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Article
Publication date: 9 August 2019

Abira Reizer, Yael Brender-Ilan and Zachary Sheaffer

Numerous studies have focused on the effect of motivation on performance in the workplace. The purpose of this paper is to evaluate the somewhat overlooked role of…

Abstract

Purpose

Numerous studies have focused on the effect of motivation on performance in the workplace. The purpose of this paper is to evaluate the somewhat overlooked role of positive and negative emotions as potential mediators of this critical association.

Design/methodology/approach

The longitudinal study employed multilevel modeling for assessing the effects of motivation, emotions and work satisfaction on job performance. In total, 116 respondents provided 1,044 responses at nine consecutive measurement points.

Findings

Findings indicated that positive emotions and job satisfaction mediate the positive association between autonomous motivation and performance. Concurrently, negative emotions and decreased job satisfaction mediated the negative associations between controlled motivation and job performance.

Research limitations/implications

The results address only the within-subject and between-subject analysis of temporal variations in emotions and behavior. Future studies can include higher levels of analysis, such as group, team and organizational contexts.

Originality/value

This research contributes to self-determination theory by highlighting the role of emotions in understanding how motivation shapes workplace performance.

Details

Journal of Managerial Psychology, vol. 34 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

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Article
Publication date: 17 October 2017

Zachary Sheaffer, Shalom Levy and Edo Navot

Past research about workplace promotion has focussed on factors that shape employees’ perceptions for promotion. Yet, we still know little about how such undesirable…

Abstract

Purpose

Past research about workplace promotion has focussed on factors that shape employees’ perceptions for promotion. Yet, we still know little about how such undesirable factors as the fear of success (henceforth FoS) syndrome and perceived workplace discrimination affect perceived promotion and even less so how this relationship is mediated by self-efficacy and intrinsic motivation. The purpose of this paper is to propose a conceptual framework integrating these factors.

Design/methodology/approach

A structural equation modelling procedure was employed to empirically test the model using data collected from employees in wide-ranging Israeli industries (n=553).

Findings

The path model indicates that initially, FoS and perceived discrimination negatively affect perceived chances of promotion. When however, self-efficacy and intrinsic motivation mediate this relationship, subjects perceive their promotion chances positively.

Practical implications

Self-efficacy and intrinsic motivation may be employed to attenuate the potentially adverse effects of FoS and discrimination effects.

Originality/value

FoS and perceived workplace discrimination are common phenomena, yet the authors show that they may be mitigated by heightened self-efficacy and amplified intrinsic motivation that help in sustaining perceived workplace promotion.

Details

Baltic Journal of Management, vol. 13 no. 1
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 15 March 2011

Zachary Sheaffer, Ronit Bogler and Samuel Sarfaty

The purpose of this paper is to examine the extent to which leadership attributes, masculinity, risk taking and decision making affect perceived crisis proneness.

Abstract

Purpose

The purpose of this paper is to examine the extent to which leadership attributes, masculinity, risk taking and decision making affect perceived crisis proneness.

Design/methodology/approach

The paper draws mainly on the literature about gender, leadership and organizational crisis to explore whether masculinity predicts crisis proneness, and the extent to which leadership attributes as well as risk‐taking and decision‐making style are efficient predictors of perceived crisis preparedness (CP). Utilizing pertinent literature and concepts, the paper evaluates a database of 231 female and male managers.

Findings

As hypothesized, masculinity is positively associated, whereas transformational leadership is inversely associated with perceived crisis proneness. Both participative decision making and passive management predict higher degree of perceived crisis proneness and so does risk taking.

Research limitations/implications

More in‐depth research as well as larger and more diverse sample is required to explore more definitively why and how masculinity is positively associated with crisis proneness.

Practical implications

The paper provides preliminary evidence regarding the merits of feminine leadership traits as facilitators of CP This finding does not, however, preclude the usefulness of masculine attributes in managing actual organizational crises. The findings appear particularly relevant given the current turbulent business environments and the increasing frequency and magnitude of corporate crises.

Originality/value

The paper synthesizes evidence on CP proneness and gender, and the evidence of feminine attributes as an important antidote to perceived crisis proneness. The paper outlines reasons for this phenomenon and implications for placement of managers in current business arenas.

