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1 – 10 of over 4000Niharika Gaan and Yuhyung Shin
This study explores the moderated mediation effect, wherein collective mindfulness attenuates the hypothesised relationship between customer incivility, service sabotage and…
Abstract
Purpose
This study explores the moderated mediation effect, wherein collective mindfulness attenuates the hypothesised relationship between customer incivility, service sabotage and psychological well-being and is supported by the conservation of resources (COR) theory.
Design/methodology/approach
Multiwave and multisource data were collected from 315 frontline employees (FLEs) working in 32 Indian bank branches. Using HLM 7.00, the authors tested a multilevel model in which branch-level collective mindfulness moderated the association amongst individual-level customer incivility, psychological well-being and service sabotage.
Findings
A higher level of collective mindfulness had a profound cross-level effect on the association between customer incivility and service sabotage through psychological well-being.
Originality/value
Distinct from prior research that focussed on individuals' personal resources as a buffer against customer incivility, the authors' study identified branch-level collective mindfulness as a boundary condition that helps employees experiencing customer incivility decrease service sabotage. By uncovering a branch-level variable that reduces the negative impact of customer incivility on service sabotage, the authors' study offers valuable insights for banks to enhance customer service at their branches.
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Elisabeth Supriharyanti, Badri Munir Sukoco, Sunu Widianto and Richard Soparnot
This study aims to propose a multi-level (bottom-up) analysis to build an organizational change capability (OCC) development model by integrating paradox and social cognitive…
Abstract
Purpose
This study aims to propose a multi-level (bottom-up) analysis to build an organizational change capability (OCC) development model by integrating paradox and social cognitive theories. Using these theories, OCC (Level 2) is influenced by the leader’s paradox mindset (Level 1) and collective PsyCap (Level 2). The study also examined the moderating effect of magnitude to change on the effect of leader’s paradox mindset on OCC.
Design/methodology/approach
The proposed hypotheses were tested empirically using data from 327 respondents and 48 work teams from 21 leading private higher education institutions in Indonesia. To analyze the data, a multi-level analysis was conducted with Mplus software.
Findings
The results showed that, in a cross-level relationship, leader’s paradox mindset had a positive effect on OCC, whereas OCC mediated the effect of leader’s paradox mindset on organizational change performance. On an organizational level, collective PsyCap affected OCC, and OCC significantly mediated the relationship between collective PsyCap and organizational change performance. Moreover, the authors found a moderating effect of magnitude on change of leader’s paradox mindset to OCC.
Originality/value
This study used a multi-level analysis to evaluate the mechanisms of influence of leader’s paradox mindset (bottom-up) on OCC and the moderation effect of magnitude to change in an Indonesian context.
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Amir Riaz, Zahid Mahmood, Ahmad Qammar and Imran Ali
This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented…
Abstract
Purpose
This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.
Design/methodology/approach
Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.
Findings
Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.
Research limitations/implications
The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.
Originality/value
Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.
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Bhavani Ramamoorthi, Aini-Kristiina Jäppinen and Matti Taajamo
This study aims to examine how leadership identity manifests at the individual and collective levels within a relational training context among a group of multicultural higher…
Abstract
Purpose
This study aims to examine how leadership identity manifests at the individual and collective levels within a relational training context among a group of multicultural higher education students.
Design/methodology/approach
This is a case study and examines the interactions among eight multicultural students through the theoretical lens of leadership identity development (LID) theory.
Findings
The main findings of this study suggest that LID manifests through an open will and intensifying motivation to the collective impulse of achieving shared goals through nurturing the collective cognition to integrate diverse perspectives and a broadening view of leadership as a collective capacity for co-creation and generativity.
Research limitations/implications
Although the paper builds on a case study with a limited number of participants and the ability to generalise its findings is partial, the study may provide practical applications for training leadership in other collaborative contexts and supporting it at the individual and collective levels.
Originality/value
The LID theory and LID model have been applied simultaneously to a training lab to examine how LID manifests among a multicultural group of higher education students. The lab emphasises a participatory leadership-oriented pedagogy.
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Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study…
Abstract
Purpose
Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.
Design/methodology/approach
Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.
Findings
The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.
Originality/value
This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.
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Ludivine Adla and Virginie Gallego-Roquelaure
From a relational perspective, this research aims to answer the following question: How can human resource management (HRM) and innovation in small and medium-sized enterprises…
Abstract
Purpose
From a relational perspective, this research aims to answer the following question: How can human resource management (HRM) and innovation in small and medium-sized enterprises (SMEs) be articulated at different levels through gift/counter–gift relationships?
Design/methodology/approach
The authors' longitudinal and exploratory study was conducted in an innovative SME that constitutes an “emblematic” case. The data were gathered from diverse sources: 2 life stories, 21 semi-structured interviews, observations and documentary analyses.
Findings
The results provide a dynamic view of the relationship between HRM and innovation through multi-level analysis. The authors consequently propose a three-step process: freeing up, mobilizing and rethinking gifts.
Originality/value
This article examines how to articulate HRM and innovation in SMEs through gift/counter-gift theory. This relationship is analyzed from a relational and multi-level perspective.
