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1 – 3 of 3Katie McIntyre, Wayne Graham, Rory Mulcahy and Meredith Lawley
This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the…
Abstract
Purpose
This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.
Design
The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.
Findings
Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.
Value
This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.
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Keywords
Jie Zhou, Lingyu Hu, Yubing Yu, Justin Zuopeng Zhang and Leven J. Zheng
Building supply chain resilience is increasingly recognized as an effective strategy to deal with supply chain challenges, risks and disruptions. Nevertheless, it remains unclear…
Abstract
Purpose
Building supply chain resilience is increasingly recognized as an effective strategy to deal with supply chain challenges, risks and disruptions. Nevertheless, it remains unclear how to build supply chain resilience and whether supply chain resilience could achieve a competitive advantage.
Design/methodology/approach
By analyzing the data collected from 216 firms in China, the current study empirically examines how information technology (IT) capability and supply chain collaboration affect different forms of supply chain resilience (external resilience and internal resilience) and examines the performance implications of these two forms of supply chain resilience.
Findings
Results show that IT capability is positively related to external resilience, whereas supply chain collaboration is positively related to internal resilience. The combination of IT capability and supply chain collaboration is positively related to external resilience. In addition, internal resilience is positively related to firm performance.
Research limitations/implications
This study used only cross-sectional data from China for hypothesis testing. Future studies could utilise longitudinal data and research other countries/regions.
Practical implications
The findings systematically assess how IT capability and supply chain collaboration contribute to supply chain resilience and firm performance. The results provide a benchmark of supply chain resilience improvement that can be expected from IT capability and supply chain collaboration.
Originality/value
The study findings advance the understanding of supply chain resilience and provide practical implications for supply chain managers.
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Jie Chen, Xiande Zhao and Michael Lewis
This paper draws on social exchange theory to theorise supplier motivation to share knowledge. It examines the effects of supplier anticipated future dependence on their…
Abstract
Purpose
This paper draws on social exchange theory to theorise supplier motivation to share knowledge. It examines the effects of supplier anticipated future dependence on their motivation to share knowledge with a buyer, mediated by economic, relational and learning motives. It also examines the conditional effects imposed by the current embeddedness of the relationship.
Design/methodology/approach
The study tested the proposed moderated mediation model using a scenario-based experimental method.
Findings
The results show that supplier anticipated future dependence increases their motivation to share knowledge, mediated by relational and learning motives. The results also show that current embeddedness has negative moderation effects on economic and learning but not relational motives.
Originality/value
The study deepens our understanding of supplier motivation to share knowledge as social exchange and offers insights on buyer-supplier relationship embeddedness.
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