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The purpose of this paper is to develop and test a research model on Taiwan's National Police Administration setting, extending the theory of planned behavior, reasoned action, and expectancy‐valence, and developing the more neglected aspects of the goal‐setting theory.

Participants were Taiwan's National Police Administration employing 500 full‐time employees. Structural Equation Modeling was used to explore the relationship among regulatory focus, uncertainty towards organizational change, and organizational commitment.

The results were that promotion focus or prevention focus had a significantly positive influence on uncertainty towards organizational change, and only promotion focus had a significantly positive influence on organizational commitment. In addition, uncertainty towards organizational change had a significantly negative influence on organizational commitment. The results supported the significant role of uncertainty towards organizational change as a mediator in the relationship between promotion focus (or prevention focus) and organizational commitment.

The results of the research help fill important research gaps (lack of empirical research and generalization) in the regulatory focus theory literature, clarifying the special role of regulatory focus in a traditional police organization's change processing, and its implications for police officers utilizing a non‐US setting to allow a cross‐cultural examination of regulatory focus theory.

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.

To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.

The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.

This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.

The purpose of this paper is to examine the role of regulatory focus in sustainable entrepreneurship processes to answer questions on how sustainable entrepreneurs pursue their goals and what motivates them. Knowledge about an entrepreneur’s motivational attribute is essential when trying to understand new venture creation processes. To determine an entrepreneur’s affiliation with one of the two self-regulatory systems, promotion focus and prevention focus, it is helpful to establish whether he or she is motivated by growth and development goals (promotion) or rather by responsibility and security goals (prevention).

In a qualitative study of seven sustainable ventures, two semi-structured interview rounds with 14 founders were conducted. Archival data from internal and external sources were gathered, resulting in more than 80 text documents.

Findings reveal that the self-regulatory focus of sustainable entrepreneurs changes during the entrepreneurial process with regard to the temporal dynamics of motivation. While conceiving ideas, sustainable entrepreneurs engage in a prevention-focused self-regulatory process because social or ecological problems induce them to direct their attention toward sustainable development goals. During rollout, in contrast, they increasingly engage in a promotion-focused self-regulatory process and concentrate more on venture growth goals.

The results highlight the important role of a regulatory fit between key self-regulatory entrepreneurial behaviors and entrepreneurs’ regulatory orientation toward increased motivation and enjoyment when pursuing goals.

This study’s contributions extend and combine the theories of regulatory focus, entrepreneurial motivation, and entrepreneurial processes in the field of sustainable entrepreneurship. They are valuable for understanding the determinants of sustainable entrepreneurial action.

The purpose of this paper is to examine whether and how the usage of regulatory fit in cost reduction announcements affects employees’ willingness to engage in the cost reduction program (CRP).

Based on the regulatory fit theory, a scenario-based experiment was conducted (n = 517) to investigate the effect of promotion- or prevention-oriented framing of the CRP on the acceptance and the motivation to actively contribute to the CRP using multiple ANOVAs.

The study results point out that the framing of the cost announcement messages should use feelings or emotions and ensure gains for promotion-focused employees to decrease the negative effects of regulatory nonfit. However, in the case of prevention-focused employees, facts and reasons should be used in combination with an assertion of nonlosses in the announcement message to prevent regulatory nonfit.

This research deepens the understanding on the decision-influencing role of managerial cost announcements on employee motivation and the impact of different regulatory orientations. By this, the authors enhance the current understanding of how employees can effectively be integrated into CRPs and expand previous research on how regulatory fit theory can be used by organizations dealing with negative events.

The study findings offer several opportunities and implications for managers engaged in corporate communication. More specifically, the study findings provide helpful guidelines for organizations to align their cost reduction announcement with the regulatory focus of their employees to reach regulatory fit and thus enhance employee willingness to participate in the CRP.

Despite the increasing attention of regulatory focus and regulatory fit theory and to the best of the authors’ knowledge, this is the first attempt to search for combined effects of emotions and facts versus potential gains and ensuring nonlosses, which both were shown to influence outcomes predicted by regulatory fit.

The purpose of this study is to investigate how state regulations become ineffective in holding corporations accountable for environmental degradation in an emerging economy context, with a specific focus on oil and gas and cement industry in Nigeria.

