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This study examined the dual roles of supervisor-directed surface acting (SDSA) and unfairness talk emerging from low overall justice judgments and the impact of these variables on subordinates' job satisfaction and emotional exhaustion.

Working professionals (n = 203) were sampled from online panel services in a time-separated data collection design.

SDSA was found to mediate the relationships of overall justice with emotional exhaustion and job satisfaction. Additionally, unfairness talk reduced the debilitating effect of SDSA on emotional exhaustion, not job satisfaction.

The paper highlights the importance of supervisors understanding the problematic nature of ongoing interactions with subordinates after unjust events occur.

This study helps to better explain why overall justice assessments influence subordinates' job satisfaction and emotional exhaustion. Additionally, the findings show that unfairness talk may not be as detrimental as suggested in recent studies, and it acts as a coping mechanism when contending with high SDSA, especially when emotional exhaustion is considered.

This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).

Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.

The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.

This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.

Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.

The purpose of this paper is to examine how authentic leadership influences employees’ workplace behavior through three intermediate mechanisms.

The cross-sectional surveys were conducted at a large health organization with over 500 employees. Multi-source data were drawn from 124 employees and 16 supervisors.

This study provides empirical evidence that authentic leadership is positively related to subordinates’ proactive behavior and negatively related to subordinates’ workplace deviance behavior through mediation effects of three psychological factors, including supervisor identification, psychological safety, and job engagement.

Due to the selected survey approach, the data are correlational. The small sample size of the study may reduce the ability to find statistically significant results. The current study would have benefited from organizational data on individual performance and proactive behavior, such as archival annual performance appraisals.

To practitioners, this study provides evidence that authentic leadership is sufficient in creating a positive work climate within which the employees feel safe to contribute their effort on their jobs. Based on the current findings, the practitioners can be more confident to hire or to promote authentic persons to be leaders in the organization.

This study is among those few empirical studies which help to validate the authentic leadership theory and provide a clear understanding of the mechanisms by which authentic leadership influences outcomes.

This paper examines entry barriers to involvement in public procurement of small and medium-sized enterprises and the role of training in dismantling those barriers. We find that firms' perceptions of barriers are of five main types. Regression analysis shows that a lack of ongoing training is associated with SMEs' perceptions of resource constraints and practical skills that hinder their participation in public procurement. We also observe a positive connection between a positive attitude toward training and SMEs' participation rates in public procurement. As a managerial implication, the value of training should be appraised at the firm level, and organizing training and providing information concerning public procurement could be a recommended policy to improve the SME participation rate in public procurement.

This paper aims to provide insight into communication strategies that may enable service ecosystem actors to co-create economic, social and/or environmental value.

To achieve this end, the authors rely upon the literature on value propositions, which represent strategic tools for communicating about the value package (i.e. the benefits that actors can offer to one another along with its costs). This literature stream – in combination with the communication literature – allows the authors to unravel five dilemmas that service ecosystem actors face when communicating about the value package with one another.

To co-create value in service ecosystems with the help of value propositions, actors need to reflect upon (1) whether to involve third parties when sending messages about their value package (cf. sender), (2) what information to share about their value package (cf. message), (3) whether to invest resources in face-to-face communication when conveying messages about the value package (cf. channel), (4) whether to reach out to a broad audience with value package messages (cf. receiver) and (5) whether to engage in institutional work through communication in response to various interpretations of messages about the value package (cf. effect).

This research advances the literature on value co-creation in service ecosystems by relying upon communication theory to unravel the dilemmas that come along with using and/or creating value propositions as strategic tools for communication.

The Austrian School of Economics, pioneered in the late nineteenth century by Menger and developed in the twentieth century by Mises and Hayek, is poised to make significant contributions to the methodology, analytics, and social philosophy of economics and political economy in the twenty-first century. But it can only do so if its practitioners accept responsibility to pursue the approach to its logical conclusions with confidence and absence of fear, and with an attitude of open inquiry, acceptance of their own fallibility, and a desire to track truth and offer social understanding. The reason the Austrian school is so well positioned to do this is because (1) it embraces its role as a human science, (2) it does not shy away from public engagement, (3) it takes a humble stance, (4) it seeks to be practical, and (5) there remains so much evolutionary potential to the ideas at the methodological, analytical, and social philosophical level that would challenge the conventional wisdom in economics, political science, sociology, history, law, business, and philosophy. The author explores these five tenants of Austrian economics as a response to the comments on his lead chapter “What Is Still Wrong with the Austrian School of Economics?”

The increasing use of complex, nonfinancial environmental performance measures in managerial decisions motivates consideration of contextual influences that potentially impact managerial judgments in environmental settings. This study extends general evaluability theory (GET: Hsee & Zhang, 2010) to environmental accounting by investigating the combined effects of evaluation mode and incomplete supplemental evaluability information (SEI; e.g., benchmark data) on management decisions. To elaborate, evaluation mode is the display format in which the accounting information system (AIS) provides available information for analysis; e.g., a manager’s or business unit’s performance is assessed either comparatively (i.e., in joint mode) or individually (i.e., in separate mode). GET suggests more decision weight on measures containing SEI in separate mode because that evaluation mode contains less context in which to analyze information. On the other hand, more decision weight should result for measures that do not contain SEI in joint mode because that mode already contains more context for analysis (e.g., comparing multiple performances with each other). To test these predictions, experimental participants (n = 53) evaluated environmental measures for factories with similar environmental performances. To operationalize the information available in many environmental AIS, some, but not all, performance measures contained benchmark data (incomplete SEI); factories were evaluated either jointly or separately. Participants evidenced decision intransitivity; i.e., in separate evaluation mode, factories rated higher when a favorable measure contained SEI, while in joint evaluation mode, factories rated higher when a favorable measure lacked SEI. The results extend previous AIS and management accounting research by investigating contextual influences, and potential systems design elements, in judgments using environmental AIS.