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1 – 2 of 2Shunlin 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.
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Keywords
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.
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