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Article
Publication date: 6 October 2022

Xiaoyong Zheng

Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service…

Abstract

Purpose

Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service ambidexterity. The purpose of this paper is to explore how salespeople's internal and external social networks affect sales-service ambidexterity.

Design/methodology/approach

The unique data of 331 salespeople from 39 units in retail banking industry and insurance industry were collected, and the hierarchical linear model was adopted to test the hypotheses. Finally, the alternative measure of the dependent variable and the alternative estimation method were adopted for robustness test.

Findings

The results show that the strength of salespeople's internal social networks and the extensiveness of salespeople's external social networks could facilitate sales-service ambidexterity of salespeople separately and synergistically. Salespeople's role breadth self-efficacy partially mediates the influences of internal and external social networks on sales-service ambidexterity, while empowerment climate and transformational leadership positively moderate the aforementioned mediational process by strengthening the relationship between salespeople's role breadth self-efficacy and sales-service ambidexterity.

Practical implications

Practical guidelines are provided for managers to shape ambidextrous salespeople by facilitating salespeople's internal and external social networks, promoting transformational leadership and creating empowerment climate within the unit.

Originality/value

To the best of the author's knowledge, this paper is the first to systematically examine the impact of salespeople's social network on sales-service ambidexterity. Drawing from social cognitive theory and the ambidexterity literature, this research reveals the mechanism of how salespeople's internal and external social networks contribute to sales-service ambidexterity.

Details

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

Keywords

Article
Publication date: 23 September 2022

Anil Boz Semerci

This study highlights the business failure experienced in pandemic times, its impact on entrepreneurs' perception of failure and the reciprocal relationship between…

Abstract

Purpose

This study highlights the business failure experienced in pandemic times, its impact on entrepreneurs' perception of failure and the reciprocal relationship between entrepreneurs' perception of failure and individual ambidexterity.

Design/methodology/approach

The study provides empirical evidence on interpreting the long-term outcomes of business failure in pandemic times and develops a deeper insight by utilizing a two-year research design (time 1: 2020 and time 2: first half of 2021). It draws on data from 200 entrepreneurs who experienced business failure in the coronavirus disease 2019 (COVID-19) pandemic times which is a global crisis.

Findings

The results revealed that both challenge and hindrance appraisals of failure are associated with individual ambidexterity over time. Self-efficacy and social valuation of re-entry decisions are mediators between hindrance appraisal and individual ambidexterity on both time 1 and time 2. Moreover, there is a positive reciprocal relationship between self-efficacy and ambidexterity throughout the two time periods. In regard to participants' current employment status, hindrance appraisal, self-efficacy and perceptions of ambidexterity linkages were found to be significantly different in terms of unemployment and employment.

Originality/value

To the best of the author's knowledge, it is the first time that the individual ambidexterity of failed entrepreneurs was explored after hard times in the pandemic. It comprehensively helps to understand the importance of cognitive appraisal of hard times and identifies the perceptional and behavioral consequences of failure in entrepreneurship.

Details

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

Keywords

Article
Publication date: 5 October 2022

Jungsun (Sunny) Kim, Andrew Hardin and Samuel Lee

When organizations implement a new information system (IS), they often experience users' resistance behaviors. This study explored the effects of IS self-efficacy

Abstract

Purpose

When organizations implement a new information system (IS), they often experience users' resistance behaviors. This study explored the effects of IS self-efficacy, perceived ease of use, perceived usefulness, and anxiety on resistance to IS change within the hospitality domain. It also compared these relationships before and after completing e-learning courses for a new IS.

Design/methodology/approach

Survey responses were gathered from current and future hospitality employees. All hypotheses were tested via confirmatory factor analysis and structural equation modeling.

Findings

The results demonstrated that (1) IS self-efficacy had significant effects on both perceived usefulness and perceived ease of use of IS; and (2) IS anxiety had a significant impact on resistance to IS change, both before and after completing the e-learning courses. The results also showed that self-efficacy had a significant effect on anxiety and, in turn, resistance to change, after completing the e-learning courses, but not prior to the training.

Research limitations/implications

This study addressed the lack of theory-driven empirical research on predictors of user resistance to IS change, based on social cognitive theory, technology acceptance models, and user resistance research.

