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Article
Publication date: 18 May 2020

Muhammad Mohsin Butt, Kok Wei Khong and Muhammad Alam

This study aims to establish the psychometric properties of behavioural integrity scale at an organizational level from external stakeholders’ perspective and its subsequent…

Abstract

Purpose

This study aims to establish the psychometric properties of behavioural integrity scale at an organizational level from external stakeholders’ perspective and its subsequent influence on consumer trust and commitment with a brand. Moreover, the study also examines how different crisis response strategies moderate the relationship between consumer attributions of the responsibility and corporate brand behavioural integrity in the context of emotional product harm crisis caused by alleged violation of Halal certification by an MNC.

Design/methodology/approach

A quasi-experimental design was applied to test the impact of firm crisis response strategies on its corporate brand behavioural integrity.

Findings

The results provide evidence that behavioural integrity scale can be used to measure consumer perceptions of a corporate brand behavioural integrity. In addition, results indicate that crisis response strategies offer some moderating influence on the relationship between consumer attribution processes and corporate brand behavioural integrity.

Research limitations/implications

Results indicate that existing corporate crisis response strategies are not very helpful in the context of emotional product harm crisis. This study demonstrates that behavioural integrity positively impacts customer relationship-oriented constructs. Furthermore, behavioural integrity scale offers excellent psychometric properties when used at the corporate level.

Practical implications

Organizations can use this proposed conceptual model to monitor and manage behavioural integrity of its corporate brand and its influence on customer-brand relationship constructs.

Originality/value

This study is first of its nature that underscores the importance of measuring and monitoring corporate brand behavioural integrity as a customer trust-building mechanism. It is also the first study that investigates consumer reaction towards alleged brand transgression of its Halal certified product.

Details

Journal of Islamic Marketing, vol. 12 no. 6
Type: Research Article
ISSN: 1759-0833

Keywords

Article
Publication date: 23 November 2023

Hao Chen, Wu Wei, Liang Wang and Jiaying Bao

The purpose of this study is to examine the mechanism of benevolent leadership on employee cheating behavior through two paths – employee uncertainty and perceived acceptability…

92

Abstract

Purpose

The purpose of this study is to examine the mechanism of benevolent leadership on employee cheating behavior through two paths – employee uncertainty and perceived acceptability of norm violation – and also reveal the possible dark side of benevolent leadership. Meanwhile, the moderating effects of leader behavioral integrity in the cognition dual path process are also discussed.

Design/methodology/approach

This study invites 383 employees and their superiors in seven Chinese enterprises as the research objects and conducts a paired survey at three time points, and then Mplus 7.4 software is used to analyze the empirical data.

Findings

The results are shown as follows. Benevolent leadership plays a positive role on uncertainty and perceived acceptability of norm violation. Uncertainty and perceived acceptability of norm violation mediate the relationship between benevolent leadership and cheating behavior, respectively. Leader behavioral integrity moderates the positive role of benevolent leadership on uncertainty and perceived acceptability of norm violation. Leader behavioral integrity moderates the indirect effect of benevolent leadership on employees' cheating behavior through uncertainty and perceived acceptability of norm violation.

Originality/value

This study reveals the mechanism behind the negative role of benevolent leadership through the cognition reaction of employees to benevolent leadership and broadens the research scope of benevolent leadership. Meanwhile, it provides some practical inspiration for leaders to effectively use the benevolent leadership style and restrain employees' cheating behavior.

Details

Journal of Organizational Change Management, vol. 37 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 11 November 2021

Yiming Wang, Yuhua Xie and Hua Qing Xie

The existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how…

1602

Abstract

Purpose

The existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how authoritarian leadership facilitates employee followership behaviors of the SMEs in China by considering the moderating effects of cooperative goal interdependence and leader behavioral integrity.

Design/methodology/approach

This research tested hypotheses with a two-wave survey from a sample of 258 respondents from SMEs in China. Hypotheses are tested using hierarchical regression analyses.

Findings

Findings of the study have indicated the instrumental function of authoritarian leadership in facilitating employee followership behavior in SMEs. In particular, this study shows that the influence of authoritarian leadership on followership behavior was positively related when employees have high cooperative goal interdependence with authoritarian leaders, and when employees perceive a leader's high behavioral integrity.

Practical implications

The study will help SMEs to understand that authoritarian leadership should seek optimal levels of cooperative goals with employees and integrate achievement goals into their career development strategy to enhance their followership behavior. In addition, authoritarian leadership should strive to take actions consistent with their words to guarantee the relationship between achieving goals and sharing mutual goals with employees.

Originality/value

The study contributes to the literature by addressing an important yet under-researched area, i.e. the effectiveness of authoritarian leadership in SMEs. Authoritarian leadership, a demanding and controlling leadership style, is often criticized by scholars. This study elaborates on a three-way interaction implied by self-determination theory in predicting followership behavior. It specifies the different roles of two situational factors (cooperative goal interdependence and leader behavior integrity) in affecting employees' followership behavior.

