership literature argues that leader humility is beneficial to team learning, few studies have examined this effect directly and, as such, little is known about why leader humility has such important effects or when these effects can be amplified or attenuated. Utilizing a survey of 305 employees on 89 teams, we found a positive relationship existing between leader humility and team learning. The results also indicated that a shared mental model was an important mechanism revealing why leader humility could stimulate team members to learn. In addition, we found that the learning effect stimulated by leader humility was much stronger on teams having a high collective promotion focus instead of a high collective prevention focus. Theoretical implications and managerial practices were also discussed.

This study aims to advance the understanding of direct and moderated effect of transformational leadership on organizational innovation. A new framework is proposed in this research to identify the moderating effect of organization support for idea generating, risk taking and decision-making on the relationship between transformational leadership and organizational innovation. A sample of 63 companies from top 100 Iranian companies participated in this research. The results of this study supported the expected positive relationship between transformational leadership and organizational innovation. Besides, two of the predicted moderating effects were supported in this research. The results suggest that transformational leaders might not only promote innovative activity within the organization but also ensure the market success of the innovations.

Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the ‘importance of a mandate’ and the ‘development of trust’, had their foundations in traditional management practices. The others, ‘capacity to challenge the norms’ and ‘boundary spanning’, emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.