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1 – 10 of over 6000M. Nazmul Islam, Fumitaka Furuoka and Aida Idris
The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context…
Abstract
Purpose
The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context of organizational change.
Design/methodology/approach
This is a quantitative approach, which is based on cross-sectional data. In total, 300 available cases are processed through structural equation modeling in order to infer the results.
Findings
The results indicate that transformational leadership is significantly related to championing behavior during organizational change. Moreover, work engagement fully mediates the relationship between transformational leadership and championing behavior in the context of organizational change.
Practical implications
Managers should emphasize the practice of the transformational leadership approach, as well as should stress the antecedents of work engagement in order to foster the employee championing behavior in the context of organizational change.
Originality/value
The research contributes to the change management and human resource management literature by providing a plausible explanation of the mediating role of work engagement in connecting transformational leadership and employee championing behavior in the context of organizational change.
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Inam Ul Haq, Dirk De Clercq and Muhammad Umer Azeem
With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’…
Abstract
Purpose
With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’ fear of terror and their job performance, as well as the buffering role of their passion for work, as a personal resource, in this process.
Design/methodology/approach
The tests of the hypotheses rely on three-wave, time-lagged data collected from employees and their supervisors in Pakistan.
Findings
An important reason that concerns about terrorist attacks diminish performance is that employees refrain from championing their own entrepreneurial ideas. This mediating role of idea championing is less salient, however, to the extent that employees feel a strong passion for their work.
Practical implications
For human resource managers, this study pinpoints a key mechanism – a reluctance to mobilize active support for entrepreneurial ideas – by which fears about terrorism attacks can spill over into the workplace and undermine employees’ ability to meet their performance requirements. It also reveals how this mechanism can be better contained by the presence of adequate personal resources.
Originality/value
This study adds to burgeoning research on the interplay between terrorism and organizational life by specifying how and when employees’ ruminations about terrorism threats might escalate into diminished performance outcomes at work.
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Fatima Majid, Muhammad Mustafa Raziq, Mumtaz Ali Memon, Adeel Tariq and John Lewis Rice
This paper aims to examine how role clarity mediates the effect of transformational leadership on job engagement and championing behavior in support of the conservation of…
Abstract
Purpose
This paper aims to examine how role clarity mediates the effect of transformational leadership on job engagement and championing behavior in support of the conservation of resources theory.
Design/methodology/approach
The authors used a cross-sectional approach to collect data from managerial/nonmanagerial employees within the Pakistani hospitality industry via online and offline questionnaires. A total of 170 responses were used in the data analysis using partial least squares structural equation modeling to test the hypothesized relationships.
Findings
Findings show that transformational leadership directly predicts improved role clarity and job engagement. Moreover, role clarity leads to job engagement and championing behavior. Role clarity exhibits a partial mediation effect on job engagement and full mediation on championing behavior.
Originality/value
To bridge the gap in leadership literature, this research assesses the underlying effect of role clarity on the relationship between transformational leadership and its positive outcomes. It provides theoretical and managerial implications regarding the role of transformational leadership characteristics and outcomes.
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Dirk De Clercq and Renato Pereira
Drawing from conservation of resources (COR) theory, this study investigates the relationship between employees' perceived career progress and their championing behavior and…
Abstract
Purpose
Drawing from conservation of resources (COR) theory, this study investigates the relationship between employees' perceived career progress and their championing behavior and particularly how this relationship might be invigorated by two critical personal resources at the job (work meaningfulness) and employer (organizational identification) levels.
Design/methodology/approach
Quantitative data were collected from a survey administered to 245 employees in an organization that operates in the oil industry.
Findings
Beliefs about organizational support for career development are more likely to stimulate idea championing when employees find their job activities meaningful and strongly identify with the successes and failures of their employing organization.
Practical implications
This study offers organizations deeper insights into the personal circumstances in which positive career-related energy is more likely to be directed toward the active mobilization of support for novel ideas.
Originality/value
As a contribution to extant championing research, this research details how employees' perceived career progress spurs their relentless efforts to push novel ideas, based on their access to complementary personal resources.
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Dirk De Clercq and Imanol Belausteguigoitia
The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the…
Abstract
Purpose
The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the likelihood that they engage in championing behaviour. Its specific focus is on the mediating effect of their motivation to leave the organization and the moderating effect of their peer-oriented social interaction in this connection.
Design/methodology/approach
The research hypotheses are empirically assessed with quantitative survey data gathered from 632 employees who work in a large Mexican-based pharmacy chain. The statistical analyses involved an application of the Process macro, which enabled concurrent estimations of the direct, mediating and moderating effects predicted by the proposed conceptual framework.