Practical implications

Based on the findings, hospitality operators and vendors can focus on improving factors influencing user adoption of a new IS when they design and implement it. Operators can design better change management strategies to reduce resistance to IS change.

Originality/value

Few investigations have been conducted to explain the relationships among the aforementioned factors, before and after completing e-learning for a hospitality IS.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 16 September 2022

Anita Sarkar

The purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support…

Abstract

Purpose

The purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.

Design/methodology/approach

This is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.

Findings

Results suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.

Originality/value

Uniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 September 2022

Eko Suhartanto

Drawing on the social cognitive theory, this research examines the relationship of perceived parental support factors and the next-generation succession intention in the…

Abstract

Purpose

Drawing on the social cognitive theory, this research examines the relationship of perceived parental support factors and the next-generation succession intention in the family business regarding the mediating effect of family business self-efficacy factors.

Design/methodology/approach

This study uses the structural equation modelling method to analyse 16,521 cases from the global university entrepreneurial students' spirit survey (GUESSS) 2018 project.

Findings

This study provides evidence that parental support can influence the family business self-efficacy of the next-generation members, leading to succession intention of the family business. However, having high self-efficacy towards non-family members does not necessarily increase next-generation members' intention to engage in family business succession.

Research limitations/implications

This research lacks information about the next-generation's perception of parental psychological control, which is needed to examine the model of next-generation engagement more comprehensively in the family business.

Originality/value

Attempting to complement the family business literature, this study provides evidence about the determinants of next-generation members' succession intention and extends prior discussions on family business self-efficacy.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Article
Publication date: 12 September 2022

Qixing Yang, Quan Chen, Jingan Wang and Ruiqiu Ou

This study has two objectives: to explore the factors that influence student self-efficacy regarding engagement and learning outcomes in a business simulation game course…

Abstract

Purpose

This study has two objectives: to explore the factors that influence student self-efficacy regarding engagement and learning outcomes in a business simulation game course and to compare the difference between hierarchical and general teaching methods.

Design/methodology/approach

From September 2021 to May 2022, a questionnaire was administered to 126 students in a business simulation game course at the Zhongshan Institute, University of Electronic Science and Technology of China. Data were analyzed using nonparametric paired samples tests and linear regression.

Findings

The results showed that student self-efficacy, engagement and learning outcomes were significantly higher with the hierarchical teaching method than with the general teaching method. There were also differences in the factors that influenced self-efficacy regarding learning outcomes between the two teaching methods. With the general teaching method, student self-efficacy did not directly affect learning outcomes, but did so indirectly by mediating the effect of engagement. However, with the hierarchical teaching method, self-efficacy directly and significantly affected learning outcomes, in addition to indirectly affecting learning outcomes through student engagement.

Research limitations/implications

Compared with the control group experimental research method, the quasi-experimental research method can eliminate the influence of sample heterogeneity itself, but the state of the same sample may change at different times, which is not necessarily caused by the hierarchical teaching design.

Practical implications

Based on the results of this study, teachers can apply hierarchical teaching according to student ability levels when integrating business simulation games. The results of this study can inspire teachers to protect student self-confidence and make teaching objectives and specific requirements clear in the beginning of the course, and also provide an important practical suggestion for students on how to improve their course performance.

Social implications

The research results can be extended to other courses. Teachers can improve students' self-efficacy through hierarchical teaching design, thus improving students' learning performance and also provide reference value for students to improve their learning performance.

Originality/value

This study built a model based on self-system model of motivational development (SSMMD) theory, comparing factors that affect student self-efficacy regarding learning outcomes under different teaching methods. The model enriches the literature on SSMMD theory as applied to business simulation game courses and adds to our understanding of hierarchical teaching methods in this field. The results provide a valuable reference for teachers that can improve teaching methods and learning outcomes.

Details

Library Hi Tech, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0737-8831

Keywords

Article
Publication date: 13 September 2022

Dafna Gan, Iris Alkaher and Tamar Segal

Engaging students in environmental citizenship to promote education for sustainability (EfS) as an explicit goal of academic courses is not common, notwithstanding wide…

Abstract

Purpose

Engaging students in environmental citizenship to promote education for sustainability (EfS) as an explicit goal of academic courses is not common, notwithstanding wide consensus on its importance. Collaborative learning has rarely been investigated using action research methods in the context of environmental citizenship in higher education; the purpose of this study is to fill the gap.

