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Organizational identity and organizational legitimacy are related constructs, but comprehensive studies of the relationship have been lacking in the literature of organizational studies. This paper aims to propose a framework that includes four possible relationships between organizational legitimacy and identity.

The authors evaluate the causes of each of these relationships and an important consequence of the relationship: their influences on organizational adaptation.

With a series of propositions, the authors make a tentative, but valuable, move toward integrating two broad streams of social perspective of organizing, institutional theory and organizational identity and call for research efforts in this direction.

The paper is the first one that explores the relationship between organizational identity and organizational legitimacy in a comprehensive way.

Private firms in China are like the third child in a family, constantly struggling to establish their position in an environment favoring their state-owned and collective siblings. The purpose of this paper is to discover some long-term-oriented legitimacy building strategies for private firms in China.

This paper examines the effect of both internal and external institutional factors on long-term legitimacy for private enterprises. The authors integrate stakeholder perspective and institutional theory to provide a framework of building sustainable legitimacy.

The authors’ framework delineates that a private company can build sustainable legitimacy through catering long-term legitimacy conferring to constituents such as customers, social responsibility and patriotism in the external institutional environment.

The authors’ framework further indicates how private firms could leverage internal institutional environment through developing appropriate mission, culture, leadership and human resources practices in conformity to the demands of constituents for gaining long-term legitimacy.

This paper is the first to address the short-term nature of legitimacy building strategies proposed in the past literature. In addition, it is also the first attempt to explore the multiplicity in legitimacy in China in search of long-term legitimacy building approaches.

In this paper, the authors tentatively develop a theoretical model that depicts how the dynamic capabilities of a firm may be driven by three macro-organizational foundations: visionary leadership, organizational culture, and empowered human resources. The authors propose that visionary leaders are the original driver of dynamic capabilities and that visionary leaders create a unique organizational culture and empowered human resources so that their organizations embrace the spirit of entrepreneurship, an orientation toward learning, and a commitment to mission-driven improvement.

The authors use a case of the early success of a highly performing Chinese telecommunication equipment producer, Huawei Technology, to explain the theoretical model that shows how dynamic capabilities are developed as visionary leaders influence firm routines for learning, innovation, and strategic human resource policies, which in turn collectively create and update operational capabilities to deliver directly manipulatable competitive advantages.

The paper concludes by arguing that the sources of dynamic capabilities need not be dynamic. Instead, visionary leadership, organizational culture, and human resource policies are relatively stable factors in comparison with other possible competence-building mechanisms such as innovation or ambidexterity.

The authors’ model provides a direction for firms in high-tech industries to develop dynamic capabilities in order to maintain competitiveness and sustain high performance.

This paper is the first to present three macro-level drivers of dynamic capabilities, and it is also the first to understand the success of Huawei from a dynamic capabilities perspective.

The purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the role of female leadership in this relationship.

Data were gathered from a sample of 113 firms in China. The authors collected information on organizational strategy, HR practices, CEO information, corporate social responsibility and other firm characteristics in terms of firm age, location, and financial performance. Conditional procedural analysis was conducted to test the model.

The authors found strong evidence in support of the mediation relationship in which organizations with a strong focus on strategic flexibility are more likely to adopt Innovative HR Practices. Furthermore, the authors found that the extent to which firms have adopted innovative HR practices has a strong effect on employee productivity. In addition, the authors found that female leadership enhances strategic flexibility-performance relationship.

Information on strategic flexibility, HR practices and firm performance was collected at the same time. Future studies based on panel data would be helpful to establish the causal relationships in the model.

The authors’ findings suggest that practitioners should put more emphasis on developing innovative HR practices, as they are required by strategic flexibility.

Firms pursuing strategic flexibility should feel more confident when appointing a female CEO, because the results show that female leadership may enhance the positive impact of strategic flexibility on firm performance.

This research study is the first empirical examination of the mediating influence of innovative HR practices on the relationship between strategic flexibility and firm performance. The study also shows that female leadership benefits an organization in implementing strategic flexibility. The results are of value to researchers, human resource management managers, employees, and executives who are seeking to develop practices that are flexible and innovative in order to stay competitive in dynamic environments.

This paper aims to report a comprehensive analysis of literature on stakeholder relationships towards identifying patterns of relationships within the off-site construction context.

Key scholarly databases were accessed and after a filtering process, 74 relevant papers were retrieved for analysis. The papers were analysed using qualitative content analysis and scientometric techniques through the application of software Leximancer and VOSviewer.

Research synthesis methods used in the present study generate compatible results. Through text mining analysis, the key themes identified in the off-site construction stakeholder relationships literature included “collaboration”, “building information modelling”, “social network analysis”, supply chain. As a finding by scientometric analysis, collaboration, BIM, supply chain management, housing and social network analysis were the most frequently entered keywords context of off-site construction. Regarding authorship pattern, the whole network of collaboration was fragmented into multiple isolated clusters, implying that the authors had tendency to cooperate in small groups.

The paper can bring together an important area of research not previously studied in detail. It will primarily assist academics in the first instance; however, the research leads to important findings that will ultimately assist policymakers and practitioners better understand factors affecting stakeholder relationships and in particular network thinking and collaborative mind-sets.

The review contributes a needed systematic and theoretical foundation for future stakeholder relationship studies and practices in off-site construction sector. It provides the basis for future studies and is a seminal analysis of stakeholder management and off-site construction. The scientometric methodology offers scholars a different approach to analysing and visualising literature reviews.

