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1 – 10 of over 165000This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn…
Abstract
Purpose
This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues.
Design/methodology/approach
Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers.
Findings
From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics.
Originality/value
Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.
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The cumulative pool of data piling through the empirical expedition around hospitals in Vietnam provides the clue on whether corporate social responsibility (CSR) influences upward…
Abstract
Purpose
The cumulative pool of data piling through the empirical expedition around hospitals in Vietnam provides the clue on whether corporate social responsibility (CSR) influences upward influence behavior, which in turn catalyzes team processes and competitive intelligence scanning. The aim of this paper is to journey through the review of the constructs of CSR, upward influence behavior, and team processes.
Design/methodology/approach
Structural equation modeling (SEM) approach served as an analyst for 349 responses returned from self‐administered structured questionnaires despatched to 522 hospital members in the middle‐management position.
Findings
A model of team processes and competitive intelligence evolved along the process of hypothesis testing. Ethical CSR was found to cultivate organizationally beneficial upward influence behavior in the healthcare service organizations.
Originality/value
The research findings provide the insight into the CSR‐based model of team processes which underscores the role of ethical CSR initiatives and organizationally beneficial upward influence tactics in the activation of competitive intelligence scanning deeds in hospitals in Vietnam business setting.
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The purpose of this paper is to discern whether upward influence behavior, with its antecedents such as organizational culture and leadership, can cultivate organizational trust…
Abstract
Purpose
The purpose of this paper is to discern whether upward influence behavior, with its antecedents such as organizational culture and leadership, can cultivate organizational trust, with particular reference to manufacturing companies in the plastics industry in Vietnam.
Design/methodology/approach
Structural equation modeling (SEM) was used for the analysis of 418 responses returned from self‐administered structured questionnaires sent to 655 middle level managers.
Findings
From the findings emerged the linkage pattern of knowledge‐based trust or identity‐based trust and organizationally beneficial upward influence behavior. Ad hocracy, market, and clan cultures and transformational leadership were found to cultivate organizationally‐beneficial upward influence strategies, which in turn cultivate knowledge‐based or identity‐based trust.
Originality/value
The paper discerns the interplay between culture and leadership on the upward influence behaviors, which in turn influence organizational trust. The paper's findings provide insight into the interplay pattern of trust and its antecedents and underscore the magnitude of ad hocracy, market, and clan culture types, as well as transformational leadership style in the building of organizationally‐beneficial upward influence strategies in plastic manufacturing companies in the Vietnam business setting.
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This research aims to examine whether there is the chain effect from corporate social responsibility (CSR) and emotional intelligence (EI) to organizational learning and…
Abstract
Purpose
This research aims to examine whether there is the chain effect from corporate social responsibility (CSR) and emotional intelligence (EI) to organizational learning and competitive intelligence in chemical companies in a Vietnam business setting.
Design/methodology/approach
Structural equation modeling (SEM) approach was used to analyze a set of 403 responses returned from self‐administered structured questionnaires sent to 620 middle level managers.
Findings
Research findings reveal the impacts of ethical CSR and EI on organizationally beneficial upward influence behaviors, which promote organizational learning. Learning in organizations then acts as an antecedent to competitive intelligence.
Originality/value
To activate the transformation of individual knowledge into organizational knowledge, managers should role model and inspire members to share, from emotions to ethical values, so that they can transcend their self‐interests to develop organizationally beneficial behaviors. Organizational knowledge, from this learning process, will help members discern competitive opportunities.
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Tuan Trong Luu and Chris Rowley
Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The…
Abstract
Purpose
Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The path to i-deals in the organization can commence with value-based human resource (HR) practices. The purpose of this paper is to investigate this path from value-based HR practices to i-deals through the mediating roles of corporate social responsibility (CSR), emotional intelligence (EI) and upward influence behaviors.
Design/methodology/approach
The hypothesized model was verified through the structural equation modeling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies.
Findings
Research findings found value-based HR practices as the starting point of the path to i-deals, in which consecutive crucial milestones are ethical CSR, EI and organizationally beneficial upward influence behaviors.
Originality/value
I-deals literature, through this empirical inquiry, is further extended by discovering the socialized driving forces, such as CSR and EI, behind individualized i-deals.
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This research excursion through shipping companies in Vietnam seeks to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of…
Abstract
Purpose
This research excursion through shipping companies in Vietnam seeks to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of effects from upward influence behavior through organizational health to knowledge sharing.
Design/methodology/approach
The paper adopts a structural equation modeling (SEM) approach which contributed to the analysis of 412 responses returned from self‐administered structured questionnaires dispatched to 635 middle level managers.
