This paper investigates the impact of leader feedback on followers’ knowledge-sharing behavior through a regulatory focus theory perspective. Data were collected through an experiment with 129 college students. Results showed that compared with leader’s prevention feedback style and negative feedback valence, promotion style and positive feedback valence inspire employee knowledge-sharing behavior better. These two positive relationships are mediated by promotion situational regulatory focus. The negative relationship between prevention leader feedback style and knowledge sharing is mediated by prevention situational regulatory focus, while negative leader feedback valence has its negative effect on knowledge sharing directly.

Several influential writers including Henry Mintzberg and Gary Hamel have highlighted the need for organizations to value the contribution to strategy work of middle managers in an uncertain world. In this study quantitative surveys and qualitative interviews are used to mix methods and investigate the role of middle managers in strategy-making process in Australia. The results indicate that middle managers are the ‘doers’ of strategy, with important ‘analyst’, ‘coordinator’, ‘information source’ and ‘communicator’ roles. Middle managers reported some frustration in interviews that at times they feel their input to strategic conversations is not translated effectively into organization strategy.

Organisational culture is considered an important influence on performance, particularly for service firms that rely on values-driven social controls to enhance human interactions. Using a qualitative approach, we show how the modified Organisational Culture Profile developed by Sarros, Gray, Densten, and Cooper to assess Australian organisations provides a framework for exploring the cultural drivers of high performing knowledge-intensive service firms in New Zealand. Our study provides rich insights into how six key cultural dimensions – competitiveness, innovation, performance orientation, emphasis on rewards, supportiveness and social responsibility – are translated into strategic human resource management practices.

This study analyses whether or not the effect of board independence on a firm's strategic performance is moderated by family involvement in ownership and control. Moderation of the board's size and the independent director ratio are tested under quadratic specifications. The effect of CEO duality with family involvement on long-term sales growth is also measured. The empirical analysis is conducted in the Southern European context using a sample of publicly traded firms that have concentrated ownership structures. The main findings indicate that when nonlinearities are considered, family involvement moderates the relationship between the independent director ratio and firm performance. The optimal proportion of independent directors is lower in family businesses than in non-family ones. However, the results fail to support nonlinearities for board size. We find positive linear relationships between both board size and CEO duality with firm performance, which are not moderated by family involvement.

According to new institutionalism, this work simultaneously analyzes different methods of operating abroad – that is, joint venture, acquisition and greenfield – in terms of the level of management and ownership control they provide. This research studies the regulative and cognitive institutions that explain the multinational company’s choice of a particular level of that control for its subsidiaries years after entering a foreign country. We analyze 109 German firms with subsidiaries in Spain. The results show that the level of management and ownership control for the subsidiary responds to the institutional quality of the host country and the internal and especially external isomorphic pressures.

Guanxi refers to the quality of social interaction outside of work, developing through social activities. This article explores the antecedent (core self-evaluation, CSE) and consequence (job satisfaction) of the supervisor–subordinate guanxi for identifying the beneficial effect of guanxi. I also consider the effects of (dis)similarity of CSE which refers to individuals’ appraisals of their own worthiness, effectiveness, and capability. The data include 89 supervisors and their corresponding 437 subordinates from financial banks in Taiwan. The results indicate that CSE of the supervisor and subordinate positively relates to their own perceptions of guanxi and job satisfaction. Guanxi acts mediation between CSE and job satisfaction for supervisors and subordinates. The similarity effect of CSE is mostly prevalent for guanxi and job satisfaction. The findings offer implications for selecting an appropriate employee who are comparatively fit with management.

Researchers have disagreed recurrently over the years concerning the nature of continuance commitment as developed within the Meyer and Allen paradigm, specifically whether continuance commitment consists of ‘high sacrifices’ and ‘low alternatives’ subdimensions. To address this, Edward's analytical strategy was used to examine continuance commitment as having superordinate, aggregate, or multivariate structural forms. Results suggest that (1) continuance commitment is not a multidimensional construct, (2) that the ‘high sacrifices’ subscale alone taps continuance commitment, and (3) the ‘low alternatives’ subscale measures neither continuance commitment nor perceived employment alternatives. Implications for further exploration of the continuance commitment construct are discussed.

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

Firms face a rapidly changing market environment under the pressure of difficult challenges such as limited resources and increasing costs. Organizations may actively seek to cooperate with other members for benefits from knowledge sharing. Establishing quality network ties among suppliers and customers is a significant study subject. Here, we assessed the impact of the signing of the Economic Cooperation Framework Agreement on Taiwan flat glass industry and study measures adopted by the manufacturers. The effective sample size is 250. We found that through the intermediary of organizational agility and strong network ties, a firm can enhance its organizational performance.

This study examines consistency between compensation systems and corporate performance. The main purpose is to analyse how the performance has affected the short-term executive pay in Spanish banking system during the period 2004–2008. The main results reveal that pay-performance sensitivity is asymmetrical regarding the sign of the variation of the performance, since the pay-performance sensitivity is greater when the variation of the results is positive than when the variation of the results is negative. This finding is consistent with the managerial power theory and calls into question the role of the pay-performance incentives to align interest of executives and shareholders.

