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.

A mission statement is a widely used strategic tool that emphasises an organisation’s uniqueness and identity. It was in the early 1980s that academics, managers, and consultants recognised the need for explicitly formulating a mission statement in organisations. Since then, mission statements have remained as a popular strategic tool in organisations. This article conducts a systematic literature review to synthesise research on mission statements. The analysis of the 53 articles selected includes a bibliometric and content analysis. According to their perspective, the works selected were grouped into four thematic areas: (1) mission statement development, (2) mission statement components, (3) mission impact on employees, and (4) mission impact on performance. The overreaching conclusion is that mission statements are widely used in practice but poorly researched in theory. Most articles adopt a managerial phenomenon-based strand, lacking a deep theoretical foundation. The article ends with suggestions for further research in terms of theory, practice, and methodology.

Family business research has grown over the last decade and there are increasing requests for deeper insights into the nature and workings of these organizations. Currently, family business research is dominated by quantitative research methods. In this article, we argue that these studies should be complemented by a research approach that is more apt to capture the specific complexity and dynamics unique to family businesses. We suggest that the interpretive approach within the broader umbrella of qualitative methods has this potential. The article discusses issues, choices, requirements and implications for family business scholars engaged in interpretive research. We also offer suggestions for how editors and reviewers can assess interpretative research.

Research on the knowledge sharing has exploded over the past decades due to trends and integration of knowledge and talent management in modern workplace. However, knowledge hiding has been left unexplored; moreover, efforts to foster knowledge sharing remain because employees are unwilling to share their knowledge for several reasons. Drawing on psychological ownership and social exchange theory, this article investigated the nexus between perceived organizational support, psychological entitlement, knowledge hiding behavior, and extra-role behavior, and the mediating role of knowledge hiding behavior. Utilizing survey data collected from 375 employees in Jordanian commercial banks, a structural equation modeling was applied to analyze the data. Results from structural equation modeling show that (1) perceived organizational support has a positive impact on extra-role behavior, (2) knowledge hiding behavior has a negative impact on extra-role behavior, (3) psychological entitlement has a positive impact on knowledge hiding behavior, and (4) knowledge hiding behavior mediated the relationship between psychological entitlement and extra-role behavior. Implications for theory and practice are discussed.

Research reveals that emotional intelligence is an important factor in predicting performance in teams. In this article, we initially outline a theoretical model for examining emotional intelligence in teams. Using this model, we test a short version (16 items) of the self-report Workgroup Emotional Intelligence Profile (WEIP). Evidence from three studies supports this model. Two samples of 620 and 217 employees support the hypothesized structure of the WEIP-S. Four distinct constructs were derived: Awareness of own emotions; Management of own emotions; Awareness of others' emotions; and Management of others' emotions. The WEIP-Short Version (WEIP-S) scale, therefore, is based on abilities that are vital during the interaction of team members. Data from 99 employees provide evidence of test–retest stability for the WEIP-S across three time periods. Limitations and potential uses in management research for this short-version scale are discussed.

We examine the relationship between authoritarian leadership and employee silence behaviour with 324 employees in 16 state-owned manufacturing enterprises in China. We draw from theories of motivation and person–environment fit to explain the mediating roles of psychological safety and organization-based self-esteem, and the moderating effects of power distance orientation. Regression analyses show that authoritarian leadership has a positive relationship with employee silence behaviour. Mediation analyses show that both psychological safety and organization-based self-esteem partially mediate the relationship between authoritarian leadership and employee silence. Moderation analysis revealed that the direct relationship between authoritarian leadership and employee silence behaviour is stronger for employees with high (as opposed to low) power distance orientation. Additionally, moderated-mediation analyses show that the mediating effects of both psychological safety and organization-based self-esteem are stronger for employees with low (as opposed to high) power distance orientation. Implications for theory and practice are discussed.

Conservation of resources theory is employed to examine the effect of workplace support on thriving at work and the mediation of thriving at work on the workplace support and life satisfaction relationship using data on white-collar workers in China. We find that workplace support is positively related to thriving at work and thriving at work is positively related to life satisfaction. We also find that thriving at work fully mediates the relationship between life satisfaction and supervisor support, while the relationship between life satisfaction and coworker support is partially mediated by thriving at work. Consistent with the COR caravan and spillover hypothesis, we conclude that thriving at work is a mechanism that transmits the positive effects of workplace support on life satisfaction. The research findings suggest that an increase in workplace support can benefit both individuals and organizations by improving individuals’ thriving at work and life satisfaction.

Coronavirus disease 2019 (COVID-19) has seen a shift in remote work from being a discretionary flexible work policy to a mandatory requirement for several workplaces. This ‘forced flexibility’ has meant that organisations and their employees have had to adapt swiftly to new requirements and arrangements for how work is done. Working remotely, often at home in ‘virtual workspaces’, has become commonplace for many employees across Australia and globally. Drawing on findings from two qualitative phases of research in an Australian resources company, we use conservation of resources theory to explore the factors influencing processes related to wellbeing and productivity for employees working remotely in the COVID-19 environment. We identify challenges associated with working remotely, as well as important resources for wellbeing and productivity. Practical implications are also discussed.

