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Article
Publication date: 23 April 2024

Shunlin Wang, Wenzhi Zheng, Zhiyang Hou, Mark Goh and Yenchun Jim Wu

This paper explores the mechanism of organizational Pao culture in an Oriental cultural context and its impact on CSR implementation and outcomes.

Abstract

Purpose

This paper explores the mechanism of organizational Pao culture in an Oriental cultural context and its impact on CSR implementation and outcomes.

Design/methodology/approach

Three short cases are presented to reveal how the traditional Chinese Pao culture influences CSR implementation and outcomes in Chinese firms.

Findings

The findings suggest that the traditional Chinese Pao culture is the driver behind the value orientation of the norms of passing on favors and doing good deeds will be rewarded. Knowing this can help leaders in such organizations to incentivize member participation in building organizational Pao culture.

Practical implications

Through the collaborative construction of the core of Pao culture and external evaluation standards of corporate social responsibility, enterprises can thus achieve the dual goals of self-development and social benefits.

Social implications

Enterprises and managers can be encouraged to draw management wisdom from the essence of cultural norms, so as to achieve the goal of realizing the interests of all CSR participants.

Originality/value

This paper emphasizes the dynamics and outcomes of CSR implementation in the context of the traditional Chinese Pao culture and expands the boundary of CSR research beyond a Western cultural setting.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 14 December 2023

Anjali Singh and Sumi Jha

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to…

Abstract

Purpose

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.

Design/methodology/approach

A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.

Findings

The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.

Research limitations/implications

Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.

Practical implications

A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.

Originality/value

While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 26 January 2023

Ros Ben-Moshe and Freda Gonot-Schoupinsky

The purpose of this paper is to meet Ros Ben-Moshe, a cancer survivor – or rather thriver – and lecturer in positive psychology at La Trobe University, describes how she uses…

Abstract

Purpose

The purpose of this paper is to meet Ros Ben-Moshe, a cancer survivor – or rather thriver – and lecturer in positive psychology at La Trobe University, describes how she uses laughter to boost levity and mental health.

Design/methodology/approach

This case study is divided into two parts: an autoethnographic life story of Ros Ben-Moshe, followed by 10 questions and answers.

Findings

Regular laughter is an enjoyable way to stimulate the feel-good chemicals dopamine, oxytocin, serotonin and endorphins. A laughter mindset is an important tool for overall wellbeing. It can help build connections and re-frame negative situations.

Research limitations/implications

This is a personal narrative and gives the perspective of one person who harnessed the benefits of laughter following a cancer diagnosis.

Practical implications

Laughter can be used strategically to reset our internal mindset and prime ourselves towards optimal mental health and wellbeing, even while struggling with serious health issues. Research into how and when to prescribe laughter for mental health and overall wellbeing is therefore of interest.

Social implications

Social laughter is important and rewarding. For those anxious about social laughter, finding people to laugh with who do not judge you is recommended, as are affirmations to lessen anxiety.

Originality/value

To the best of the authors’ knowledge, this is the first case study and interview with a cancer survivor on the topic of laughter, cancer and mental health.

Details

Mental Health and Social Inclusion, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-8308

Keywords

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