The study draws on capture theory to bring out the factors that have rendered redundant the state intervention to make corporations accountable for their environmental activities. The research setting is the oil and gas and cement industry in Nigeria. Data for the study are derived from both documentary analysis and semi-structured interviews and analysed using a thematic technique.

The findings of the paper demonstrate a regulatory failure to hold corporations to account for their environmental activities. A lack of political will, outdated regulations and the manipulation of the regulators, all have played a part in preventing corporations from being accountable for their activities. In addition, the widespread elite corruption in the country has provided corporations with leeway to manipulate their environmental accountability practices. The study emphasises the need for continuous review of the regulations and efforts to reduce corruption in order to promote corporations' environmental accountability in Nigeria.

The research is limited to Nigeria, oil and gas and cement industries. The theoretical lens can be used to address problem of capture of the regulations and institution in the country.

The practical implication is that it would enhance environmental regulations in Nigeria and emerging economies. It will also provide support from researchers emerging markets on the adoption of capture theory in future research.

It will promote corporate best environmental practices in the country. It will reduce the issues surrounding environmental accountability practices and create awareness on environmental issues among the populace. It will create the impression that corporations will be held accountable for their environmental activities in the country and the need to have improved environmental regulations in the country.

The study adds to the debate on corporate environmental accountability practices engendering insights from the Nigerian oil and gas and cement industry. The paper demonstrates how companies in emerging economies can capture state regulations and how rendering environmental accountability becomes more of rhetoric than a reality with little impacts on the welfare of people and society.

The purpose of the present study is twofold. First, the authors examine the potential mediating role of promotion focus in terms of the relationship between transformational leadership and work engagement. Second, the authors set out to examine whether the indirect effect of transformational leadership and follower work engagement through promotion focus is stronger when followers' public service motivations are higher versus lower.

The present study examines the association between transformational leadership behavior and employees' work engagement. Data included measures of transformational leadership behavior and promotion focus as well as public service motivation and work engagement. Utilizing a field sample of 316 employees, the study tested the proposed relationships with robust data analytic techniques. Results were consistent with the hypothesized theoretical framework, in that promotion focus mediated the relationship between transformational leadership behavior and work engagement stronger when public service motivation was high and weaker when public service motivation was low. Based on the findings, the study concludes that the connection between transformational leadership behavior and work engagements partially mediated by promotion focus and this mediated connection is stronger when employees' public service motivation is high and weak when employees' public service motivation is low—thereby yielding a pattern of moderated mediation.

The study findings suggest five main conclusions. First, consistent with previous studies (Aryee et al., 2012; Bui et al., 2017; Hetland et al., 2018; Li et al., 2021; Ng, 2017; Tims et al., 2011; Zhu et al., 2009), the study found a positive relationship between transformational leadership and employees' work engagement. Second, along the same lines of previous research (Brockner and Higgins, 2001; Hetland et al., 2018; Johnson et al., 2017; Kark et al., 2018; Tung, 2016), this study found a positive association between transformational leadership and employees' promotion focus. Third, as hypnotized, the study found a positive association between employees' promotion focus and their work engagement. Fourth, as hypothesized using regulatory focus theory, promotion focus positively mediates the relationship between transformational leadership and employees' work engagement. This result elucidates the underlying mechanism that enables leadership to influence employees' work engagement, particularly, through the self-regulatory promotion focus. The result demonstrates that leadership relates to and affects basic motivations of the promotion systems, which have been known as a basic human need for development and growth. The study demonstrates that leaders may be able to promote followers' motivations by provoking a promotion focus frame and this motivational frame further shapes followers' outcomes in terms of employees' work engagement. Hence, this finding support previous research claiming that promotion focus acts as a mediating mechanism in the relationship between transformational leadership and various outcomes(e.g. Johnson et al., 2017; Kark et al., 2018). However, this study adds significantly to existing research by being the first study to empirically test and pay attention to the promotion focus frame as the underlying psychological mechanism through which transformational leaders motivate followers to higher levels of work engagement. Finally, consistent with the study hypothesis, public service motivation has a moderating effect on the promotion focus-work engagement association. In addition, as the study hypothesized, public service motivation has a moderating effect on the mediating relationships between transformational leadership and employees' work engagement through promotion focus in public sector organizations. It appears that the relationship between transformational leadership and followers' work engagement through promotion focus is enhanced by the role of employees' PSM. In other words, the employees' public service motivation increases employee engagement further for employees with high situational promotion focus than for employees with a low situational promotion focus, which could be explained by the fact that more public service motivation is more meaningful to followers with promotion focus motivational framework to be more engaged. That is, public servants who are predisposed to respond to motives grounded primarily or exclusively in public institutions and organizations are more engaged at work due to their self-regulatory promotion focus spirit. This result is in congruence with findings that indicate that PSM is an important driver of organizational performance and has a positive impact on organizational behavior (Ritz et al., 2016). This finding does provide support to Bakker's (2015) proposition that PSM may strengthen the positive relationship between personal resources (e.g. optimism and self-efficacy) and work engagement because public servants with high levels of enduring PSM find their work important and meaningful. Therefore, they are likely to invest their resources in public service work, be engaged in their work and perform well.

