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Article

Muhammad Farrukh, Ali Raza, Fanchen Meng and Yihua Wu

To commemorate the 13th anniversary of the Chinese Management Studies (CMS) and suggest future research directions, this study aims to present an overview of the CMS…

Abstract

Purpose

To commemorate the 13th anniversary of the Chinese Management Studies (CMS) and suggest future research directions, this study aims to present an overview of the CMS through a systematic bibliometric analysis from 2007 to 2019. The analysis emphasizes the trend of themes, structure of publications and citations, the most cited publications, the most productive authors, universities, countries and regions.

Design/methodology/approach

The study uses the data extracted from the Scopus database to present an overview; besides, it also uses VOSviewer and Bibliometrix software packages to visualize the intellectual network of CMS.

Findings

This analysis is based on 486 publications between 2007 and 2019. Results show that there is a rising trend in the number of citations to CMS. The researchers from China were the most frequent contributors to the journal, whereas researchers from the USA, Taiwan, Singapore and Australia were well represented. In addition, the results show that innovation, leadership, human resource management and corporate social responsibility have been the most important research themes in the journal.

Practical implications

This study offers an objective view of the CMS publication structure. The study’s findings can help the journal readers obtain a quick snapshot of the leading trends occurring in the journal. Furthermore, this study provides future research directions for the journals by underscoring important themes.

Originality/value

As the journal’s first retrospective, this study not only educates and enriches CMS’ global readers and aspiring contributors but can also be useful to its editorial board, as it provides several inputs in the form of future research directions to guide the journal’s progress.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

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Article

Muhammad Farrukh, Nabeel Yunus Ansari, Ali Raza, Fanchen Meng and Hong Wang

Drawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of…

Abstract

Purpose

Drawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).

Design/methodology/approach

The study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.

Findings

The study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).

Research limitations/implications

The current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.

Originality/value

Employee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

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Article

Muhammad Farrukh, Fanchen Meng and Ali Raza

A leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow…

Abstract

Purpose

A leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith, 2014). Based on Brad Smith's quote, the purpose of this study is to investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.

Design/methodology/approach

Data were collected from employees and their supervisors working across industries such as pharmaceutical, chemical, engineering and manufacturing. Collected data were then analyzed using the structural equation modeling technique.

Findings

The authors’ results show that LMX and leaders' expectations are positively linked to employees' IB. Moreover, this association is mediated by organizational climate.

Practical implications

This study's findings contribute to the literature on intrapreneurship and may also help practitioners formulate interventions to foster IB in organizations that will ultimately lead to higher performance.

Originality/value

This study attempted to investigate the effect of LMX and the Pygmalion effect on IB through employees' perception of organizational climate for innovation. The literature in this field is scarce and theoretical development is weak because traditional collaborative or participative leadership approaches are more relevant to an outcome than innovation.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

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Article

Muhammad Waseem Bari, Misbah Ghaffar and Bashir Ahmad

The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence…

Abstract

Purpose

The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence (defensive silence, relational silence and ineffectual silence). Besides, this paper investigates the relation mediated by psychological contract breach.

Design/methodology/approach

The data were collected with three-time lags (40 days each) through a structured questionnaire from 389 employees of registered software houses in Pakistan. The structural equation modeling (partial least squares) approach is used for data analysis.

Findings

The findings of this study confirm that knowledge-hiding behaviors have a significant and positive relationship with employees’ silence, and psychological contract breach significantly mediates the relationship between knowledge-hiding behaviors and employees’ silence.

Practical implications

The implications of this study are very supportive to the knowledge-intensive organizations, i.e. software houses. The management should increase the knowledge sharing and trust culture among employees to discourage the knowledge-hiding behaviors among employees. Moreover, supervisors should develop trust among employees, motivate them to avoid knowledge hiding and encourage the employees to raise their voices against their problems in a formal way.

Originality/value

The present study highlights the impact of different dimensions of knowledge hiding on employees’ silence and the role of psychological contract breach as a mediator in this scenario.

Details

Journal of Knowledge Management, vol. 24 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

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