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1 – 10 of over 47000The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical…
Abstract
Purpose
The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate.
Design/methodology/approach
A quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses.
Findings
The results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate.
Research limitations/implications
This study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context.
Practical implications
The paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation.
Originality/value
The main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.
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Abstract
Purpose
This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours.
Design/methodology/approach
The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses.
Findings
The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour.
Practical implications
The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win outcome.
Originality/value
This study applies the approach-inhibition theory of power to inter-organisational negotiations and empirically tests the relationship between an organisation’s bargaining power and its negotiating behaviours in the context of construction projects. Additionally, this study reveals that organisational power distance orientation moderates this relationship.
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Meni Koslowsky, Hadar Baharav and Joseph Schwarzwald
The paper aims to examine whether power distance and management style predict social power choice and whether management style also acts as a mediator in a model linking all three…
Abstract
Purpose
The paper aims to examine whether power distance and management style predict social power choice and whether management style also acts as a mediator in a model linking all three variables.
Design/methodology/approach
The study was conducted within the Israeli Police Force using regular patrol and special patrol units. A total of 40 captains or officers and 151 policemen/women completed scales assessing power distance, captain's managerial style, and influence tactics chosen by them in conflict situations. The data were analyzed from two different perspectives: captains and policemen.
Findings
Harsh tactics were found to differ significantly by power distance whereas the parallel comparison for soft tactics was not significant. The mediation hypothesis tested separately on both samples was supported only for the subordinate group. Management style added significant variance for explaining the dependent variable and also mediated the relationship between power distance and harsh tactic choice.
Research limitations/implications
Using alternative methods for the research design such as observational data or manipulating the independent variables with different scenarios would provide support for the robustness of the findings.
Practical implications
As power distance is increasing, the need to gain compliance in a task oriented situation increases the usage of harsh influence tactics. Conversely, for a similar power distance but in an interpersonal oriented situation, the supervisor may well decide to apply more soft tactics which are more likely to foster a free exchange of ideas and encourage compliance on the part of the patrolman.
Originality/value
Theoretically, the findings of a mediator effect aids in understanding power strategy choice. Specifically, managerial style is not independent of power distance but rather helps maintain the existing organizational culture. Methodologically, the use of two data sets, supervisors and subordinates, reduces bias attributed to common method variance.
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Country of origin (COO) effect refers to the influence of COO on consumers' perception and evaluation of a product. This research explores the impact of consumers' power distance…
Abstract
Purpose
Country of origin (COO) effect refers to the influence of COO on consumers' perception and evaluation of a product. This research explores the impact of consumers' power distance on COO effect.
Design/methodology/approach
We conducted two experiments to test the relevant hypotheses.
Findings
The results indicate that power distance has a polarizing influence on COO effect. That means, for products from countries with good images, the higher the consumers' power distance, the better their evaluation of the products; while for products from countries with poor images, the higher the power distance, the worse their evaluation of the products. The research also finds the moderating effect of consumers' competence–related country-related affect (CRA). When holding positive competence–related CRA, for products from countries with good images, the higher the consumers' power distance, the better their evaluation of the products; for products from countries with poor images, consumers' power distance has no effect. When having negative competence–related CRA, for products from countries with poor images, the higher the consumers' power distance, the worse their evaluation of the products; for products from countries with good images, power distance has no effect.
Originality/value
This study finds that depending on the perception of COO image, power distance not only improves the evaluation of products but also lows such evaluation, reflecting a two-way polarizing feature.
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Yue He, Zan Mo and Huijian Fu
Downward line extension is a valuable growth strategy that enables multiple products and services to meet diverse customer needs. However, downward extended products launched by…
Abstract
Purpose
Downward line extension is a valuable growth strategy that enables multiple products and services to meet diverse customer needs. However, downward extended products launched by high-status brands may be challenged by horizontal extended products launched by relatively low-status brands when these two types of products target similar consumers. This study aims to examine the impact of product type (horizontal extended versus downward extended) on consumers’ purchase intentions, the underlying mechanism and the moderating role of power distance belief.
Design/methodology/approach
Four scenario-based experiments were conducted to probe the research questions.
Findings
Consumers develop lower purchase intentions for downward (versus horizontal) extended products due to the reduction of perceived fit and self-congruity (Study 1). Beyond that, power distance belief moderates the impact of product type on consumers’ purchase intentions, as a low power distance belief reduces the negative effect of downward line extension (Studies 2a, 2b and 2c). Perceived fit and self-congruity mediate the interaction effect between product type and power distance belief on consumers’ purchase intentions (Study 2c).
Practical implications
This study provides marketing practitioners with guidance on implementing the strategy of downward line extension.
Originality/value
This study serves as a preliminary effort to compare consumers’ responses between downward and horizontal extended products, which deepens the understanding of downward line extension. It also contributes to the body of knowledge about line extension and power distance belief by demonstrating the moderating role of power distance belief in a line extension context.
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Deni Gustiawan, Noermijati Noermijati, Siti Aisjah, Nur Khusniyah Indrawati and Hendryadi Hendryadi
Integrating the conservation of resources theory, Hofstede's national culture theory and the cognitive-motivational-relational theory of emotions, the authors propose that power…
Abstract
Purpose
Integrating the conservation of resources theory, Hofstede's national culture theory and the cognitive-motivational-relational theory of emotions, the authors propose that power distance (as a moderator) and emotional exhaustion (as a mediator) play a role in the relationship between workplace incivility, emotional exhaustion and job embeddedness.
