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Building upon relational leadership theory, we develop a theoretical model examining the association between leader-follower congruence in follower role orientation and manager and subordinate relational and well-being outcomes. Follower role orientation represents individuals’ beliefs regarding the best way to enact a follower role. We predict that managers and subordinates who share similar role orientations will experience higher quality leader-member exchange (LMX) relationships and greater eustress than those who differ in their follower role orientations. Propositions are presented for direct effects between congruence and stress and indirect effects through LMX. Our theoretical model contributes to nascent research on followership by offering greater understanding of manager and subordinate beliefs regarding how followers should enact their roles, and the importance of considering leader (i.e., manager) as well as follower outcomes in the workplace. It also extends current thinking about stress as an important outcome of leader-follower relationships.

This paper aims to develop a theoretical framework of archetypical customer roles in a self-service-based system by applying role theory to understand customers’ resource integration and value co-creation efforts in practice.

This study is based on a three-phase explorative case study of customers’ experiences of using self-service technologies at a furniture retailer. A total of 90 interviews were conducted.

Four archetypical enacted customer roles during value co-creation in a self-service-based system are identified: passive non-bothered, passive hesitant, active realist and active independent. Furthermore, it is shown that these roles shape how resources become.

The challenges facing our retail practice bear similarities with those in other contexts, e.g. financial and travel industries, government or public sector service settings, in which self-service technologies are becoming more common. Therefore, this study setting enables some tentative generalizations. The case study approach, however, limits the statistical generalizability of the findings.

The importance of understanding is that not all customers are well-equipped for co-creating value through self-service. By engaging customers and offering them guidance when they encounter difficulties in managing the value co-creation process, as well as viewing them as resource integrators and value co-creators, firms can help them enact more active roles.

The archetypical customer roles contribute theoretically to detailing how resource integration and value co-creation can be shaped by enacted roles, an influence that has not been explicitly proposed in empirical service research.

The purpose of this study is to analyze entrepreneurs' coping strategies used to face stakeholders' expectations.

The paper draws from the general management, role theory, and entrepreneurship literature to develop hypotheses that are tested by using hierarchical regression techniques on a sample of 183 Slovenian entrepreneurs. The paper develops and tests four coping strategies (structural role redefinition, personal role redefinition, reactive role behavior, and passive role behavior) to assess influence on new venture performance. The analysis examines moderating effects of entrepreneurs' perceived role‐related stress.

Results reveal that coping strategies focused on reducing expectations and/or working harder to meet expectations positively affect new venture performance. However, entrepreneurs' focus on suppressing perceived expectations negatively influences new venture performance. Furthermore, entrepreneurs' role‐related stress moderates the relationship between reactive role behavior and new venture performance.

This study provides a better understanding of types of coping strategies available to entrepreneurs and practical consequences for new venture performance. It also explores why some entrepreneurs perform well and why some may quit early being an entrepreneur while others remain and prosper in their role. Possible study limitations are discussed due to sample characteristics and measurement.

The study results are relevant for practising and nascent entrepreneurs, support organizations, and policy makers since empirical evidence can be used in designing entrepreneurs' training and competency‐building programs.

This study is among the first to illustrate effects on early entrepreneurial performance of coping strategies to meet stakeholders' expectations and, indirectly, entrepreneurs' ability to endure establishing a new venture.

Defining the appropriate role of the corporate planning manager can be critical to the effectiveness of planning systems. Depending on the nature of the organization and the purposes of the planning system, different roles and responsibilities can be assumed by the manager of the system.

When using a service, customers often develop their own solutions by integrating resources to solve problems and co-create value. Drawing on innovation and creativity literature, this paper aims to investigate the influence of place (the service setting and the customer setting) on customer creativity in a health-care context.

In a field study using customer diaries, 200 ideas from orthopedic surgery patients were collected and evaluated by an expert panel using the consensual assessment technique (CAT).

Results suggest that place influences customer creativity. In the customer setting, customers generate novel ideas that may improve their clinical health. In the service setting, customers generate ideas that may improve the user value of the service and enhance the customer experience. Customer creativity is influenced by the role the customer adopts in a specific place. In the customer setting customers were more likely to develop ideas involving active customer roles. Interestingly, while health-care customers provided ideas in both settings, contrary to expectation, ideas scored higher on user value in the service setting than in the customer setting.

This study shows that customer creativity differs in terms of originality, user value and clinical value depending on the place (service setting or customer setting), albeit in one country in a standardized care process.