Based on the job demands–resources model, this study considers how employees’ perceptions of organizational politics might reduce their engagement in organizational citizenship behavior. It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between perceptions of organizational politics and organizational citizenship behavior. Data from a Mexican-based manufacturing organization reveal that perceptions of organizational politics reduce organizational citizenship behavior, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience. The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among perceptions of organizational politics, resilience, and transformational leadership. These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.

This paper examines the effect of corporate governance mechanisms on companies’ decision to assure their sustainability reports and their choice of assurance provider in countries with a greater stakeholder orientation. The corporate governance factors analyzed are related to the strength of the board’s monitoring function, which is determined by the size, independence and activity of the sustainability committee. The international sample consists of 610 companies operating in countries that are more stakeholder oriented from the period 2007–2014. We propose alternative logit models of analysis using the random effects estimator. Consistently with our propositions, our results provide evidence that a firm’s sustainability assurance and its choice of the accounting profession are positively associated with board independence and the activity of the sustainability committee. In addition, the empirical evidence obtained shows a U-shaped relationship between the board size and assurance issues.

Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

Workplace bullying is a phenomenon that is attracting increasing interest from researchers throughout the Western world. To date, most of the research into workplace bullying has focused on managers and colleagues as the perpetrators of bullying in the workplace. By contrast, little is known about ‘upwards bullying’, where managers are the targets. We argue that in order to more fully understand workplace bullying as a whole, the phenomenon of upwards bullying requires research attention. In the present study, upwards bullying was explored in interviews conducted with 24 managers from public and private organizations, with the data coded and arranged thematically. Results indicate that potential contributing factors towards upwards bullying include the current work environment, change within organizations and power issues. We recommend that organizations identify the occurrence and processes of upwards bullying as important steps in developing comprehensive workplace bullying policies.

This paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.

Research on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and positive mood are necessary to facilitate the positive link between value diversity and creativity; otherwise, diversity can have negative effects on creativity. Thus, value diversity, mood, and knowledge sharing should be considered in the formation, training, and performance evaluation of teams.

Research on corporate governance has attempted to investigate the added value of boards of directors through the lenses of both demographic and behavioral approaches. However, investigations into these two approaches, and the subsequent implications for firm performance, have thus far been mainly decoupled from one another. Therefore, the aim of this paper is to put both approaches to the test in the family business context. Using a sample of 567 Spanish family firms, we find that although both approaches can explain the performance of family firms, the behavioral approach explains a much higher proportion of the variation in the firm’s performance. Furthermore, our findings support our hypotheses that the relationship between the proportion of outside directors and firm performance follows an inverted U-shape in private family firms, and that both business-oriented and family-oriented board role performance are positively related with firm performance.

We examined how external stakeholder pressure and ethical leadership independently and interactively influence the implementation of corporate social responsibility. Based on data collected from 292 employees from 53 companies (Study 1) and from 224 middle-level managers from 40 companies (Study 2) in mainland China, we found that both ethical leadership and external stakeholder pressure have significant and positive impacts on corporate social responsibility implementation and the positive effect of external stakeholder pressure on corporate social responsibility weakens under a higher level of ethical leadership and strengthens under a low level of ethical leadership. The theoretical and practical implications of these findings are discussed.

This paper aims to make a limited contribution to Kolb's Experiential Learning Theory. An evaluation has been made of an empirically based personal narrative of the author's experiences, reflections and problems as an instructor of a management elective course at the undergraduate level. The paper examines the process of reflection, correction and learning from the perspective of the instructor and how the issue of race and origin of the student learners' can stimulate or hinder assimilation of knowledge within a classroom. The study reveals that it is essential for an educator to be critically reflective of his/her culture and that of his/her students to be able to assess their learning styles and adopt suitable and appropriate teaching pedagogies within the classroom. This paper draws attention towards types of teaching pedagogies, non traditional methods and aids and their effectiveness in educating students of diverse backgrounds. It provides insights about diversity within classrooms and its impact on teaching, pedagogies and learning styles of both educators and students, by portraying the journey of an educator and her process of self improvement.

In this article we show how specific family business logic shapes managerial practices. Based on empirical material from 20 case studies of family ownership governance, our study identifies seven core characteristics of family ownership logic. These include active, visible and persistent ownership with few owners, relatively stable strategic development encompassing multiple ownership goals, autonomy towards capital markets, and a strong identification and emotional bonding with the business. By considering the family business context, we find managerial practices that are prevalent in the majority of businesses around the world and that have implications for ownership research. It is concluded that by taking the logic of ownership into consideration when studying family businesses, researchers in this field can contribute to the growing literature on sociocultural and behavioural factors in corporate governance relations.

The notion of happiness at work is becoming increasingly important for human resource management research. Despite the widespread existence of different constructs that capture positive attitudes, a comprehensive measure of individual-level happiness is necessary. Starting from Fisher’s conceptualisation of happiness at work, Salas-Vallina, Alegre, and Fernández developed a 31-item scale to measure happiness at work. This scale accurately captures the different dimensions of happiness in the workplace context. However, it is a long scale. Shorter scales provide major improvements in efficiency and efficacy. Our study, conducted with two diversified samples, conceptualises and measures happiness at work. Following the steps suggested by Stanton, Sinar, Balzer, and Smith and Kacmar, Crawford, Carlson, Ferguson, and Whitten, we provide a shortened version of the happiness at work scale, while maintaining its psychometric properties. We argue that this new measurement scale presents a high statistical potential to widely capture positive attitudes at work and opens undeveloped research possibilities.