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1 – 10 of 71Zili Fan, Hao Sun, Pingli Zhu, Mengting Zhu and Xuan Zhang
As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to…
Abstract
Purpose
As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to promote creativity. Based on the social cognitive theory, the purpose of this study is to examine the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process.
Design/methodology/approach
To reduce the effects of common method biases and causal lag effect, this study was divided into three stages for data collection, with a time interval of a month. A total of 365 employee samples (72 team samples) from seven internet enterprises in Shanghai and Wuhan were selected, and Bootstrap method and Johnson-Neyman method were used to test the hypothesis.
Findings
The results of this study show that developmental I-deals positively affect team creativity, and team creative-efficacy mediates the relationship between developmental I-deals and team creativity. Error management atmosphere strengthens the impact of developmental I-deals on team creative-efficacy and further strengthens the indirect effect of developmental I-deals on team creativity through team creative-efficacy.
Originality/value
Based on the social cognitive theory, this study examines the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process. First, the study of I-deals category was further refined. The existing research defines the concept of I-deals in a general way and does not classify it in detail. Second, the internal mechanism of I-deals is revealed. Third, it expands the multi-level research of I-deals.
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Weixiao Guo, Chenjing Gan and Duanxu Wang
The purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory…
Abstract
Purpose
The purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.
Design/methodology/approach
Multiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.
Findings
The results show that frequent team member mobility is negatively related to a knowledge-worker team's creativity, and the relationship is mediated by team TMS and creative efficacy.
Originality/value
This study contributes to a deeper understanding of how the mobility of team members affects team creativity in knowledge-worker teams by exploring the underlying mechanisms from the perspective of team cognition. Specifically, team TMS and creative efficacy mediate the relationship between team member mobility and team creativity.
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Mingjun Yang, Tuan Trong Luu and David Qian
Service innovation benefits hospitality organizations’ service quality and competitive advantages. However, how and when team culture amplifies team service innovation is still…
Abstract
Purpose
Service innovation benefits hospitality organizations’ service quality and competitive advantages. However, how and when team culture amplifies team service innovation is still not fully comprehended. Thus, this study aims to reveal the mediation and moderation mechanisms behind the team-level culture and service innovation nexus.
Design/methodology/approach
This study used both quantitative and qualitative methods to validate the research model. The authors collected data from leaders and their members working in the hospitality sector in China.
Findings
The results demonstrated the positive nexus of developmental culture and team service innovation. This nexus was sequentially mediated by aggregated creative role identity and aggregated creative self-efficacy and was also strengthened by task interdependence.
Practical implications
The results indicated that hospitality practitioners should consistently instill the values of developmental culture into their members to trigger their teams’ service innovative endeavors. They should also design more tasks requiring intensive teamwork and encourage members to complete these tasks collaboratively.
Originality/value
This study advances the understanding of the direct, mediating and moderating effects behind team service innovation.
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Giang Hoang, Elisabeth Wilson-Evered, Leonie Lockstone-Binney and Tuan Trong Luu
This study aims to review the empirical studies on empowering leadership in hospitality and tourism and proposes an associated research agenda.
Abstract
Purpose
This study aims to review the empirical studies on empowering leadership in hospitality and tourism and proposes an associated research agenda.
Design/methodology/approach
A disciplined selection process using transparent inclusion and exclusion criteria resulted in a final sample of 25 empirical studies. The research results from these studies were systematically analyzed using content analysis.
Findings
The synthesis of these articles highlights that: studies on empowering leadership in hospitality and tourism are mainly based on motivational theories and theories with a social orientation; empowering leadership has been examined within various cultures mostly using quantitative methods; multiple instruments are used to measure empowering leadership; and empowering leadership is a variously defined construct that has been found to promote creativity and innovation, service performance and various employee attitudes and behaviors.
Research limitations/implications
The authors provide an integrated framework for empowering leadership in hospitality and tourism contexts, proposing theoretical implications and directions for further research.
Practical implications
This review identified growing research interest in empowering leadership in diverse hospitality and tourism contexts, as well as an increasing impetus to understand how leaders can effectively empower their subordinates.
Originality/value
The study provides a systematic understanding of empirical research examining the theoretical frameworks, antecedents, mediators, moderators and consequences of empowering leadership in various hospitality and tourism contexts. Significant opportunities remain for further research to address the gaps and limitations discovered.
