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This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited.

Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance.

This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy. Also, this study underlines the need to ensure a fit between conflict management strategy and conflict types.

This research has several limitations. It explores only accounting – marketing working relationship in UK financial services organisations. Also, it explores only relationship conflict and cultural and disciplinary diversity and boundary fencing factors. Finally, this study suggests a mediating influence of psychological well-being on the CFB – performance link, a conclusion that is based on a methodologically inadequate tool: causes and effects associations are better assessed quantitatively (Johnson and Onwuegbuzie, 2004).

The paper highlights insights for analysing and resolving conflicts towards harmonious dyadic relationships. Importantly, managers who use the flagged CFB tool would achieve psychological enhancement in team, and extendedly enhanced organisational performance. Managers are reminded of the need to adequately address the emotional substances in relationship conflicts, as failure to do this will lead to conflict escalation, transformation and negative performance.

The paper offers theory testing and theory building knowledge. The CFB insight is a major highlight, one that lays a brick for future development, especially concerning its modus operandi, motivators and how to maximize its performance value.

Based on social influence theory, this paper aims to explore the influence of academic entrepreneurs on team innovation activities. The innovation behavior of academic team members is the key behavior in academic entrepreneurial activities. As a special entrepreneurial group, academic entrepreneurs' political skills play an important role in stimulating team innovative behaviors.

This paper adopts a multi-level study design and takes as samples the paired data of 91 academic entrepreneurial teams (n = 475). Based on team cognition, it constructs a model of the influence mechanism of academic entrepreneurs' political skills on team innovation behavior and explores the mechanism of transactive memory system in this influence effect. The authors use HLM and PROCESS macro to test our multilevel model.

The results show that academic entrepreneurs' political skills positively impact team innovation behavior, and a transactive memory system plays a mediating role between them. Team psychological safety significantly enhances the positive relationship of both academic entrepreneurs' political skills and a transactive memory system with team innovation behavior. Moreover, with enhanced perceptions of team psychological safety, academic entrepreneurs' political skills are more likely to improve team innovation behavior through the transactive memory system.

The study explores the influence of transactive memory system on the relationship between academic entrepreneurs' political skills and team innovation behavior, with the team cognitive perspective derived from social influence theory. This provides authors with new insights on the complex dynamics at place in the team innovation process and offers implications for how we can fruitfully manage this process.

In this chapter, we argue that beyond the self-enhancement motive (i.e., the desire for a positive identity), other identity motives play a significant, yet underspecified role in homogeneous and diverse groups. In particular, we explore how the desire for self-verification, belonging, and distinctiveness offer alternative and, at times, even contradictory explanations for findings typically attributed to self-enhancement. We also consider the ways in which these motives are influenced in homogenous and diverse groups and the effects they have on group processes and performance. Through our examination, we aim to stimulate research on the role of multiple identity motives in homogenous and diverse groups.

Enhancing the innovative behaviour of knowledge workers is a main task in knowledge management. The pay-for-performance policy is one of the management practices for innovative behaviour enhancement and has been gaining popularity in the knowledge-intensive context. However, it is still uncertain whether such practice really enhances the innovative behaviour of knowledge workers. To address this issue, this paper aims to propose and verify a conceptual framework incorporating kernel notions of social exchange, psychological empowerment and work engagement rooted in the social cognition paradigm.

The current study conducts a survey on 608 knowledge workers and their supervisors, validating the model structure and causal path pattern of the proposed framework. The causality is delineated from social exchange attributes of financial incentive, psychological empowerment and work engagement to innovative behaviour of knowledge workers.

Perceived organisational support and perceived pay equity are primary antecedents of symbolic incentive meaning reflected in the financial incentive of the pay-for-performance policy. Symbolic incentive meaning comprising dimensions of relative position, control and personal importance relates positively to innovative behaviour of knowledge workers. Psychological empowerment and work engagement are partial mediators of the positive relationship.

The current study explicates why and how social exchange attributes of the financial incentive provided by the pay-for-performance policy may enhance innovative behaviour of knowledge workers. Implications are supplied to knowledge management scholars and practitioners to optimise the pay-for-performance policy for innovative behaviour enhancement.

The current study integrates self-enhancement and social exchange theories to construct hypotheses in which team-level narcissism is expected to negatively influence team-level task performance ratings and team-level organizational citizenship behaviors directed at team members (OCB-Is). Additionally, individual-level narcissism is expected to negatively influence peer performance ratings. Based on longitudinal data collected from 89 study participants constituting 29 project teams, results indicate (a) team-level narcissism influences task performance, (b) team-level narcissism influences changes in OCB-Is over time, and (c) individual-level narcissism influences peer performance ratings. Our findings suggest the necessity for practitioners to consider individual differences in the strategic formation of work groups.

The purpose of this paper was to examine the interplay between sports fanship and brand-related perceptions in the context of sports sponsorship. The effects of sport fans' self-enhancement strategies: Basking in reflected glory (BIRGing) and cutting off reflected failure (CORFing) were investigated in response to how sports fans connected themselves to a sponsor brand as well as whether their sponsor brand trust and loyalty were activated.

An experiment was designed in the first study to examine immediate effects of team performance and sports fandom on sports fans' connection to the sponsor brand, while an online survey was conducted in the second study to investigate the joint effects of team performance and game venue on sports fans' sponsor brand trust and loyalty.

The first study found that both team performance and sports fandom yielded significant effects on sports fans' connection to the sponsor brand. Specifically, sports fans with higher fandom reported the highest connection to the sponsor brand after the success of their favorite team, while others with lower fandom exhibited the lowest connection after the failure of their favorite team. The second study suggested that team performance and game venue yielded both main and joint effects on sponsor brand trust and loyalty. Moreover, fan identification mediated the joint effects of team performance and game venue on both sponsor brand trust and loyalty.

Replicating the concepts of BIRGing and CORFing into the context of sports sponsorship, this paper verified the vigorous roles of BIRGing and CORFing in influencing sports fans' perceptions of the sponsor brand. Moreover, both theoretical and practical insights into BIRGing and CORFing concepts applicable to examine the impact of the fan–team relationships on sport fans' perceptions of the sponsor brand through sports sponsorship would be generated for the advancement of sports business research.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.

Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.

Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.

Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.

This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al., 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.

Drawing upon the theory of communication visibility, this research intends to investigate the direct effect of enterprise social media (ESM) usage on team members’ knowledge creation capability (KCC) and the mediating effects of psychological safety and team identification. In addition, it aims to untangle how the efficacy of ESM usage varies between pre- and post-COVID-19 periods.

Using two-wave survey data from 240 members nested within 60 teams, this study utilizes a multilevel approach to test the proposed hypotheses.

We discover that ESM usage enhances team members’ KCC. More importantly, the results show that psychological safety and team identification mediate the ESM–KCC linkage. Interestingly, we further find that the impacts of ESM usage on team members’ KCC, psychological safety, and team identification are stronger in the pre-COVID-19 period than those in the post-COVID-19 period.

This research sheds light on the ESM literature by unraveling the mechanisms of psychological safety and team identification underlying the linkage between ESM usage and team members’ KCC. Moreover, it advances our understanding of the differential efficacy of ESM usage in pre- and post-COVID-19 periods.