First, it examines the extent to which transformational leadership contributes to employee work engagement. That is, the current study adds to the literature by using promotion focus attributes to probe the underlying mechanism through which transformational leaders enhance employee engagement in the workplace (Kark and van Dijk, 2019). Second, by combining insights obtained from the literature on the self-regulatory theory (Higgins, 1997) and the PSM theory (Perry and Wise, 1990), this study adds to work engagement literature by showing the importance of PSM as an institutional factor in work engagement. Lastly, the study expands the transformational leadership literature by using a moderated mediating model that recognizes PSM as a situational variable in the mediating relationship between transformational leadership and employee engagement.

The results have several implications for practice. Findings reveal that transformational leaders can enhance follower work engagement by inducing their promotion focus orientation. Managers can, therefore, display more transformational behaviors, such as providing a compelling vision, communicating high expectations, promoting new ideas and giving personal attention to each employee in the workplace. In addition, managers may develop a promotion-focus orientation among their followers by appealing more to their ideals and aspirations than to their duties and responsibilities (Brockner and Higgins, 2001). Organizations, on the other hand, could offer leadership training and development programs designed to enhance transformational leadership Behaviors. As for employees' PSM, public organizations have to be more creative in attracting, selecting and retaining employees with high levels of public service motives (Kim, 2021). Public organizations can also train their employees on public service values and enhance their incentives structures to align their motivational predispositions with the organization mission and values.

The present study adds to the existing theory in two ways. First, despite significant progress in exploring the process and boundary conditions for transformational leadership with beneficial work behaviors, the study findings paid attention to the underlying psychological mechanism, precisely the self-regulatory promotion focus frame through which transformational leaders motivate followers to higher levels of work engagement. A second theoretical contribution of the present study is that it adds to the long line of research supporting a more concerted effort to understand both the moderating and mediating mechanisms that link transformational leadership to follower outcomes. By using the moderated mediating model, this study shows that transformational leaders can induce a promotion focus within followers who have developed a public service motivation profile to be more willing to engage in their organizations. The current study also has several practical implications that can be drawn from the study findings. First, organizations should become more sensitive to their employees' (promotional and preventive) self-regulatory foci. Managers should be trained to be strategically oriented toward people's growth and development. Second, by serving as role models, managers can shape their subordinates' regulatory foci. The more managers' actions suggest that they are focused on promotion, the more likely it is that their subordinates will follow suit. Third, managers may emphasize the use of positive feedback, such as praise, by giving it when employees succeed and withholding it when they fail. This feedback style is more likely to elicit a promotion focus, especially if the praise for success focuses on what the employee was able to accomplish (e.g. “You aided in the advancement of an important task!”) rather than negative occurrences that the employee was able to avoid (e.g. “You were extremely cautious and as a result, you avoided making the wrong judgment.”) (Brockner and Higgins, 2001). Moreover, the moderating role of public service motivation in the effects of transformational leadership on work engagement through a promotion focus mechanism suggests that managers should not assume all employees would engage in their work similarly to their transformational leadership behaviors. Managers may find that followers who have values that are consistent with public service are more inclined to their promotion focus frame and thus are likely to internalize both motivations, which ultimately leads to more work engagement. As a result, managers should help employees, for example, feel a sense of accomplishment and recognize that they are contributing to society as an intrinsic reward. Finally, human resource managers must be mindful of their selection and placement decisions. Ensure that members are highly motivated to serve in the public sector and have the desired regulatory focus.