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The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic…
Abstract
Purpose
The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).
Design/methodology/approach
A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).
Findings
Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.
Originality/value
The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.
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Katerina Bezrukova and Jayaram Uparna
In this chapter, we develop a theoretical model of group splits, culture shifts, and creativity in diverse groups. This model explains how the strength of informational faultlines…
Abstract
In this chapter, we develop a theoretical model of group splits, culture shifts, and creativity in diverse groups. This model explains how the strength of informational faultlines can elicit a culture shift from a desired to an actual culture of creativity in a team, which then might differentially influence team creativity and group performance. We further argue that subgroup support and team creative efficacy may enhance the interaction of informational faultlines with a desired culture of creativity to facilitate the shift toward an actual culture of creativity. We also discuss future research directions and practical implications for stimulating creative behaviors in organizations.
Ram Shankar Uraon, Rashmi Bharati, Kritika Sahu and Anshu Chauhan
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the…
Abstract
Purpose
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.
Design/methodology/approach
The data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.
Findings
The results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.
Practical implications
This study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.
Originality/value
There is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.
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Peiyu Pai, Hsien-Tung Tsai and Jun-Yu Zhong
This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service…
Abstract
Purpose
This study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance.
Design/methodology/approach
Self-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling.
Findings
Employees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts.
Research limitations/implications
The sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity.
Practical implications
Managers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation.
Originality/value
This study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects.
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Chiara Oppi, Afsaneh Bagheri and Emidia Vagnoni
Exploring how to enhance innovative work behaviour (IWB) has been the main concern of top managers and researchers, particularly in knowledge-intensive and public organizations…
Abstract
Purpose
Exploring how to enhance innovative work behaviour (IWB) has been the main concern of top managers and researchers, particularly in knowledge-intensive and public organizations. Yet, studies investigating factors that shape innovative behaviour at work are scarce. Focussing on the healthcare setting, the purpose of this paper is to hypothesize a direct relationship between individuals’ perceived creative self-efficacy (CSE), creative collective efficacy (CCE) and IWB.
Design/methodology/approach
The research used survey data from 446 clinical managers working in public healthcare organizations in six different Italian regions and a set of previously validated questionnaires to measure the study variables.
Findings
Findings suggest that clinical managers’ perceptions of their CSE and their perceived CCE significantly influence their self-reported IWB.
Research limitations/implications
Findings highlight the importance of constructing and developing clinical managers’ efficacy in creativity at both an individual and team level in order to incentivize the emergence of innovation behaviour. Further research is needed to assess the existence of mediating and/or moderating mechanisms underlying the relationships emerging from this study in order to support decision makers in diffusing innovation and creativity in healthcare organizations.
Originality/value
The research adds to the debate on improving IWB by introducing perceived individual and team creative efficacy as determinants of IWB in healthcare organizations. The research is among the first attempts to contribute to healthcare organizations’ management through exploring clinical managers’ characteristics that influence their IWB.
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Shatrughan Yadav and Usha Lenka
Job-related diversity is significantly different from demographic diversity, referring to diverse skills, knowledge, and perspectives. Despite the significant relevance of…
Abstract
Purpose
Job-related diversity is significantly different from demographic diversity, referring to diverse skills, knowledge, and perspectives. Despite the significant relevance of diversity literature, researchers have paid relatively less attention to job-related diversity dimensions like functional, educational, and tenure diversity. This study aims to analyze the scattered job-related diversity literature and identify mediating, moderating, and outcome variables, including dominant theories, methodological practices, and statistical techniques that affect performance outcomes.
Design/methodology/approach
This paper consolidates the job-related diversity literature and conducts a systematic review to fill the research gap. This study undertook a systematic review of 101 articles on job-related diversity published between 1991 and 2020 in academic management journals.
Findings
This study has synthesized several theoretical frameworks and proposed an integrative framework of job-related diversity for future research and theory development. Conclusively, this study has highlighted the gaps, advanced the knowledge in job-related diversity, and suggested future research avenues and implications.
Originality/value
This study is the first systematic review of job-related diversity, which acknowledges the importance of job-related diversity literature. Job-related diversity has received significant attention in the crisis-like situation during COVID-19 to develop innovative ideas and decision-making from different perspectives.
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