Findings
Emotion-based tensions in co-worker relationships decrease employees’ propensity to mobilize support for innovative ideas, because employees make plans to abandon their jobs. This mediating role of turnover intentions is mitigated when employees maintain close social relationships with their co-workers.
Practical implications
For organizational practitioners, this study identifies a core explanation (i.e. employees want to quit the company) for why frustrations with emotion-based quarrels can lead to a reluctance to promote novel ideas – ideas that otherwise could add to organizational effectiveness. It also highlights how this harmful process can be avoided if employees maintain good, informal relationships with their colleagues.
Originality/value
For organizational scholars, this study explicates why and when employees’ experience of interpersonal conflict translates into complacent work behaviours, in the form of tarnished idea championing. It also identifies informal peer relationships as critical contingency factors that disrupt this negative dynamic.
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Dirk De Clercq and Renato Pereira
This study addresses how and when the experience of family-induced work strain might steer employees away from efforts to promote innovative ideas. In particular, it proposes a…
Abstract
Purpose
This study addresses how and when the experience of family-induced work strain might steer employees away from efforts to promote innovative ideas. In particular, it proposes a mediating role of role ambiguity and moderating roles of two coworker resources (goal congruence and goodwill trust) in this process.
Design/methodology/approach
The research hypotheses are tested with data obtained from a survey administered among employees who work in a professional services organization.
Findings
An important explanatory mechanism that links family interference with work to diminished championing efforts is that employees hold beliefs that their job roles are unclear. The extent to which employees share work-related mindsets with coworkers, as well as their belief that coworkers are trustworthy, attenuate this harmful effect.
Practical implications
For HR managers, the study shows a clear danger that threatens employees who feel drained by significant family demands: The negative situation may escalate into work-related complacency (diminished championing), which then may generate even more hardships. As it also reveals though, employees can leverage high-quality coworker relationships to contain this danger.
Originality/value
This study adds to HR management research by investigating the role of negative spillovers from family to work in predicting idea championing, as explained by negative beliefs about job-related information deficiencies but buffered by high-quality coworker relationships.
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M. Nazmul Islam, Fumitaka Furuoka and Aida Idris
The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in…
Abstract
Purpose
The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh.
Design/methodology/approach
On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change.
Findings
This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change.
Research limitations/implications
This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research.
Practical implications
This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change.
Originality/value
This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.
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Muhammad Umer Azeem, Dirk De Clercq and Inam Ul Haq
This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for…
Abstract
Purpose
This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.
Design/methodology/approach
Three-wave, multi-rater survey data were collected among employees and their supervisors across various industries.
Findings
A critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.
Practical implications
For organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.
Originality/value
This study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.
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Sabar, Badri Munir Sukoco, Robin Stanley Snell, Ely Susanto, Teofilus, Sunu Widianto, Reza Ashari Nasution and Anas Miftah Fauzi
This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between…
Abstract
Purpose
This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.
Design/methodology/approach
The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.
Findings
The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.
Research limitations/implications
The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.
Practical implications
This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.
Originality/value
This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.
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John Thorley, Jose Arturo Garza-Reyes and Anthony Anosike
Over the last decade, circular economy (CE) has gathered interest from both industrialists and academics alike. Whilst CE research is widespread in such areas as supply chain and…
Abstract
Purpose
Over the last decade, circular economy (CE) has gathered interest from both industrialists and academics alike. Whilst CE research is widespread in such areas as supply chain and larger organisations, there is limited research into how small to medium enterprises (SMEs) can prepare for adopting CE. There is no comprehensive readiness model for SMEs adopting CE. The purpose of this paper is to explore the literature on change readiness and generate knowledge to fill this gap by developing a conceptual model to measure change readiness for SMEs' adopting CE.
Design/methodology/approach
This study is based on a comprehensive literature review of change readiness models and frameworks. The paper reviews publications from Science Direct, Web of Science, Emerald, Scopus and Google Scholar. The readiness for change models and frameworks from the selected publications are evaluated and synthesised to develop a comprehensive conceptual model for change readiness for SMEs adopting a circular economy.
Findings
A readiness conceptual model is developed by incorporating several factors as precursors to readiness, i.e. individual/collective difference, structural, contextual factors and related barriers. Eleven factors make up the individual/collective difference. Three factors make up the structural and contextual factors.
Practical implications
This paper develops a conceptual model that can aid academics and practitioners in better understanding SMEs readiness to adopt CE.
Originality/value
This paper makes a unique contribution by proposing a comprehensive conceptual model of readiness for SMEs adopting CE.
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