Findings
From the findings emerged a model of organizational health and its levers such as CSR, trust, and upward influence behavior. Ethical CSR was found to nurture high level of trust in the organization.
Originality/value
Through the findings of the research, the insight into the CSR‐based model of organizational health highlights the role of ethical CSR, trust, and organizationally beneficial upward influence tactics in building organizational health in shipping companies in the Vietnam business setting.
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They say Eve tempted Adam with an apple. But man I ain’t going for that.Pink Cadillac – Bruce SpringsteenAll through history, individuals have spent considerable effort attempting…
Abstract
They say Eve tempted Adam with an apple. But man I ain’t going for that. Pink Cadillac – Bruce SpringsteenAll through history, individuals have spent considerable effort attempting to influence the behaviors and beliefs of others. As a principal issue in psychology (Forgas & Williams, 2001), social influence processes have been the subject of inquiry for a considerable length of time (Sherif, 1936) while Peterson (2001) argued that the manner in which individuals manipulate others represents the very core of social psychology. Extensive reviews of the social influence literature (e.g. Cialdini & Trost, 1998; Forgas & Williams, 2001) elucidate its powerful role in virtually all work and non-work domains.
Liesl Riddle and Meghana Ayyagari
The purpose of this paper is to explore gender differences in ethical attitudes along two dimensions: perceived ethical strategies for career advancement, or upward‐influence…
Abstract
Purpose
The purpose of this paper is to explore gender differences in ethical attitudes along two dimensions: perceived ethical strategies for career advancement, or upward‐influence ethics; and perceived ethical roles of business in society and the natural environment, or business social and environmental responsibility.
Design/methodology/approach
Employing a variance decomposition procedure, the paper identifies substantive differences in the ethical perceptions of Egyptian male and female managers.
Findings
Female managers find more covert upward‐influence strategies – strategies that are less aboveboard and transparent – acceptable and eschew overt upward‐influence tactics – strategies that are aboveboard and transparent. Female managers also envision a larger role for business in society, particularly in terms of social responsibilities than do male managers.
Research limitations/implications
The study is exploratory, employing a small sample in a single country.
Originality/value
The findings contribute to ongoing debates about the role that a person's gender plays in influencing his/her ethical perspective, examining the issue in a developing country context. This paper's contribution is also methodological, demonstrating how variance decomposition can be used to examine these issues.
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Dirk De Clercq and Renato Pereira
The purpose of this study is to investigate the relationship between employees’ deference to leaders’ authority and their upward ingratiatory behavior, which may be invigorated by…
Abstract
Purpose
The purpose of this study is to investigate the relationship between employees’ deference to leaders’ authority and their upward ingratiatory behavior, which may be invigorated by two personal resources (dispositional greed and social cynicism) and two organizational resources (informational justice and forgiveness climate).
Design/methodology/approach
In this study survey data were collected among employees who work in the banking sector.
Findings
Strict adherence to leaders’ authority stimulates upward ingratiatory behavior, especially when employees (1) have a natural tendency to want more, (2) are cynical about people in power, (3) believe they have access to pertinent organizational information and (4) perceive their organization as forgiving of mistakes.
Practical implications
For human resource (HR) managers, this study points to the risk that employees’ willingness to comply blindly with the wishes of organizational leaders can escalate into excessive, inefficient levels of flattery. Several personal and organizational conditions make this risk particularly likely to materialize.
Originality/value
This study extends prior human resource management (HRM) research by revealing the conditional effects of an unexplored determinant of upward ingratiatory behavior, namely, an individual desire to obey organizational authorities unconditionally.
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Sanjay Gupta and Thomas L. Case
An exploratory investigation of the outward influence tactics used by practicing managers. Narrative accounts of 117 successful and unsuccessful influence attempts were content…
Abstract
An exploratory investigation of the outward influence tactics used by practicing managers. Narrative accounts of 117 successful and unsuccessful influence attempts were content analyzed and categorized using Flanagan’s critical incident approach. Chi‐square analyses and Spearman Rank‐Order correlations were used to compare successful and unsuccessful influence tactics and determine the reasons these methods were employed. Similar to previous investigations, which focused on lateral and upward influence tactics, communicating facts and data in a rational manner was the most frequently used outward influence approach. Success was more likely when a combination of tactics was used and when more than one agent was involved. Successful attempts were associated with the achievement of objectives, creation of a positive image, and improved business relationships. Negative attempts were associated with a jeopardized future business relationship and generation of negative feelings. The implications of the findings and future research directions are identified.
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