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Drawing upon conservation of resources theory, this study aims to explore how ethical leadership relates to subordinates' emotional exhaustion through the chain mediating effects of organizational networking behavior and organizational embeddedness.

Data were collected from 447 airport employees in China. PROCESS macro in SPSS was used to test the hypotheses.

Results indicated that ethical leadership is negatively correlated with emotional exhaustion; organizational networking behavior and organizational embeddedness play a chain mediating role in the negative relationship between ethical leadership and emotional exhaustion.

This study provides new insights into the association between ethical leadership and emotional exhaustion, and enriches the antecedents and consequences of organizational networking behavior.

The purpose of this study is to develop and test a framework describing the interplay between collective organizational identity, network behaviors and performance in strategic networks.

The study uses data from 141 firms that participated in strategic networks. Structural equation modeling is used to test the hypotheses.

This study demonstrates how a firm’s collective organizational identity directs managerial perceptions toward partner’s opportunism in strategic networks; how these views shape interactions with network partners; and how these interactions facilitate firm adaptations within strategic networks. Moreover, it demonstrates how network adaptations affect the satisfaction with strategic network performance and how this ultimately loops back to influence organizational identity.

Given the limits of quantitative research to capture the mechanisms driving network collaborations, further case-based research on the role of organizational identity for network behaviors is needed.

The results highlight the importance of collective organizational identity for network behaviors and positive performance outcomes. Firms that intend to engage in strategic networks should develop a collective organizational identity that supports implementing the network strategy. The results emphasize the importance of developing a collective organizational identity.

Organizational identity in facilitating network behaviors.

Drawing upon the social identity theory, the authors argue that professionals' career identities have a positive indirect effect on identification with on-demand organizations through career networking behavior. In addition, the strength of these beneficial effects was also bound by extraversion and collectivism.

The hypothesized moderated mediation model was tested by multisource and time-lagged data about 242 Chinese accountants engaging in on-demand work.

The results demonstrated that professionals with a career identity tend to engage in career networking behaviors and identify themselves with a client company. In addition, extraverted professionals were more likely to engage in career networking behaviors, and collectivist professionals were more likely to identify with their on-demand organizations.

This research provides important guidelines on how managers in on-demand organizations leverage gig workers' career identities to establish deep relationships with them.

The authors expanded the traditional framework of identification in the setting of nontraditional work arrangements by establishing a link between career identity and organizational identification for on-demand professionals.

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment.

Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses.

The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment.

Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist.

Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer.

Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange information through social relationships, social network analysis can serve as a useful tool to identify key actors, address areas of concern, and measure PMI success. However, few PMI studies have employed a social network perspective or social network analysis. In this chapter, the authors review the current literature on PMI and organizational change, including the few studies that use social networks approach. The authors also identify recent developments in social networks and organizational change research that can improve our understanding of PMI processes and propose promising avenues for future research. Further, the authors identify obstacles for social network research on PMI and provide practical advice for overcoming them.

Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

The chapter is structured as follows: in the first part, we provide the framework for the analysis of the formation of the born global firm, whereas the entrepreneurial, strategic, and network-based factors are conceptually linked and leading toward a global champion. The analytical model proposes the analysis of strategic choices as defining factors at the level of entrepreneurial behavior, firm strategy, and network. The case study methodology is provided in the second part of the chapter. The third part provides the empirical linkages of entrepreneurial, strategy based, and network factors’ manifestations and underpinnings in R&D intensive entrepreneurial born global firms. These are followed by discussion and conclusions enclosing empirically grounded framework that explains the emergence of R&D intensive entrepreneurial-hidden champions from the perspective of entrepreneurial firm and network theories.

This study investigates organizational climate under the thriving at work perspective using a network approach. The authors demonstrate how organizational climate functions as a complex system and what relationships between variables from different dimensions are the most important to characterize the construct.

By surveying 119,266 workers from 284 companies based in Brazil, the authors estimated a Gaussian graphical model with LASSO regularization for the complete dataset and for two subsets of cases randomly drawn from the whole dataset. The walktrap algorithm was applied for community detection, and a strong model for measurement invariance was fit to test whether the organizational climate is perceived similarly across groups.

Results show that the networks estimated for both groups are quite consistent, with similar number of communities and items detected. The same pattern was found for the expected influence of each item. Measurement invariance was confirmed, showing that organizational climate is perceived similarly in both groups. The most important community detected and whose items have higher levels of centrality was organizational commitment, followed by a community centered around macro-organizational aspects covering cultural integrity, organizational agility and responsible leadership.

Studies in the field have attested to the possibility of investigating the phenomenon from four (Campbell et al., 1970) to over 80 dimensions (Koys and DeCottis, 1991). As a result, since several dimensions have been produced to investigate organizational climate, there is no consensus on the quality and number of dimensions that should be considered to measure such a vast and multifaceted construct. Built on thriving at work perspective, eight dimensions were devised to cover a wide range of characteristics that distinguish organizational climate, including those related to Industry 4.0 (Coetzee, 2019). However, one may argue that a few dimensions, namely social responsibility, diversity and inclusion, or even more items describing work-life balance could expand the depth and breadth of the instrument and potentially trigger new associations that might eventually impose a new logic to the comprehension of climate as a system. Future studies combining the dimensions investigated in this study with other dimensions are therefore highly recommended for an even more comprehensive investigation.

The results of this investigation show how to apply psychological networks to gain insights into different variables and dimensions of organizational climate. These findings can be used for the development of organizational policies focused on the most relevant aspects of organizational climate. This information would allow organizations to go beyond simply describing the individual frequencies for each item and could even be used to create a weighted scoring model that could prioritize variables with higher levels of centrality.

To the authors’ knowledge, this is the first study that investigates organizational climate using psychological networks; it provides a better understanding of the relationships established between items from different dimensions as opposed to the common cause framework whose focus is on the investigation of dimensions separately.

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.