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The purpose of this paper is to verify the mediating role of commitment between market-oriented organizational culture and international market performance, and to discuss the moderator effect of national institutional environment on this mediating role.

The research design follows a mixed methodology, combining qualitative and quantitative data collection and analysis. In the first phase, research hypotheses are proposed based on a literature analysis. In the second phase, sample data are collected through interviews and questionnaires sent to domestic contractors in China and South Korea, and a validity analysis of the results is carried out. Correlation and regression analyses are then performed on the valid data to verify hypotheses to prove the existence and influence of mediating effects. Hayes PROCESS Macro is used on the regression results to test the mediating effect of commitment on international project performance and the moderation effect of institutional environment.

The results reveal that the commitment between partners has a mediating effect on the relationship between market culture and international project performance; however, no hierarchy culture is revealed. The mediating effect of commitment is regulated by the institutional environment.

Although the reliability and validity of the questionnaire data in this study are in line with research standards, a larger sample size would improve the reliability of the results. Further, the interviewed samples are mainly from China and South Korea; large representative samples from additional countries, such as Japan, should be considered to gain a fuller understanding and more comprehensive results.

By emphasizing the differences between the two institutional environments of developing and developed countries in East Asia, a theoretical and empirical basis is provided. International construction enterprises in other countries can apply the findings to improve their international market performance in different institutional environments. The findings also provide an empirical reference that international construction enterprises in China and South Korea may use to adjust their organizational cultures and commitments to improve market performance.

The purpose of this paper is to study the mediating effect of human resource (HR) between independent variables (i.e. leadership and quality culture (QC)) and successful total quality management (TQM) implementation for firm performance as dependent variable.

In this paper, the authors have used exploratory factor analysis output as input for mediation statistics. The mediating regression analysis has been performed using exploratory factor analysis based on four steps technique proposed by Baron and Keene in the year 1986 to test the theoretical model.

The mediation statistics output suggests that HR is a complete mediation between independent variables (i.e. leadership) and successful TQM implementation for firm performance and QC is having direct impact on firm performance without any mediation effect of HR.

Mediation regression has its own limitations. Satisfying four steps does not, however, conclusively establish that mediation has occurred and also there persists a measurement problem. The cross-ectional data is one of the present limitation of our present study. While this study was able to provide additional insight into leadership and QC of TQM and its relationship with firm performance, it also revealed areas that would benefit from further research.

This study provides an insight into leadership together with right QC mediates with HR practices to help successful TQM implementation for firm performance on the basis of survey conducted among Indian manufacturing sector is unique contribution.

The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce.

Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model.

Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively.

The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements.

In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.

Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.

Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.

This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).

The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.

This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

The purpose of this paper is to examine the internal process by which high performance work systems (HPWSs) affect firm performance. It attempts to show the mediating effect of employee job satisfaction in the human resource (HR)‐performance link and also to show the moderating effect of employees' perception on the effectiveness of HPWSs.

Using a nationally representative data set from Korea (firm‐level samples: 245 firms, employee‐level samples: 6,709), this study analyses the mediating effect of job satisfaction in the relationship between HPWSs and firm performance with ordinary least squares (OLS) analysis and examines the moderating effect of employee perceptions with OLS and hierarchical linear modeling (HLM).

Results show that: there are positive associations between HPWSs and firm performance and between HPWSs and job satisfaction; job satisfaction has a mediating effect in the HR‐Performance link; and employees' perceptions of the effectiveness of HR practices moderate these relationships.

Limitations of the study are the measurement of HR practices, omitted variable problem, and generalizability of the results in this study. Scholars argue for the positive effect of HPWSs on firm performance and managers attempt to introduce HPWSs in their firms, but most of them do not fully understand what happens in the HR‐performance link. This study demonstrates that job satisfaction is a “black box” in the linkage between HPWSs and firm performance and may inform managers of appropriate policy levers that, if manipulated appropriately so that employees feel the effectiveness of HPWSs, can help the firm achieve more desirable organizational outcomes.

Many scholars argue that research to examine the internal process in the HR‐performance link is essential for rigorous elaborations of SHRM‐related theories, but few studies have investigated this issue. This study reveals the mediating and moderating mechanisms through which the HR‐performance link exerts its influence.