Details

Gender in Management: An International Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1754-2413

Keywords

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Article
Publication date: 1 March 2004

Rita Mano‐Negrin and Zachary Sheaffer

The paper examines how male and female executives’ leadership orientations are reflected in crisis awareness. Drawing on management‐related gender and crisis theories, it…

Abstract

The paper examines how male and female executives’ leadership orientations are reflected in crisis awareness. Drawing on management‐related gender and crisis theories, it is argued that women’s proclivity to employ participative decision making is mirrored advantageously in coping with crisis‐related scenarios. Predicated on a sample of 112 Israeli executives it is shown that perceptions of crisis preparedness/proneness are gender‐based and that women are more likely to employ a holistic approach that facilitates crisis preparedness.

Details

Women in Management Review, vol. 19 no. 2
Type: Research Article
ISSN: 0964-9425

Keywords

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Article
Publication date: 19 June 2009

Zachary Sheaffer, Abraham Carmeli, Michal Steiner‐Revivo and Shaul Zionit

How does downsizing affect long‐ and short‐term organizational performance? The present study aims to address this important question and attempts to extend previous…

Abstract

Purpose

How does downsizing affect long‐ and short‐term organizational performance? The present study aims to address this important question and attempts to extend previous research by examining the effect of both personnel and assets reduction on long‐ and short‐term firm performance.

Design/methodology/approach

The paper uses data collected through secondary sources on 196 firms traded on the Tel Aviv Stock Exchange (TASE) between 1992 and 2001.

Findings

Econometric analyses indicate the positive impact of a combination of downsizing strategies on short‐term performance, and the negative effect of this combination on long‐term performance and high‐tech industry performance is negatively related to assets and personnel cutbacks. Whereas downsizing affects the short‐term performance of larger and established companies positively, it generally affects long‐term performance inversely.

Originality/value

This study offers a first examination of the effects of simultaneous cutbacks in personnel and assets. This combined strategy goes further than dismissing employees, since layoffs are linked to the sale of such tangible assets as product lines or manufacturing facilities. By so doing, firms downscale their activities commensurate with the reduction in workforce and are less likely to generate excess workload on the remaining employees.

Details

Management Decision, vol. 47 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 18 September 2009

Abraham Carmeli, Zachary Sheaffer and Meyrav Yitzack Halevi

The purpose of this paper is to examine how participatory decision‐making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance.

Abstract

Purpose

The purpose of this paper is to examine how participatory decision‐making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance.

Design/methodology/approach

Data from 94 TMTs are collected from structured surveys. Each firm's CEO provides data on strategic decision effectiveness, and a senior executive member of the TMT provided data on participatory decision‐making processes and firm performance.

Findings

Results show that participatory decision‐making processes in the TMT are positively associated with decision effectiveness, but there is both a direct and an indirect relationship (through decision effectiveness) between participatory decision‐making processes and firm performance.

Originality/value

This paper sheds light on the importance of joint decision‐making processes among TMT members for improving choices and enhances firm performance.

Details

Personnel Review, vol. 38 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Content available
Article
Publication date: 25 January 2011

Abstract

Details

Journal of Managerial Psychology, vol. 26 no. 1
Type: Research Article
ISSN: 0268-3946

Content available
Article
Publication date: 1 November 2016

Adelina Broadbridge and Sharon Anne Mavin

Abstract

Details

Gender in Management: An International Journal, vol. 31 no. 8
Type: Research Article
ISSN: 1754-2413

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Article
Publication date: 11 August 2020

Huub Ruel, Hefin Rowlands and Esther Njoku

This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing…

Abstract

Purpose

This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing, to contribute to our understanding of how digital business strategies emerge.

Design/methodology/approach

Based on a theoretical analysis of relevant literature to connect leadership and organizational learning to intra-organizational digital business strategizing, a co-creation model was developed.

Findings

The model demonstrates that digital business strategy emerge through the mediating role of leadership and organizational learning processes, facilitated by the moderating effect of contextual factors, which includes; strategic alignment, information technology competence, institutional trust and organizational change readiness.

Research limitations/implications

Two major limitations of this paper that warrant further research are as follows: the paper’s focus on intra-organizational digital business strategizing which excludes collaborative inter-organizational digital business strategizing among network organizations in Industry 4.0; and the need for empirical examination of the model to evaluate and validate it.

Practical implications

This paper offers a framework that will ensure that digital business strategizing maintains a fit between organizational strategy, structure, knowledge, culture, systems and processes that must align together to achieve the desired strategy.

Originality/value

To the best of the authors’ knowledge, this is the first study to explore the extendibility of leadership and organizational learning to digital business strategizing and to propose how digital business strategies emerge.

Details

Competitiveness Review: An International Business Journal , vol. 31 no. 1
Type: Research Article
ISSN: 1059-5422

Keywords

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