Design/methodology/approach
The data were collected in two stages using an online survey of 404 employees from three sectors, including hospitality, banking and manufacturing, in Indonesia. The authors tested a moderated mediation model using Hayes' macro PROCESS version 3.5.
Findings
Workplace incivility contributes to emotional exhaustion, which predicts job embeddedness. Emotional exhaustion also contributes to job embeddedness. In the moderation model, the authors found that the effect of workplace incivility on emotional exhaustion was more substantial for employees with high perceived power distance. Furthermore, power distance also played a moderating role in the relationship between emotional exhaustion and job embeddedness.
Practical implications
Since workplace incivility and job embeddedness differ across cultures, the results of this study contain practical management implications for Indonesian settings, especially the hospitality, manufacturing and banking sectors. The authors provide practical management implications for redesigning organizational culture to help employees avoid uncivil interactions in the workplace. The authors also provide implications concerning strategic managerial directions to improve communication and supervisors' skills at all levels of management.
Originality/value
This study is the first to introduce power distance as a complementary explanation for the relationship between workplace incivility, emotional exhaustion and job embeddedness while focusing on an Asian developing country.
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Chengwei Zhang, Sultan Sikandar Mirza, Tanveer Ahsan and Sardar Muhammad Usman
This study aims to investigate the impact of managerial power distance on the corporate sustainability performance of Chinese firms and to explore the regulatory role of corporate…
Abstract
Purpose
This study aims to investigate the impact of managerial power distance on the corporate sustainability performance of Chinese firms and to explore the regulatory role of corporate digitalization in the Chinese capital market.
Design/methodology/approach
The study collects data from 2,632 A-share Chinese non-financial firms listed on Shanghai and Shenzhen stock exchanges during the period from 2010 to 2020. The authors apply different panel data regression techniques (fixed effects, GMM-System) to investigate the impact of managerial power distance on corporate sustainability performance and to explore the regulatory role of corporate digitalization in the Chinese capital market.
Findings
The results of the study show a positive relationship between high managerial power distance and the sustainability performance of Chinese non-financial firms. This positive relationship is particularly pronounced in Chinese state-owned enterprises (SOEs). The results also show that corporate digitalization increases the sustainability performance of Chinese firms. Further, corporate digitalization weakens the positive relationship between high-power distance and the sustainability performance of Chinese firms. These results are robust to alternate sustainability performance measures and various regression techniques.
Originality/value
To the best of the authors' knowledge, this is the first study that investigates the regulating impact of corporate digitalization on the relationship between managerial power distance and corporate sustainability performance in China.
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Ying Zhang and Fu Yang
The purpose of this research is to examine the relationship between spiritual leadership and employee innovative behavior by testing the mediating role of autonomous motivation…
Abstract
Purpose
The purpose of this research is to examine the relationship between spiritual leadership and employee innovative behavior by testing the mediating role of autonomous motivation and the moderating role of employee power distance orientation.
Design/methodology/approach
The author predicted an indirect relationship between spiritual leadership and employee innovative behavior via autonomous motivation. Also, the author predicted the positive effect of spiritual leadership on employee innovative behavior will be stronger when employee power distance orientation is high. Hypotheses are tested with data gathered from 174 participants.
Findings
Results showed that spiritual leadership was positively related to employee innovative behavior via autonomous motivation. And, the positive relationship between spiritual leadership and autonomous motivation was stronger when employee power distance orientation was high. Furthermore, the indirect effect of autonomous motivation was stronger when employee power distance orientation was high.
Research limitations/implications
This study provides a new theoretical perspective – self-determination theory – to test how and when spiritual leadership enhances employee innovative behavior by suggesting autonomous motivation as a mediator and employee power distance orientation as a boundary condition.
Practical implications
The results of this research provide suggestions for leaders to adopt spiritual leadership as well as enhance interactions between them and employees to increase employee innovative behavior.
Originality/value
This study highlights the moderating role of employee power distance orientation and uses self-determination theory to examine how and when spiritual leadership plays a positive role.
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Based on the cognitive appraisal theory, the current research extended the content domain of sexual harassment research by examining the moderating effect of power distance…
Abstract
Purpose
Based on the cognitive appraisal theory, the current research extended the content domain of sexual harassment research by examining the moderating effect of power distance orientation, a cultural value on the relationship between sexual harassment and organizational behavior.
Design/methodology/approach
For this, this study used a survey method and multiple regression analyses with 285 Korean employees.
Findings
As a result, first, the more unwanted sexual attention employees perceived from their leaders, the less likely they were to be affectively committed to their organization. Second, the more sexual coercion employees perceived from their leaders, the more likely they were to have turnover intention. Third, the negative relationship between unwanted sexual attention and affective commitment is stronger for the employees who are low rather than high in power distance orientation. Finally, the positive relationship between sexual coercion and turnover intention is stronger for the employees who are low rather than high in power distance orientation.
Originality/value
The study expanded the content area of sexual harassment research by showing the control effect of the power distance direction.
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Ying Zhang, Yuran Li, Mark Frost, Shiyu Rong, Rong Jiang and Edwin T.C. Cheng
This paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.
Abstract
Purpose
This paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.
Design/methodology/approach
The authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.
Findings
The authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.
Originality/value
Previous research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.
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