Regulatory focus theory suggests that regulatory fit influences individuals' decisions. However, little is known regarding the effect of regulatory fit on sports consumers' purchase intention. Accordingly, the authors extend the concept of regulatory fit to the sports context to understand how advertising claims affect amateur badminton players' purchase intention of badminton rackets.

A total of 200 amateur badminton players participated in this study. These participants were randomly assigned to the promotion-prime advertising claim or prevention-prime advertising claim condition.

Authors’ findings demonstrate that the experience fit between personal regulatory focus in the sports context and advertising claims induces higher purchase intention. This finding corresponds with expectations based on regulatory focus theory.

The present study extends and strengthens knowledge of personal regulatory focus in the sports context and thus shows marketers how to communicate with target customers to precisely sell sports products using the regulatory fit strategy.

The study focuses on drug safety regulation capture, reveals the inner mechanism and evolutionary characteristics of drug safety regulation capture and provides suggestions for effective regulation by pharmacovigilance.

The article introduces prospect theory into the game strategy analysis of drug safety events, constructs a benefit perception matrix based on psychological perception and analyzes the risk selection strategies and constraints on stable outcomes for both drug companies and drug regulatory authorities. Moreover, simulation was used to analyze the choice of results of different parameters on the game strategy.

The results found that the system does not have a stable equilibrium strategy under the role of cognitive psychology. The risk transfer coefficient, penalty cost, risk loss, regulatory benefit, regulatory success probability and risk discount coefficient directly acted in the direction of system evolution toward the system stable strategy. There is a critical effect on the behavioral strategies of drug manufacturers and drug supervisors, which exceeds a certain intensity before the behavioral strategies in repeated games tend to stabilize.

In this article, the authors constructed the perceived benefit matrix through the prospect value function to analyze the behavioral evolution game strategies of drug companies and FDA in the regulatory process, and to evaluate the evolution law of each factor.

The purpose of this paper is to investigate the relationship between deterrence measures, leadership support and public finance regulatory compliance among public secondary schools in Uganda.

A questionnaire survey of 257 Ugandan public secondary schools was undertaken. Ordinary least squares regression was used to determine whether, in addition to deterrence measures, leadership support also explains variances in public finance regulatory compliance.

Results based on a hierarchical regression analysis indicate that deterrence measures explain 17.4 per cent of variances in public finance regulatory compliance. In addition, leadership support explains a further 18.2 per cent of the variances in public finance regulatory compliance.

The results imply that in addition to deterrence measures, secondary schools in Uganda should also emphasise leadership support in order to improve their public finance regulatory compliance.

Contrary to previous studies, the authors explain regulatory compliance using deterrence measures and leadership support in a single study while also focussing on institutions and not individuals as a unit of analysis. The authors also extend the predominantly financial institutions compliance studies to the education sector. Thus probably for the first time, the authors show that leadership support complements deterrence measures in explaining public finance regulatory compliance in the education sector. Even with strong deterrence measures, the lack of leadership support may lead to inadequate public finance regulatory compliance.

The purpose of this paper is to advance a conceptual analytical framework to help explain employment regulation as a dynamic process shaped by institutions and actors. The paper builds on and advances regulatory space theory.

The paper analyses the literature on regulatory theory and engages with its theoretical development.

The paper advances the case for a broader and more inclusive regulatory approach to better capture the complex reality of employment regulation. Further, the paper engages in debates about the complexity of employment regulation by adopting a multi-level perspective.

The research proposes an analytical framework and invites future empirical investigation.

The paper contends that existing literature affords too much attention to a (false) regulation vs deregulation dichotomy, with insufficient analysis of other “spaces” in which labour policy and regulation are formed and re-formed. In particular, the proposed framework analyses four different regulatory dimensions, combining the legal aspects of regulation with self-regulatory dimensions of employment regulation.