This is a conceptual article located in the discourses of indigeneity, post-colonialism and critical management studies in which we seek to renew interest in Māori management as a distinctive form of management within Aotearoa New Zealand. We discuss defining Māori management and Māori organisations and their relevance for today's organsiations in New Zealand and internationally. We examine differences and similarities between Western and Māori management in terms of the four functions of management adapted from principles first proposed by Fayol in 1949. We propose a theoretical model of Māori management and discuss the implications of Māori management for management research, policy and practice.

The present research aims to examine the role played by perceived similarities between the workgroup and the organization in the relationships between workgroup identification, organizational identification, and affective organizational commitment. Using two different samples, we found that when perceived similarities were high, workgroup identification was more strongly related to organizational identification and that this relationship carried over to affective organizational commitment. These results were obtained with both a global measure of perceived similarities (Study 1) and a more narrow measure operationalizing perceived similarities in terms of value congruence (Study 2), confirming the generalizability of our results.

Based on a contextual framework of the organizational differences between types of research and development entities, this study examines how organizational contexts affect the advent of technology convergence. It demonstrates the effects of research and development entity types and alliances using the multi-assignation analysis of technology domains and rich data on government-supported research and development programs in South Korea. The findings show that technology convergence is likely to occur when a university develops technology alone or in collaboration with another research and development actor. These results reflect the important role of incentive structure and collaboration strategies in increasing the development of converging technologies.

This study investigated how cross-functional teams can influence their business model innovation and firm performance through team learning, consisting of multiple modes of within-team, cross-team, and market learning. Using a matched dyadic data set from a study of 330 cross-functional team members and their supervisors sampled from 165 electronics and information industries in China, the empirical results clearly indicate that within-team, cross-team, and market learning can improve business model innovation and firm performance. The results of the mediating model show how the business model innovation mediates the relationship between team learning and firm performance.

This work aims to determine whether family firms have differential characteristics that make them better incubators for ethical behavior from the perspective of stewardship theory. Results show that the psychological and situational factors that stewardship theory points to as determinants in the construction of principal–steward relationships are more evident in family firms than in non-family firms. These factors result in the behavior of owners and non-family employees becoming more ethical – with all the benefits this implies for these firms.

As a firm prepares for initial public offering, the Securities and Exchange Commission mandates that top managers must record risks to their firms’ survival or performance in the prospectus. More specifically we propose that external risk factors (market risks, legal risks, and government regulations risks) have a more negative effect on investor optimism and initial public offering valuation, while internal risk factors (management risks, operational risks, technical risks) have a more negative effect on post-initial public offering long-term firm survival. This study illustrates a major gap between risk factors that investors initially focus on and the true determinants of long-term success.

Supplier–buyer exchange relationship and quality of that relationship (supplier satisfaction and commitment) have been examined from various angles in the extant literature. Yet, there is a paucity of research investigating the influence of supplier characteristics – especially supplier resilience – on relationship quality. Driven to fill this gap, this study aims to develop theory of the influence of perceived benefits from supplier–buyer exchange relationship and supplier resilience on relationship quality. Data drawn from 97 supplier–buyer dyads were used. Hierarchical regression analyses showed the positive influence of both perceived benefits from supplier–buyer exchange relationships and supplier resilience on relationship quality. Further empirical and theoretical implications, as well as the limitations of the study, are discussed.

Drawing upon the Conservation of Resources Theory, we investigated the hitherto unexplored role of ‘social resources’ (i.e., trust in supervisor and social interaction) in mediating the relationship between ‘self-regulation of emotions’ (i.e., a personal resource) and work engagement. The data were collected from 296 IT professionals at four well-established IT firms in Ukraine. As we hypothesized, self-regulation of emotions positively affected work engagement, yet this effect partially disappeared when controlling for the role of social resources. Together, these findings illustrate the dynamic role of an individual's personal and social resources in fostering work engagement.

Over recent decades, nations worldwide have been struggling with public finance difficulties and other organizational and functional challenges that, inter alia, led to the EU Fiscal Stability Treaty in 2012. Under various reforms, poor-performing local authorities are subject to continuous pressure to employ turnaround management strategies – strategies borrowed from the private sector that are assumed to be effective in public-sector contexts. Based on insights from institutional theory, we argue not only that turnaround management strategies have been either poorly matched to the causes of failure in the government sector or poorly implemented, but that turnaround management strategies will almost always tend to fail in the public context. Based on survey data collected in local authorities, we empirically verify this argument. Theoretical and practical lessons for improving reforms in the government sector and other public organizations that face crisis are suggested.

Broad economic and social reform, rapid technological change and increasing global competition have meant that organisations must consider all aspects of their business model in order to successfully create and capture ongoing customer value. In this study it is proposed that business model innovation must always consider and incorporate the symbiotic and interdependent relationship that stakeholders have with an organisation. One particular aspect of economic reform, privatisation, has become an important driver of economic growth in many economies, particularly when linked with the rapid growth of air travel. Privatisation of an airport can generate a radical change in the overall business model for the airport owner and the various stakeholders involved in the operation of the airport. Sydney Airport has restructured its overarching business model to meet the demands of stakeholders. Using feedback from key stakeholders, this research examines the generally accepted view that airport privatisation leads to an improvement in airport performance. Chesbrough's Business Model Framework provides a lens to assist the analysis of Sydney Airport operations before and after privatisation, and provides valuable insights into the impact of privatisation on business model innovation.