Design/methodology/approach

Adopting Bandura's (2012) theory of self-efficacy and collective efficacy, this study explores how collaborative learning, used throughout an action research-based course, encouraged students’ efficacy to implement environmental citizenship in their communities. Data were collected through multiple sources: students’ written reflections, instructors’ reflective journals and continuous discussions, interviews with students and different documents (course syllabi, lesson plans and students' scientific posters).

Findings

The findings of this study indicate that the authors succeeded in creating an appropriate social academic setting for the students to become acquainted with each other and to share ideas, successes and challenges in an accepting atmosphere, which proved beneficial to developing their self-confidence to promote EfS in practice. Adopting collaborative learning in the context of environmental citizenship also increased students' self-efficacy and collective efficacy. Self-efficacy was strengthened in the four sources discussed by Bandura (2012): mastery experiences, social modeling, social persuasion and emotional states. Collective efficacy was developed both in the academic and practical domains.

Originality/value

The findings of this study suggest that collaborative learning could serve as a powerful way to promote EfS in higher education, especially in teacher education. This contribution was achieved through integrating academic and practical knowledge foundations, which are required to implement environmental citizenship successfully, supporting learners’ initial steps towards becoming change agents in the society.

Details

International Journal of Sustainability in Higher Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1467-6370

Keywords

Open Access
Article
Publication date: 2 September 2022

Federica Morandi, Simona Leonelli and Fausto Di Vincenzo

Self-efficacy, or a person’s belief in his/her ability to perform specific tasks, has been correlated with workplace performance and role adjustments. Despite its…

Abstract

Purpose

Self-efficacy, or a person’s belief in his/her ability to perform specific tasks, has been correlated with workplace performance and role adjustments. Despite its relevance, and numerous studies of it in the management literature, evidence regarding its function in professionals employed in hybrid roles, such as doctor-managers, is lacking. The aim of this study was to fill this gap by exploring the mediating effect of physicians’ managerial attitude on the relationship between their self-efficacy and workplace performance.

Design/methodology/approach

Primary and secondary data from 126 doctor-managers were obtained from the Italian National Health Service. A structural equation modeling approach was used for analysis.

Findings

This study’s results provide for the first time empirical evidence about a surprisingly little-analyzed topic: how physicians’ managerial attitude mediates the relationship between their self-efficacy and workplace performance. The study offers important evidence both for scholars and organizations.

Practical implications

This study’s results provide valuable input for the human resources management of hybrid roles in professional-based organizations, suggesting a systematic provision of feedback about doctor-managers’ performance, the adoption of a competence approach for their recruitment, and a new design of doctor-managers’ career paths.

Originality/value

The authors provide new evidence about the importance of managerial traits for accountable healthcare organizations, documenting that behavioral traits of physicians enrolled into managerial roles matter for healthcare organizations success.

Details

Journal of Health Organization and Management, vol. 36 no. 7
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 June 2002

Fred Luthans and Suzanne J. Peterson

Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many…

30619

Abstract

Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many complex questions remain. This study first examines the theoretical understanding of employee engagement. Then an empirical investigation is made of the role that a wide variety of managers’ (n = 170) psychological state of self‐efficacy plays in the relationship between their employees’ (average of about 16 per manager) measured engagement and a multiple measure (self, subordinates and peers) of the managers’ effectiveness. Results of the statistical analysis indicate that the manager’s self‐efficacy is a partial mediator of the relationship between his or her employees’ engagement and the manager’s rated effectiveness. Overall, these findings suggest that both employee engagement and manager self‐efficacy are important antecedents that together may more positively influence manager effectiveness than either predictor by itself. Implications for effective management development and practice are discussed.

Details

Journal of Management Development, vol. 21 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 11 December 2020

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on…

672

Abstract

Purpose

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower.

Design/methodology/approach

This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process.

Findings

The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant.

Research limitations/implications

Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness.

Practical implications

Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high.

Social implications

This research provides ways in which organizations can better achieve change through positive processes.

Originality/value

Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

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