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The purpose of this study is twofold. First, we explore the relationship between organizational justice and service-oriented organizational citizenship behavior (SOCB). In particular, we focus on perceived distributive and procedural justice. Second, we examine the moderating effect of the need for achievement and need for affiliation.

The paper employed an online cross-sectional survey approach and distributed questionnaires to service employees at a large service organization. Data were analyzed with a two-step structural equation modeling technique using LISREL 8.7.

Perceived procedural justice significantly predicts SOCB. Additionally, the need for affiliation positively moderates the relationship between perceived procedural justice and SOCB, whereas the need for achievement positively moderates the relationship between perceived distributive justice and SOCB.

Results confirm the importance of establishing and implementing transparent formal organizational processes and procedures for evaluating outcomes of service employees. We recommend service organizations to communicate proactively with employees about how formal organizational systems are implemented, and provide employees with examples and cases that illustrate how performance appraisals are performed. Moreover, supervisors in service organizations need to establish and maintain high quality of social exchange relationships with employees by providing personal coaching and counseling. Furthermore, service organizations need to establish a positive and friendly performance appraisal environment and offer trainings on how to satisfy unpredictable customer demand to employees.

Given the growth of commercial services in the USA and the limited existing knowledge on SOCB, this study provides scholars and practitioner with suggestions and recommendations on how SOCB can be encouraged in service settings.

Competitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.

Data were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.

The results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.

By adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.

Because of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to explore how perceived visible, work value, and informational dissimilarity affect an individual's helping behavior. Additionally, it investigates the moderating roles of the need for affiliation and need for achievement.

A theoretical analysis was performed.

It is proposed that perceived visible, work value, and informational dissimilarity will have a negative impact on an individual's helping behavior. Additionally, it is posited that the need for affiliation and need for achievement will positively moderate the negative relationship between perceived dissimilarity and helping behavior.

This paper provides additional insight into antecedents of helping behavior, and offers a theoretical basis for future research that examines the relationship between subjective diversity and discretionary behaviors in organizations.

This paper has several important implications. First, managers are recommended to implement effective educational approaches, such as role-playing, that help eliminate employees’ negative perceptions of dissimilarity and promote willingness to help co-workers. Second, managers should reinforce shared vision, values, and goals, which in turn may encourage interpersonal cooperative behaviors. Third, managers should facilitate the dissemination of knowledge and information that are crucial to individual performance. Fourth, managers are encouraged to provide employees with trainings on effective interpersonal processes such as inclusion and emotional management. Finally, managers should increase the degree of task interdependence, which may promote high levels of helping behavior.

This paper is one of the very few studies that link helping behavior with subjective perceptions of dissimilarity. More importantly, this paper highlights the importance of the interaction between dissimilarity perceptions and internal driving forces.

This study aims to explore how an entrepreneur's implicit need for achievement and risk reception contribute to internationalization performance.

This study involves 176 Indonesian entrepreneurs. The authors use the Operant Motive Test to assess the entrepreneur's implicit needs and apply hierarchical Tobit regression to assess the interplay between implicit need for achievement, risk perception and internationalization.

The authors show that an entrepreneur's basic needs and risk perception play an essential role in SME internationalization. More specifically, the authors reveal a positive association between the entrepreneur's need for achievement and small and medium enterprises (SME) internationalization. They also show a U-shaped relationship for the moderation effect of risk perception on this relationship. That is, for a high need for achievement-motivated entrepreneur, the level of internationalization is at the highest when risk perception is either very low or very high.

In this study, the authors argue that analyses at the entrepreneur's individual level are indispensable to better understand firm internationalization. The authors argue that the role of psycho-cognitive characteristics of individuals (such as motivational dispositions) received too little attention, compared to factors at the firm or environmental level. This study examines such personality aspects and finds that implicit need for achievement and risk perception impact SME internationalization.

This study aims to, given that most research focusses on leaders and ignores the influence of follower characteristics on either leadership or engagement, investigate whether employee characteristics moderate the relationship between perceived leadership styles and employee engagement. Recent research has shown that visionary and organic leadership paradigms positively influence employee engagement, compared with classical and transactional leadership environments (Zhang et al., 2014).

Questionnaire data from 432 sales assistants, collected from retail shopping malls in Sydney, Australia, were analyzed.

Structured regression analysis confirmed that the employee characteristics of need for achievement, equity sensitivity and need for clarity moderate the relationship between four leadership paradigms and employee engagement. The nature of the moderation varies in complex ways.

There is scope to confirm this study in different contexts, to include additional employee characteristics and reconfirm some scales and to remove common method variance.

The findings suggest that to improve employee engagement: employers should recruit staff exhibiting characteristics predicted to generate high employee engagement; organizations should develop supervisors to ensure that they adopt leadership styles found to drive employee engagement; and recruiters should consider matching the characteristics of employees to the prevailing leadership paradigm(s) in the organization.

This paper addresses a major gap in the literature by examining the moderating effects of follower characteristics on different leadership paradigms and employee engagement.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.