The purpose of this paper is to investigate the extent to which intragroup conflict mediates the relationship between cultural diversity and group outcomes.

Three types of intragroup conflict were considered: relationship, process, and task conflict. Cultural diversity was defined as group members' dissimilarity in horizontal and vertical individualism and collectivism. Group outcomes were operationalized as satisfaction with the group and perceived performance of the group. Mediated regression analysis was used to test the hypothesized relationships with data from 76 science research groups.

Cultural diversity was positively related to relationship, process, and task conflict. In turn, the three conflict types were associated with unfavorable group outcomes. Further, the three types of conflict were shown to mediate the relationship between cultural diversity and group outcomes.

Potential limitations of this study include its cross‐sectional design, common method bias, generalizability of findings, and use of three different questionnaire formats. The possible impact of these limitations is addressed.

Although this research implies that culturally homogeneous groups have better outcomes, it is often impossible and undesirable to assemble such groups. The targeted use of cross‐cultural training programs may help individuals function well in culturally diverse groups by lessening conflict and thus allowing more favorable group outcomes.

Previous research has either asserted a relationship between cultural diversity and unfavorable group outcomes or shown a relationship between intragroup conflict and unfavorable group outcomes. The contribution of this study is to show that intragroup conflict mediates the relationship between cultural diversity and group outcomes.

The purpose of this paper is to investigate the mediating role of process simplification on the relationship between process integration and upstream supply chain flexibility in Indian automotive organizations.

The three-step mediation analysis was performed using SPSS macro PROCESS to assess the mediating role of process simplification on the relationship between process integration constructs: top management commitment and supplier relationship; and upstream supply chain flexibility.

The results indicate a complete mediation effect of process simplification between supplier relationship and upstream supply chain flexibility, while partial mediation effect is noticed between top management commitment and upstream supply chain flexibility.

For Indian automotive managers, the study suggests that for improving the upstream supply chain flexibility, organizations must have a strategy towards improving the simplification of supply chain processes by upgrading technology and providing training to their suppliers. This understanding will help the automotive managers to simplify their upstream supply chain processes for gaining competitive positioning and maximizing the organizational profit.

This study has considered the mediating role of process simplification (a relatively less studied variable) specifically in the context of its impact on upstream supply chain flexibility. Also, the presented study explores this role in the Indian automotive domain which further enhances its value for both practitioners and researchers alike.

This paper aims to advance the research on relationship between high performance work systems (HPWS) and employees’ intention to leave by examining the mediating role of trust, motivation and organizational citizenship behaviour.

Primary data based on 563 respondents were analysed to investigate the relationship between HPWS, employee outcomes and employees’ intention to leave. Statistical techniques like confirmatory factor analysis, correlations, regression and bootstrapping were used to analyse the data.

The study has revealed that the application of HPWS in the form of rigorous staffing, extensive training, performance-based appraisal and compensation, employee relations, self-managed teams, flexible work arrangements and empowerment results in enhanced employee work-related outcomes and decreased intention to leave among employees. The results have indicated that the relationship between HPWS and employees’ intention to leave is serially mediated by employee outcomes.

The study gives strong indications that investments in creating bundles of high performance HR practices will enhance the value of the human capital by eliciting favourable employee attitudes and behaviours and therefore will prove beneficial for the organizations operating in India.

This study has attempted to provide new insights in the underlying mechanism existing in the relationship between HPWS and employees’ intention to leave by using multiple mediators in sequence.

This study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.

A two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.

Firstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.

We used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.

This paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.

With considerable international awareness of circular economy (CE), the purpose of this paper is to propose a theoretical framework, informed by institutional theory and upper echelon theory (UET), to explain how top management commitment (TMC) mediates the relationship between external pressures and supplier relationship management (SRM) practices for CE.

The authors test the hypotheses using cross-sectional data gathered using a survey of companies involved in sustainability practices.

The results of the hierarchical regression and mediating regression analyses suggest that TMC positively mediates the effect of external institutional pressures on SRM.

The authors advance existing theory by integrating institutional theory and UET to explain SRM practices in sustainable supply networks. Furthermore, the authors offer guidance to managers who would like to engage in leveraging SRM in sustainable supply networks and outline future research directions.