Details

Management Decision, vol. 60 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 5 August 2014

Laci M. Lyons and Pamela L. Perrewé

A continued focus in organizational research has been on career development, and mentoring has been identified as a key determinant of career success. The purpose of this paper is…

Abstract

Purpose

A continued focus in organizational research has been on career development, and mentoring has been identified as a key determinant of career success. The purpose of this paper is to focus on the interpersonal dynamics which contribute to variations in the effectiveness of mentoring support behaviors. Specifically, the effects of mentoring relational quality (MRQ) (i.e. affective perceptions held by mentors and protégés) on mentoring behaviors (i.e. vocational and psychosocial) as well as professional identification are considered. Interpersonal skills (e.g. behavioral integrity and political skill) of mentors and protégés are examined for their impact on MRQ.

Design/methodology/approach

Utilizing matched dyadic survey data from 100 mentor-protégé pairs in academe (i.e. dissertation chairs and doctoral candidates or recent doctoral alumni), partial least squares was used to test the research model.

Findings

Results support MRQ as an integral component in mentoring dynamics. MRQ for mentors and protégés was significantly linked with mentor support behaviors provided and received, respectively. Mentors’ perceptions of MRQ were predicted by protégés’ behavioral integrity and mentors’ political skill. Similarly, protégés’ political skill and mentors’ behavioral integrity significantly predicted protégés’ perceptions of MRQ. Further, mentors and protégés reported higher levels of professional identification when MRQ was high.

Originality/value

This study links affective and behavioral perspectives of mentoring, revealing the importance of interpersonal skill in career development. The interpersonal dynamics characteristic of mentor-protégé interactions determine the extent to which mentoring support behaviors may actually be provided by mentors and received by protégés.

Details

Career Development International, vol. 19 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 15 January 2020

Heli Hallikainen, Saku Hirvonen and Tommi Laukkanen

The purpose of this paper is to examine how the perceived trustworthiness of a B2B service provider relates to a business customer’s intention to use digital services from that…

Abstract

Purpose

The purpose of this paper is to examine how the perceived trustworthiness of a B2B service provider relates to a business customer’s intention to use digital services from that provider. The study investigates whether perceived trustworthiness, composed of ability, integrity and benevolence, explains behavioral intentions equally among all business customer segments, and how characteristics such as job level, decision-making role, technology readiness age and gender moderate these effects.

Design/methodology/approach

Drawing on a model of trust transfer mechanism, the study explores how perceived trustworthiness established in face-to-face interaction influences the use of digital services in making B2B purchases. Hypotheses are tested using a sample of 1,866 responses collected from customers of four B2B firms.

Findings

Ability is the most influential on the customer’s intention to transact through digital channels, while the effects of integrity and benevolence show more variation. The effect of perceived trustworthiness on the intention to use digital services is remarkably stronger among senior and middle management, high-level decision makers, the younger age segment, men and individuals high in technology readiness, compared to other segments studied.

Originality/value

The study contributes to the scant research on B2B customer behavior in the digital environment and incorporates individual characteristics specific to the industrial domain.

Details

Industrial Management & Data Systems, vol. 120 no. 3
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 22 August 2022

Mehdi Yazdanshenas and Mehdi Mirzaei

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of…

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Abstract

Purpose

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of psychological capital and psychological empowerment were considered as well.

Design/methodology/approach

This study is an applied research and a descriptive-correlation survey that used quantitative data. Data were collected from 302 employees of a large factory in Iran who was selected randomly. The research questionnaire consisted of 54 statements and was distributed among the sample. Data was analyzed through confirmatory factor analysis and structural equation modeling.

Findings

The findings of this study show that leader integrity and ethical leadership have a positive effect on employees’ success and psychological capital and psychological empowerment moderate these effects. Moreover, leader integrity has an indirect effect on employees` success through employees’ perception of ethical leadership.

Originality/value

This study mainly contributes by explaining two sets of variables related to leaders’ behavior and employees’ cognitive competence which are complementary in improving employees’ potential success. The results highlight that leaders’ behavioral integrity can amplify ethical leadership which can ultimately leads to employees’ success if they have a high psychological empowerment and psychological capital.

Details

International Journal of Ethics and Systems, vol. 39 no. 4
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 29 June 2022

Prachi Gala and Saim Kashmiri

This study aims to examine the effect of chief executive officer (CEO) integrity on organizations’ strategic orientation. The authors propose that CEOs who have high degrees of…

1202

Abstract

Purpose

This study aims to examine the effect of chief executive officer (CEO) integrity on organizations’ strategic orientation. The authors propose that CEOs who have high degrees of integrity tend to negatively influence each of the three core dimensions of entrepreneurial orientation (EO) – innovativeness, proactiveness and risk-taking. They also argue that this impact of CEO integrity is likely to be stronger for overconfident CEOs and the CEOs with high power. Furthermore, this negative relationship is expected to attenuate when the firm has high customer orientation and when the CEO is compensated with high equity-pay ratio.

