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The purpose of this study is to elaborate on the notion of crisis distance and to investigate its influence on publics' crisis responses (i.e. crisis severity, crisis emotions, organizational reputation and supportive behavioral intentions). In addition, this study aims to unearth the underlying mechanisms behind the effects of crisis distance.

This study conducted an online survey by recruiting a representative US sample to examine the proposed research questions.

This paper offers empirical evidence that each dimension of crisis distance (i.e. temporal, social and hypothetical crisis distance) is associated with publics' crisis responses. Furthermore, by investigating distance-crisis-organizational sequence models, the ways in which crisis distance ultimately motivates publics' supportive behavioral intentions was revealed.

As an explorative study to propose a crisis distance model, the current research provides a springboard for expanding the existing scholarly literature on the nature of crisis.

This study of leaders and followers working in day-care centers aims to use a multilevel perspective on supportive leadership to examine its role in linking workload at the leader level and emotional exhaustion at the follower level. Integrating theoretical work on social support with conservation of resources (COR) theory, leaders' workload is proposed to be positively related to followers' feelings of emotional exhaustion through constraining the enactment of supportive leadership.

Multisource survey data from 442 followers and their leaders from 68 teams were collected to test the hypotheses.

Multilevel analyses showed that leader workload was negatively related to followers' perception of supportive leadership, which, in turn, was positively related to followers' levels of emotional exhaustion. Leader workload was indirectly and positively related to follower emotional exhaustion via supportive leadership.

This study provides initial support for the idea that work contextual factors at the leader level create boundaries for the extent to which leaders may provide support to their followers and draws attention to the accountability of leaders' work contextual factors for followers' well-being.

The findings suggest that organizations must not focus narrowly on training leaders on how to benefit followers but should also aim to optimize leaders' levels of workload to enable them to act in a supportive manner.

By considering both the receivers (i.e. followers) and providers (i.e. leaders) of support simultaneously, we take a crossover approach to COR theory and acknowledge that work contextual factors at higher organizational levels may spread to employee well-being at lower levels of the organization.

Researchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap.

Based on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes.

Supportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.”

This study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

This study examines the role of financial service providers (FSPs) in assessing the supply chain credit of small and medium-sized enterprises (SMEs) and how they help SMEs obtain supply chain finance (SCF) through an established digital platform using big data analytics (BDA).

This study conducted data mining analysis on the archival data of China's FSPs in the mobile production industry from 2015 to 2018, using neural networks in the first stage and multiple regression in the second stage.

The findings suggest that digital platforms sponsored by FSPs have a discriminative effect based on implicit BDA on identifying the quality and potential risks of borrowers. The results also show that tailored information utilised by FSPs has a supportive effect based on explicit BDA in helping SMEs obtain financing.

This study contributes to the emergent research on BDA in supply chain management by extending the contextual research on information signalling and platform theory in SCF. Furthermore, it examines the distinctive financing decision models of FSPs and provides a solution that addresses the information deficiency and overload of both lenders and borrowers and plays a certain reference role in alleviating the financing problems of SMEs.

The purpose of this paper is to attempt to replicate Engel’s (2001) styles of supervision using data from a new sample and including additional independent variables.

The data were collected from a sample of police supervisors (N=369) at three distinct locations throughout the USA. Bivariate analyses and ordinary least squares regression were used to analyze the data.

The authors find three of Engel’s four supervisory styles and find largely consistent results, with the exception of gender. Further, the authors find strong evidence for persistent agency-level effects.

Supervisory styles are important to consider, especially when trying to effectively control the behavior of subordinates. While this study cannot address the impact of organizational differences, the consistent agency-level effects suggest this as something that should be considered again in future research.

The authors examined how employee led exchange benefits the organizations. Specifically, the authors aim at investigating the mediating role of family supportive supervision between employee performance and taking charge behavior. The authors further examined leader-member exchange (LMX) as a boundary condition between employee performance and family supportive supervision.

The authors collected data from 295 employees and their supervisors working in various public sector organizations of Pakistan on a convenience basis. Specifically, data on family supportive supervision and LMX was collected from employees; whereas, data on employee performance and taking charge was collected from their supervisors between June–September 2021.

The statistical analysis reveals that high-performing employees are reciprocated by the high family-supportive supervision which increases their work-life balance and they further reciprocate by showing a propensity to take charge. In addition, LMX is noted to strengthen the association between employees' performance and family supportive supervision.

This study explains how managers can extend the stream of employees' performance by highlighting the role of family-supportive supervision and LMX. The managers through high LMX and provision of family-supportive supervision can boost the employees' outcomes from job performance to extra-role performance (i.e. taking charge).

This study adds value to the existing body of knowledge by considering performance as a predictor of various organizational-level consequences. Recent studies have considered the negative consequences of employees' performance, while the positive aspect has been called for an investigation.

This study aims to explore the impact of the availability of work life balance (WLB) practices on organisational outcomes in small and medium‐sized enterprises (SMEs) mediated by the existence of a culture that supports WLB.

An empirical study was performed with a sample of 229 SMEs representing the metal industry sector of Southeast Spain.

The findings show that a WLB supportive culture mediates the effect of the availability of WLB practices on organisational performance.

Among the limitations of this study the authors highlight the transverse nature of the research and the data collection based on self‐reports.

Companies interested in increasing organisational outcomes should introduce WLB practices. Moreover, practitioners should enhance an organisational culture positive towards employees' balance, communicating their support towards WLB initiatives.

The availability of WLB initiatives in the organisations generates not only positive outcomes for employees (e.g. reduction of inter‐role conflict, higher satisfaction, etc.), but also increases the organisational results for employers.

This research focuses on SMEs and the results have implications for practitioners and academics.

The purpose of this study is to investigate the effects of family-supportive supervisor behaviors and organizational climate on employees’ work–family conflict, job satisfaction and turnover intentions.

To examine the causal relationship, the longitudinal panel data of the work, family and health study were used, using the data of 664 respondents who participated in surveys from all four time-points at two Fortune 500 information technology (IT) companies.

The results of the data analysis suggested that family-supportive supervisor behaviors have a minimal, but statistically significant, impact on work-to-family conflict and organizational work-family climate. Moreover, work-to-family conflict minimally mediated the relationship between family-supportive supervisor behaviors and employees’ turnover intentions. An organizational work-family climate had a small, but statistically significant, mediating effect between family-supportive supervisor behaviors and job satisfaction/turnover intentions.

This study has practical implications by noting that relying on only individual managers’ roles or training managers to be family-supportive may not be enough to improve family-oriented organizational culture, work–life balance and job-related outcomes.

Using a longitudinal mediation model, the authors examined the effects of family-supportive supervisor behaviors and how those behaviors impact other variables over time. Despite the expectation of such an impact, the authors found minimal effects among variables. This study is valuable because it can stimulate future research to advance the theoretical and practical understanding of family-supportive supervisor behaviors to help determine why the study found that it had very little impact on both work–family conflict and a family-friendly organizational climate to increase employees’ satisfaction to continue to work.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.

With employees’ support of organizational changes being vital for today’s organizations, the purpose of this paper is to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes.

The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (n=667). Data from the change survey were analyzed employing Hayes’ (2012) PROCESS macro.

The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, its effects are mediated via change-related attitudes, subjective norms, and perceived behavioral control. Furthermore, results suggest additional effects of change recipients’ age and occupational status.

Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees’ change reactions. Moreover, the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions.

The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.