Reducing employees’ knowledge hiding is vital for enterprise managers. The development of enterprise social media brings opportunities for them to manage employees’ knowledge-hiding behaviors. However, whether the use of enterprise social media inhibits or promotes knowledge hiding is still unclear. The purpose of this study is to explore how enterprise social media usage affect employees' knowledge hiding.

Based on the intrinsic and extrinsic motivation model, this paper proposes a research model to investigate the relationship between enterprise social media usage and knowledge hiding, using a structural equation modeling analysis of 288 employees’ data.

The results show that work-related public social media usage has an inhibiting effect on employees’ knowledge hiding, whereas the effect of work-related private social media usage on employees’ knowledge hiding is not significant; socially related public social media and private social media usage has a promoting effect on employees’ knowledge hiding; and job engagement acts in a positive moderating role between socially related private and public social media usage and evasive hiding.

First, this paper contributes to knowledge-hiding literature by revealing the relationship between enterprise social media usage and knowledge hiding. Second, this study contributes to motivation theory by clarifying how the use of enterprise social media with different motivations affects knowledge hiding. Third, this paper also contributes to knowledge-hiding literature by revealing a boundary condition, namely, job engagement.

Enterprise social media (ESM) are frequently used in enterprises for daily operation. Although many researchers have attempted to understand the antecedents and consequences of ESM use, the integrated model, boundary conditions and mechanism of the impact of ESM use on performance are still unclear. This study fill this research gap by adopting a grounded theory approach to study how ESM use affects employee performance.

Choosing representative cases, the authors collected interview data and analyzed the data using open coding, axial coding and selective coding.

The results showed four main categories including ESM use, work efficiency, emotional maintenance and work performance, as well as 14 sub-categories. This paper also constructs a model of the impact of ESM use on work performance. In addition, results showed that ESM use affects employees' work performance through work efficiency and emotional maintenance, and frequency of use and individual characteristics may moderate this process.

This study’s results contribute to the existing ESM literature by finding the integrated model, boundary conditions and mechanism of the impact of ESM use on performance. The authors also contributed to the social media literature by finding 14 sub-categories and four main categories including ESM use, work efficiency, emotional maintenance and work performance. The conclusion of this paper provides guidance and reference for the use and management of internal social media in enterprises.

This paper aims to identify and evaluate the limitations related to Xin et al. (2022). The discussant also provide suggestions for future research along this line.

In this discussion, the discussant will attempt to identify the main limitations and provide suggestions for future improvement. This written discussion focuses on three main points. First, the discussant will focus on the incremental contribution. Second, the discussant will discuss some remaining issues with the empirical design and propose suggestions for further improvement. Lastly, the discussant will go over the underlying reasons behind the documented results.

Xin et al. (2022) investigate the original and important question of whether local leadership turnover leads to lower financial leverage.

Xin et al. (2022) contribute to the research line of the economic impact of political uncertainty by investigating the turnover year effect of local top leadership in the Chinese setting. Future research can improve our understanding by investigating the underlying mechanisms behind the documented results.

Work interruptions (WIs) due to social media are becoming more and more common in the daily lives of organizations. However, the relationship between WI and work performance of employees is still unclear. This study aims to investigate the effects of WIs due to social media on employees' work performance in terms of different mechanisms; it also considers the moderating role of social media usage.

Using the jobs demands-resource (JD-R) model, this paper proposes a research model to investigate the effects of WIs on employee work performance from the perspective of the enabling mechanism and burden mechanism. Structural equation modeling (SEM) was used to analyze the data of 444 employees.

The results show that (1) with regard to the enabling mechanism path, WI has a positive effect on employees' sense of belonging, which further has a positive effect on employees' work performance; (2) with regard to the burden mechanism path, WI has a positive effect on employees' interruption overload; however, the effect of employee interruption overload on employees' work performance is not significant, and (3) social media used for either work or social purposes can strengthen the relationship between WI and interruption overload, while social media used for work-related purposes can reduce the relationship between WI and a sense of belonging.

First, this paper contributes to the WI literature by clarifying how WI affects employees' work performance through different mechanisms, namely the enabling mechanism and the burden mechanism. Second, this paper contributes to the WI literature by revealing a boundary condition, namely social media use, between WI and a sense of belonging and between WI and employees' interruption overload.

The purpose of this paper is to explore the contemporary paradigm of business leadership vis-à-vis China’s reform and transitional context.

The paper employs an evidence-based approach to explore the business leadership issues influenced by economic reform and within the context of societal transition in China. A qualitative research method was adopted based on in-depth interviews with a number of middle managers from a variety of Chinese enterprises, including state-owned, domestic-private and foreign-invested enterprises. Content analysis of several rounds of interviews added depth to the data analysis.

The findings complement existing thoughts and illustrate concepts, issues, and characteristics not yet emphasized in mainstream literature. General patterns and associated characteristics of business leadership in China, as well as specific patterns associated with different forms of enterprise ownerships, are identified.

The study makes a timely and necessary contribution that enriches context-specific understandings of business leadership against the backdrop of surrounding economic, social, and cultural changes.

The study enriches understandings of commonalities and differences in leadership across the globe, facilitating working collaboratively to achieve common goals in a global community.

The study offers new insights into business leadership by linking contextual, personal, and cognitional factors together and demonstrates some unique characteristics of leadership styles in transitional economies like China.