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Ilaria Armaroli and Mehtap Akgüç
This study explores how social partners contribute to the successful return to work (RTW) of individuals affected by chronic diseases, employing the framework of actor-centred…
Abstract
Purpose
This study explores how social partners contribute to the successful return to work (RTW) of individuals affected by chronic diseases, employing the framework of actor-centred institutionalism.
Design/methodology/approach
This paper adopts a comparative case study methodology to assess the role of social partners in the workplace (re-)integration of people with chronic disease in Belgium and Italy, both of which represent well-developed industrial relations systems yet having different institutional and policy frameworks on RTW.
Findings
Institutional factors are found to affect the type and degree of social partners' commitment and contribution to RTW. Differences in their commitment can be explained by their varied degrees of integration in public policy formation, which explain their different preferred stages of interactions in this field: national tripartite social dialogue for Belgium; and sectoral collective bargaining for Italy. Unsatisfactory outcomes of social partners’ contribution in facilitating RTW processes are attributed to the fragmentation of the legal framework and uneven development of collective bargaining in Italy. In Belgium, the authors find the presence of cumbersome RTW procedures downplaying the role of the worker representative.
Originality/value
This paper adds empirical evidence to the limited literature on the role of social partners in facilitating RTW and sheds light on how to improve the current policy context. It suggests involving the social partners in the development of a comprehensive public policy framework, which should allow for an early, flexible and multi-stakeholder (re-)integration procedure following chronic disease.
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The efficient functioning of the labour market is an important factor that affects long-term economic growth. The interaction of supply and demand on the labour market is…
Abstract
The efficient functioning of the labour market is an important factor that affects long-term economic growth. The interaction of supply and demand on the labour market is influenced by institutions which change the motivations and behaviour of economic actors and, ultimately, the flexibility of the labour market. There is no consensus in the literature on the effect these institutions have on labour market outcomes. This chapter focuses on a set of selective labour market institutions (employment protection legislation, minimum wages, unemployment benefits, labour taxation, trade unions and active labour market policies), compares their relevance to other European Union (EU) countries and through the lens of the Beveridge curve it tries to evaluate their impact on effectiveness of the Czech labour market. The international comparison shows that most of the considered institutions/regulations do not reach such importance (except employment protection legislation) and that they have a significant negative effect on labour market outcomes. Even the model of the Beveridge curve does not indicate that the Czech labour market is characterised by rigidities that would impair the effectiveness of a matching process at the aggregate level.
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Laurie Nathan and Joel M. Devonshire
This paper aims to critique the rationalist theoretical framework of international mediation, which ignores emotions in analyzing the decision by conflict parties to pursue a…
Abstract
Purpose
This paper aims to critique the rationalist theoretical framework of international mediation, which ignores emotions in analyzing the decision by conflict parties to pursue a negotiated settlement or continue fighting, and to present an alternative framework that integrates emotions.
Design/methodology/approach
The paper draws on psychology research on emotions and conflict to develop an emotionally informed framework for analyzing conflict parties’ decision-making regarding a settlement. It demonstrates the framework’s validity and value through a case study of the 2000 Camp David mediation to resolve the Israeli–Palestinian conflict.
Findings
A rationalist approach to mediation does not have adequate explanatory and predictive power theoretically. In practice, it can reduce the prospect of success.
Research limitations/implications
The paper highlights the necessity for mediation researchers to study the effects of emotion, draw on psychology studies on conflict and explore the emotional implications of different mediation strategies and tactics.
Practical implications
The framework highlights the challenge of designing and conducting mediation in a way that cultivates emotions favorable to a settlement and lessens emotions unfavorable to a settlement.
Originality/value
This is the first study, to the best of the authors’ knowledge, to critique the rationalist framework of international mediation studies and develop an alternative framework that integrates emotions.
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Yavuz Idug, David Gligor, Jamie Porchia, Suman Niranjan, Ila Manuj and David R. Nowicki
Drawing on the social identity theory, this paper explores the impact of rider–driver ethnicity match on the driver’s expected ride satisfaction and willingness to perform, and…
Abstract
Purpose
Drawing on the social identity theory, this paper explores the impact of rider–driver ethnicity match on the driver’s expected ride satisfaction and willingness to perform, and rider’s trust on the driver.
Design/methodology/approach
The study relies on scenario-based online experiments with 291 ride-hailing drivers and 282 riders in the USA.
Findings
The findings indicate that ethnicity match between ride-hailing drivers and riders positively impact driver’s ride satisfaction and willingness to perform, and rider’s trust in the driver. The study also revealed a significant positive moderation effect of ethnic identity on the relationship of ethnicity match and those constructs.
Practical implications
While it may be challenging to influence an individual’s level of ethnic identity, managers can take steps to educate and train their employees regarding the impact of ethnic identity and discrimination, with a particular focus on those individuals who possess a strong sense of ethnic identity.
Originality/value
The findings of this research provide theoretical contributions to the existing literature on ride-hailing services and adds to the limited stream of logistics research that examines the impact of ethnicity on ride-hailing operations.
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