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1 – 10 of 711Meiling Tang, Xi Zhao, Xiangyu Li and Xiaotong Niu
This study aims to explore the effect of chief executive officer education on firms’ action timing and acquisition performance in industry merger waves. In addition, this study…
Abstract
Purpose
This study aims to explore the effect of chief executive officer education on firms’ action timing and acquisition performance in industry merger waves. In addition, this study investigated the moderating influence of CEO duality and firm cash flow on the relationship between education and entry timing.
Design/methodology/approach
Following the methodology for determining merger waves in previous studies, the authors identified 16 industry merger waves of Chinese listed firms from 2008 to 2019. Multiple linear regression was employed to examine the hypotheses.
Findings
The results showed that higher CEO education was associated with early participation in merger waves. CEO duality negatively moderated the education-entry timing relation. The effect of CEO education on entry timing was more pronounced when firms had higher cash flow. Moreover, more educated CEOs materially enhanced acquisition performance in merger waves.
Originality/value
Entry timing in industry merger waves has important implications, as early movers establish competitive advantages and achieve higher acquisition performance. However, the managerial characteristics determining entry timing have not received adequate attention. Meanwhile, studies examining the effect of CEO education on acquisitions are limited. This study explored the effect of CEO education on firms’ entry timing and acquisition performance in merger waves, thereby contributing to the literature on merger waves and managerial characteristics. This study’s findings regarding the moderators of the education-entry timing relation enrich the literature on corporate governance and agency theory.
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Michelle She Min Ngo, Michael J. Mustafa, Craig Lee and Rob Hallak
How does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching…
Abstract
Purpose
How does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching behaviour and employee performance, to date few studies have examined its effect on proactive behaviours in the workplace such as taking charge. Drawing on social exchange theory (SET) and social cognitive theory (SCT), this study develops a theoretical model to examine the mediating effects of work engagement and role breadth self-efficacy (RBSE) in the relationship between managerial coaching and subordinates taking charge. Additionally, drawing on social role theory (SRT), we test whether our proposed relationships are contingent on subordinates’ gender.
Design/methodology/approach
We tested our proposed moderated-mediation model using empirical data collected across two waves from 196 employees within a large Malaysian services enterprise. Partial least squares structural equation modelling was used to test the proposed hypotheses.
Findings
The results revealed that managerial coaching has a significant, positive relationship with taking charge, work engagement and RBSE. However, only work engagement was found to partially mediate the relationship between managerial coaching and taking charge. Subordinates’ gender was found to positively attenuate the direct effect between managerial coaching and taking charge among females. However, the mediating effects of work engagement and RBSE in managerial coaching and taking charge were found to be not contingent on subordinates’ gender.
Practical implications
Finding from this study reveals that managerial coaching is useful in shaping employees' taking charge behaviour through work engagement. Hence, organisations should focus on strategies aiming to enhance managers' coaching capabilities.
Originality/value
This study extends the nomological networks of managerial coaching by highlighting it as a predictor of taking charge. Moreover, drawing on SET and SCT to explain the mechanism of managerial coaching and taking charge, we provide a novel perspective on how managerial coaching can influence taking charge. Specifically, we highlight the critical role of work engagement as a key mechanism that influences the relationship between managerial coaching and taking charge. Finally, we demonstrate managerial coaching as a means through which organisations can improve individual functioning.
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Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly…
Abstract
Purpose
Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly influence role breadth self-efficacy and subsequent job performance, specifically in- and extra-role performances.
Design/methodology/approach
To test the assumptions, the authors methodologically performed a polynomial regression with response surface analysis using data collected from multiple time points and sources (i.e. 312 employee–supervisor dyads in Chinese companies).
Findings
The results showed that the higher the congruence between strengths use for tasks and strengths use for relationships, the higher the employees’ role breadth self-efficacy. Employees’ role breadth self-efficacy was greater when both strengths use for tasks and strengths use for relationships were high. Furthermore, the congruence between strengths use for tasks and strengths use for relationships had indirect effects on in- and extra-role performances via role breadth self-efficacy.
Originality/value
This study uniquely contributes to the strengths use literature by offering a more nuanced understanding of the consequences of strengths use for tasks and strengths use for relationships in the Chinese context. It highlights the importance of both types of strengths use for improving employee performance in Chinese organizations. Furthermore, this study provides new theoretical insights into the relationship between strengths use and job performance by ascertaining the mediating effect of role breadth self-efficacy.
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Pingqing Liu, Yunyun Yuan, Lifeng Yang, Bin Liu and Shuang Xu
The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt…
Abstract
Purpose
The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt responsibility for constructive change (FRCC) and creative self-efficacy (CSE).