Design/methodology/approach

Seemingly unrelated regression analysis was conducted on panel of 741 firm-year observations of 213 firms across 2014–2017. CEO integrity and each of the three dimensions of EO were measured using content analysis of CEOs’ letters to shareholders. CEO power was measured using CEO stock ownership and CEO duality. CEO overconfidence was measured by using options-based measure. Customer orientation was measured by using content analyses on annual reports. CEO equity-pay based ratio was measured as sum of value of stock and option awards divided by CEO’s total compensation. This study considered alternative measures and performed treatments for potential endogeneity, sample selection bias and outliers.

Findings

The research findings conclude that organizations with CEOs who have high integrity tend to have lower levels of all sub-dimensions of EO – innovativeness, proactiveness and risk-taking. Further, the results indicate that the negative effect that CEO integrity has, affects one of its dimensions – proactiveness, such that the relation is strengthened when the CEO has high power and is highly overconfident. This negative effect weakens when the CEO is compensated with high equity-pay ratio. The results also indicate that the negative effect of integrity and innovativeness and risk-taking weakens when the firm has high customer orientation.

Research limitations/implications

The research contributes to upper echelon theory literature by adding to the discussion of how business executives’ psychological traits map onto firm behavior. This research also finds common ground between literature on innovation and upper echelons, contributing to awareness about the drivers of firms’ EO.

Practical implications

This research addresses the question of firm relation to EO by highlighting that firms’ EO is also shaped by the psychological traits of their CEOs and the interaction of these traits with CEOs’ cognitive biases. Thus, board members of firms led by CEOs with high integrity can limit CEO’s risk-averse behavior by focusing on their training and by creating incentive systems. It is also advantageous for CEOs to understand that integrity is a double-edged sword, thus leveraging the strengths of their integrity, while simultaneously using tools such as training to diminish its negative aspects.

Originality/value

This paper fulfils a twofold identified need to: study the antecedents of each of the three dimensions of EO, not limited to corporate governance; and unearth the counterproductive behaviors associated with bright traits that make up their dark side

Article
Publication date: 7 November 2016

Jiajun Gu, Fenghua Xie and Xingsi Wang

The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of…

Abstract

Purpose

The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of TMT behavioral integration in their relationship. It reveals how TMT internal social capital impacts strategic decision-making speed.

Design/methodology/approach

On the basis of the social capital theory and upper echelons theory, at first, a model about TMT internal social capital and strategic decision-making speed is proposed by exploratory case study. Then, the data obtained via questionnaire from 67 TMTs by software SPSS 19.0 and AMOS 17.0 are analyzed, and the theoretical hypotheses as mentioned above are verified.

Findings

The empirical study found that different dimensions of TMT internal social capital have significant positive impact on TMT behavioral integrity; TMT behavioral integrity has significant positive impact on strategic decision-making speed; and TMT behavioral integrity as an intermediary variable played a brokering role in the relationship between TMT internal social capital and strategic decision-making speed.

Originality/value

The study enriches the empirical test on the relationship between TMT internal social capital and decision speed, thereby helping the authors further understand how to improve the speed of strategic decision making in TMT.

Details

Kybernetes, vol. 45 no. 10
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 2 May 2020

Sudi Nangoli, Benon Muhumuza, Maureen Tweyongyere, Gideon Nkurunziza, Rehema Namono, Muhammed Ngoma and Grace Nalweyiso

The purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the…

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Abstract

Purpose

The purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.

Design/methodology/approach

An explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.

Findings

The results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.

Research limitations/implications

The study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.

Practical implications

Organisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.

Originality/value

This article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).

Details

Journal of Management Development, vol. 39 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 16 March 2015

Jin-Hong Gong, Li-Shan Xie, Jia-Min Peng and Xin-Hua Guan

The purpose of this paper is to explore integrity issues for travel services in China using the framework of a stress and coping model to focus on customers’ perceived unfairness…

1585

Abstract

Purpose

The purpose of this paper is to explore integrity issues for travel services in China using the framework of a stress and coping model to focus on customers’ perceived unfairness, responsibility attribution and their negative emotions.

Design/methodology/approach

A content analysis of 80 online customer complaints provides a brief profile of these integrity issues.

Findings

Integrity issues frequently appear during service delivery and are primarily rooted in the unethical behavior of travel service employees or partners. Service contracts and fairness are used by customers as standards to evaluate harm caused by integrity issues. Customers attribute responsibility for these issues to the travel agency or tour operator, and not their employees. Finally, customers feel angry and disappointed when they experience an integrity issue and sometimes feel helpless.

Research limitations/implications

Future studies can collect data by multiple means and further examine the correlations between customers’ cognitive appraisals, negative emotions and relationship outcomes in the context of integrity violation.

Practical implications

Integrity management in travel services should be integrated with service management and promise management. Travel agencies must take immediate actions to reduce the negative influences of integrity issues. Moreover, the tourism sector in China should make efforts to control integrity problems at the industry level.

Originality/value

This study contributes to the prior model of trust violation by investigating the trigger events of integrity violation and emphasizing the roles of customers’ perceived unfairness and negative emotions.

Details

International Journal of Contemporary Hospitality Management, vol. 27 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

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