The present research puts customer creativity in relation to health-care practices building on an active patient role, suggesting that patients can contribute to the further development of health-care services.

As the first field study to test the influence of place on customer creativity, this research makes a novel contribution to the growing body of work in customer creativity, showing that different places are more/less favorable for different dimensions of creativity. It also relates customer creativity to health-care practices and highlights that patients are an untapped source of creativity with first-hand knowledge and insights, importantly demonstrating how customers can contribute to the further development of health-care services.

The purpose of this paper is to synthesize findings from health care research with those in service research to identify key conceptualizations of the changing role of the health care customer, to identify gaps in theory, and to propose a compelling research agenda.

This study combines a meta-narrative review of health care research, and a systematic review of service research, using thematic analysis to identify key practice approaches and the changing role of the health care customer.

The review reveals different conceptualizations of the customer role within the ten key practice approaches, and identifies an increased activation of the role of the health care customer over time. This change implies a re-orientation, that is, moving away from the health care professional setting the agenda, prescribing and delivering treatment where the customer merely complies with orders, to the customer actively contributing and co-creating value with service providers and other actors in the ecosystem to the extent the health care customer desires.

This study not only identifies key practice approaches by synthesizing findings from health care research with those in service research, it also identifies how the role of the health care customer is changing and highlights effects of the changing role across the practice approaches. A research agenda to guide future health care service research is also provided.

Language is a fundamental and yet extraordinarily powerful medium. Language is more than the primary feature distinguishing humans from other species. As our principle means of communication, language links us to culture, and in so doing, shapes our perceptions and determines the way in which we think (Clark, Eschholz & Rosa, 1981; Thorne, Kramarae & Henley, 1983). Language is inseparable from social life. Through language, individuals learn cultural patterns and political and social values (Mueller, 1973). Language also reflects the prejudices of society, with assumptions about relative status, power or appropriate behavior often built into the words we use to talk about different groups of people. As Frank and Anshen (1983) note, ageism, racism, and most importantly for this discussion, sexism, are all perpetuated by our language, even among those who consciously reject those prejudices.

This is the second piece in a series of three. Analyses two specific mentoring partnerships. The mentor relationships are part of an MBA linked mentor scheme that is running within the Northern Region of the NHS. Explores the dimensions of the mentoring relationship and attempts to suggest a “best fit” set of dimensions for mentoring to be effective. Touches on the gender issue and Learning Style match. Goes on to debate the effectiveness of mentor development within the scheme and suggests ways in which this might be improved.

Aims to develop the conception and theory of school‐based management and map its characteristics of school functioning for facilitating the ongoing discussion and effort for school management reforms in local or international contexts. School‐based management employs theories of “equifinality” and “decentralization”, assumes that “school is a self‐managing system” and regards “initiative of human factor” and “improvement of internal process” as important. When compared with externally‐controlled schools, the characteristics of school‐based managing schools are very different in school functioning. They should have clear school mission and strong organizational culture. In these schools, managing strategies should encourage participation and give full play to members′ initiative; there should also be considerable autonomy of procuring and using resources to solve problems in time; the role of people concerned should be active and developmental; human relationship is open, co‐operative with mutual commitment; administrators should be high quality and always learning; and evaluation of school effectiveness should include multilevel and multi‐facet indicators of input, process and output in order to help the school learn to improve.

The purpose of this study is to investigate the role of followership dimensions of active engagement (AE) and independent critical thinking (ICT) in leader green behavior (LGB), and how followers' pro-environmental behavior (FPEB) moderates between the proposed relationship.

The data was collected from 381 employees working in different small and medium enterprises (SMEs) of Pakistan, through a structured questionnaire with five points Likert scale. The proposed hypotheses were tested by using Smart-partial least square (PLS).V.3.

Results showed a significant positive impact of followership dimensions on LGB. Moreover, the findings of the study substantiated the moderating role of FPEB between the direct relationship of ICT and LGB, but no significant moderation of FPEB in case of the relationship between AE and LGB was observed.

This paper argues that organizational effective green leadership can be enhanced by followership dimensions of AE and ICT, and by participation of followers in pro-environmental behavior. This has been largely overlooked in the past studies.

The study attempted to empirically test the “Reversing the Lens” perspective by Shamir (2007) in the context of green human resource management (HRM). This study extends a distinct theoretical contribution to the social exchange theory (SET) by focusing on the fact that follower's role is equally as important as that of a leader in the effective leadership process.