Design/methodology/approach
Data for this research was collected from 503 employees working in a chain company. Through a longitudinal study design, a three-wave survey with 397 valid data provided support for the proposed theoretical model.
Findings
The results maintain a positive association between taking charge, bootlegging innovation and innovative job performance, indicating the mediating effect of bootlegging innovation. Additionally, both the FRCC and CSE facilitate the indirect effect of taking charge on innovative job performance through bootlegging innovation. Furthermore, the integrated moderated mediation model analysis suggested that FRCC is more vital in improving employees' innovative job performance.
Originality/value
This research aims to break the black box between taking charge and innovative job performance, which has been relatively unexplored. Drawing from self-determination theory (SDT) and the proactive motivation model, the authors verify the bridge-building role of bootlegging innovation and the dual-facilitating effects of FRCC and CSE while employees conduct taking charge. This study’s results provide new insight for managers to foster, encourage and support employees' proactive behavior.
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Guoqing Chen and Jun Wei
The extant literature on self-verification striving has primarily focused on employee recruitment and positive organizational outcomes, but there is insufficient research on its…
Abstract
Purpose
The extant literature on self-verification striving has primarily focused on employee recruitment and positive organizational outcomes, but there is insufficient research on its influence mechanism and boundary conditions. With taking charge as the mediating variable and authentic leadership as the moderating variable, this study aims to explore the relationship between self-verification striving and creative performance.
Design/methodology/approach
The authors collected 358 questionnaires from China. Linear regression was used to explore the influence mechanism and boundary conditions. Groups were classified by latent profile analysis, and differences among different groups were compared.
Findings
First, self-verification striving was significantly positively correlated with creative performance, and taking charge played a significant mediating role between them. Second, authentic leadership significantly positively moderated the relationship between self-verification striving and taking charge. Third, based on the willingness and action of self-verification striving, it was found that the taking charge and creative performance of the double high group was significantly higher than the high-medium group, while the double low group was significantly lower than the high-medium group.
Originality/value
First, this study makes up for the lack of influencing mechanism and inconsistency of research results between self-verification striving and employee outcomes. Second, the moderating effect of authentic leadership was proposed and verified, which enriched the universality of self-verification theory in Chinese context. Third, we found the differences in behaviors and outcomes among different groups, verified the uniqueness of self-verification striving in the Chinese context. It helps to explore the deep relationships that cannot be revealed by variables alone.
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Shan Jin, Xiaoxia Fu and Yanling Yan
Based on the resource-gain-development framework, this study aims to explore the mediating mechanism of work–family enrichment (WFE) and psychological distress, and the potential…
Abstract
Purpose
Based on the resource-gain-development framework, this study aims to explore the mediating mechanism of work–family enrichment (WFE) and psychological distress, and the potential positive effect of co-worker support, on employees’ work behaviour.
Design/methodology/approach
Data was obtained via a three-stage survey with 400 frontline employees from 13 distinct industries.
Findings
This study found that family-supportive leadership (FSL) has a positive impact on employees’ taking charge behaviour (TCB). WFE and psychological distress partially mediated the effect of FSL on TCB and WFE and psychological distress played a serial mediating role between FSL and TCB. Co-worker support positively moderated the relationship between FSL and WFE, TCB and psychological distress.
Research limitations/implications
Managers should consider the problems and difficulties that employees may encounter in completing their work tasks and performance and minimise the interference of non-work factors on employees’ work status. Organisations should also facilitate diversity training for managers to respond to employees’ work and life problems and display family support behaviour.
Originality/value
This study confirmed the role of FSL in WFE, psychological distress and TCB. The results can provide guidance for managers to motivate employees’ TCB.
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Ibeawuchi K. Enwereuzor, Chima Agwu Abel and Leonard I. Ugwu
Given the intensified need to be responsive to change, employees' discretionary and constructive efforts, such as those aimed at effecting workplace functional change (i.e. taking…
Abstract
Purpose
Given the intensified need to be responsive to change, employees' discretionary and constructive efforts, such as those aimed at effecting workplace functional change (i.e. taking charge), are required to enhance organizational effectiveness. Therefore, the authors reckon that due to their serving attitude of prioritizing the needs of others above the self and their motivational qualities, the servant leadership approach can enhance the confidence of subordinates' capabilities to perform a range of meaningful activities (i.e. role breadth self-efficacy; RBSE), which in turn should facilitate their engagement in taking charge.
