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Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).

Building on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.

Results show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.

The study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.

The study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).

Drawing upon self-determination theory (SDT) and the proactive motivation model, this study examined how inclusive leadership is related to organizational citizenship behavior (OCB) through psychological need satisfaction (PNS).

Data were collected from a large Dutch private company in the financial sector (N = 264) and analyzed using structural equation modeling (SEM).

Inclusive leadership positively influenced all three PNS dimensions (autonomy, competence and relatedness). Both autonomy and relatedness fully mediated the relationship between inclusive leadership and OCB. However, this was not the case for competence, although additional analyses revealed the serial mediation of all three PNS dimensions.

By highlighting the mediating role of PNS, this study contributes to the inclusive leadership literature by helping unravel the underlying process through which leaders influence team outcomes. The findings emphasize the importance of inclusive leaders in satisfying employees' individual psychological needs, so that they can redirect their attention toward prosocial behaviors.

This chapter explores how classic and institutional entrepreneurs in the sharing economy (SE) frame and make sense of the emergent, plural, and contested SE concept. The authors address this question through an investigation of an attempt to institutionalize the SE as a separate field in France, through data collected among SE entrepreneurs gravitating around OuiShare, a leading institutional entrepreneur for the SE. To analyze the plurality of discursive framings within the SE field, we explored how classic entrepreneurs affiliated with the SE and institutional entrepreneurs made sense of the concept and its related practices by referring to different theories and narratives. The results reveal that classic entrepreneurs used and combined four distinct theoretical currents (access economy, commons, gift, and libertarianism) to frame their projects. This framing diversity was further reinforced at the meso level by specific forms of institutional entrepreneurship which reflected and actively built on such framing diversity. However, over time, such heterogeneity negatively affects the internal coherence of the field. Based on these results, the authors discuss the impact of enduring framing diversity on the SE organizational field emergence and development.

In their seminal papers on ARCH and GARCH models, Engle (1982) and Bollerslev (1986) specified parametric inequality constraints that were sufficient for non-negativity and weak stationarity of the estimated conditional variance function. This paper uses Bayesian methodology to impose these constraints on the parameters of an ARCH(3) and a GARCH(1,1) model. The two models are used to explain volatility in the London Metals Exchange Index. Model uncertainty is resolved using Bayesian model averaging. Results include estimated posterior pdfs for one-step-ahead conditional variance forecasts.

Decentralized autonomous organizations (DAOs) promise to be an incubator for a regenerative, mutualist, and democratic economy. But if business is no longer done in firms and workers are neither employed nor managed – what else? This paper argues that a new production architecture inevitably involves an uncomfortable look at the idea of “business” itself, requiring us to reconsider deeply ingrained ideas of scale, ownership, and control. Here, you will find three provocations to institutionally reimagine DAOs for a planetary-conscious future. Bear with me.

This paper proposes the Student's t Dynamic Linear Regression (St-DLR) model as an alternative to the various extensions/modifications of the ARCH type volatility model. The St-DLR differs from the latter models of volatility because it can incorporate exogenous variables in the conditional variance in a natural way. Moreover, it also addresses the following issues: (i) apparent long memory of the conditional variance, (ii) distributional assumption of the error, (iii) existence of higher moments, and (iv) coefficient positivity restrictions. The model is illustrated using Dow Jones data and the three-month T-bill rate. The empirical results seem promising, as the contemporaneous variable appears to account for a large portion of the volatility.