Design/methodology/approach
The authors collected data from 324 leader-subordinate dyads (i.e. academicians) from two federal universities in Nigeria. The authors assessed the measurement and structural models with partial least squares structural equation modeling (PLS-SEM).
Findings
This study found that servant leadership and RBSE were crucial enablers of subordinates' taking charge. Furthermore, a positive relationship between servant leadership and RBSE was found. Lastly, RBSE was a partial mediating mechanism partly underlying the positive relationship between servant leadership and taking charge.
Practical implications
Selecting and training leaders to practice servant leadership in Nigerian public universities may serve as a springboard for employees to take charge because it also enables them to develop their RBSE.
Originality/value
The current study sheds light on the psychological process through which servant leadership affects subordinates' taking charge by identifying RBSE as a crucial motivational state partly underlying the process.
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Yueyue Liu, Xu Zhang, Meng Xi, Siqi Liu and Xin Meng
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a…
Abstract
Purpose
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior.
Design/methodology/approach
By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior.
Findings
The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior.
Research limitations/implications
The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises.
Originality/value
First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.
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This paper aims to investigate the relationship between corporate environmental, social and governance (ESG) ratings and leverage manipulation and the moderating effects of…
Abstract
Purpose
This paper aims to investigate the relationship between corporate environmental, social and governance (ESG) ratings and leverage manipulation and the moderating effects of internal and external supervision.
Design/methodology/approach
The authors draw on a sample of Chinese non-financial A-share-listed firms from 2013 to 2020 to explore the effect of ESG ratings on leverage manipulation. Robustness and endogeneity tests confirm the validity of the regression results.
Findings
ESG ratings inhibit leverage manipulation by improving social reputation, information transparency and financing constraints. This effect is weakened by internal supervision, captured by the ratio of institutional investor ownership, and strengthened by external supervision, captured by the level of marketization. The effect is stronger in non-state-owned firms and firms in non-polluting industries. The governance dimension of ESG exhibits the strongest effect, with comprehensive environmental governance ratings and social governance ratings also suppressing leverage manipulation.
Practical implications
Firms should strive to cultivate environmental awareness, fulfil their social responsibilities and enhance internal governance, which may help to strengthen the firm’s sustainability orientation, mitigate opportunistic behaviours and ultimately contribute to high-quality firm development. The top managers of firms should exercise self-restraint and take the initiative to reduce leverage manipulation by establishing an appropriate governance structure and sustainable business operation system that incorporate environmental and social governance in addition to general governance.
Social implications
Policymakers and regulators should formulate unified guidelines with comprehensive criteria to improve the scope and quality of ESG information disclosure and provide specific guidance on ESG practice for firms. Investors should incorporate ESG ratings into their investment decision framework to lower their portfolio risk.
Originality/value
This study contributes to the literature in four ways. Firstly, to the best of the authors’ knowledge, it is among the first to show that high ESG ratings may mitigate firms’ opportunistic behaviours. Secondly, it identifies the governance factor of leverage manipulation from the perspective of firms’ subjective sustainability orientation. Thirdly, it demonstrates that the relationship between ESG ratings and leverage manipulation varies with the level of internal and external supervision. Finally, it highlights the importance of governance in guaranteeing the other two dimensions’ roles by decomposing overall ESG.
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Wensheng Li, Yiding Zhang, Yanwei Xu, Guangming Jiao, Dunwen Zuo, Wenting Lu, Quanshi Cheng, Jiaqi Yu and Yajun Chen
This study aims to investigate the effect of post-treatment on anti-corrosion performance of Al coating on the surface of Ti-6Al-4V (TC4) fastener.
Abstract
Purpose
This study aims to investigate the effect of post-treatment on anti-corrosion performance of Al coating on the surface of Ti-6Al-4V (TC4) fastener.
Design/methodology/approach
The Al coatings with different layer structures were prepared on TC4 by middle-frequency and direct-current combined magnetron sputtering. The cross-sectional morphology and surface roughness of coatings were characterized by scanning electron microscope and atomic force microscope. The corrosion resistance was evaluated by electrochemical method. The monolayer coating was post-treated by Alodine chemical conversion, Ar+ bombardment and a combination of two methods above.
Findings
The results show that the interfaces in bilayer and trilayer coatings reduce the defects. Ar+ bombardment reduces the corrosion current density, and Alodine chemical conversion leads to a higher pitting corrosion potential. The combined post-treatment has the highest polarization resistance.
Originality/value
The corrosion resistance of the Al coating is enhanced as the layer quantity increases. The combination of two post-treatments, Ar+ bombardment and Alodine chemical conversion, could achieve an overall improvement in corrosion resistance of Al coating.
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