The diversity of internal and external customers continues to increase with social, economic and global changes. This presents an array of opportunities and challenges for organisations. In the present paper we argue that whether interactions between diverse individuals results in benefits or deficits for the organisation depends largely on the level of openness to dissimilarity present in the exchange. This proposition is developed and presented in a model linking types of diversity to organisational group process and outcome effects. Implications for interactions with diverse internal and external customers are suggested. Structural and management characteristics expected to enhance dissimilarity openness in the workforce are offered.

Paradoxical leadership is an emerging leadership style which describes leadership behaviours that are ostensibly contradictory but in reality are interrelated and address workplace demands simultaneously and over time. The present study is based on affective events theory (AET), which states that occurrences or events at work result in prompt positive or negative affect in employees. The purpose of the study is to examine the mediating role of positive affect on the relationship between paradoxical leadership and employee organizational citizenship behaviour (OCB). We also examine the moderating role of procedural fairness on the relationship between employee positive affect and OCB. Data collected in two phases in small- and medium-sized Chinese companies indicate that positive affect fully mediates the relationship between paradoxical leadership and employee OCB, and this relationship was found to be stronger when procedural fairness was higher rather than lower. We provide theoretical and practical implications of these findings.

In this article we develop a theoretical perspective of how professional identities in multi-professional organisational settings are co-constructed in daily interactions. The research reported here is located in a healthcare context where overlapping knowledge bases, unclear divisions of responsibilities, and an increased managerialist emphasis on teamwork make interprofessional boundaries in healthcare operations more complex and blurred than ever. We thereby build on a research tradition that recognises the healthcare sector as a negotiated order, specifically studying how professional identities are invoked, constructed, and re-constructed in everyday work interactions. The perspective is employed in an analysis of qualitative data from interviews and participant observation at a large Swedish hospital, in which we find three main processes in the construction of space of action: hierarchical, inclusive, and pseudo-inclusive. In most of the interactions, existing inter-professional divides and power relations are sustained, preventing developments towards integrated interprofessional teamwork.

The purpose of this paper is to examine whether different supervisory styles are relevant in facilitating or inhibiting job crafting, and whether job crafting plays a significant role in promoting self-competence and work performance. Data were gathered from 162 employees in a large manufacturing company. We found a positive relationship between promotive control and job crafting, and a negative relationship between restrictive control and job crafting. Some job crafting behaviors positively affect both self-competence and performance, while others have a negative effect. Our results suggest that organizations interested in promoting job crafting should encourage a promotive style of leadership.

According to social exchange theory, the motivation for organizational citizenship behavior can be understood with the help of the frameworks of obligation to reciprocate and expected reciprocity. This study predicts that the true motivation for organizational citizenship behavior could be differentiated conditional on the career plateau. These relationships predict the existence of a U-shaped nonlinear relationship between the career plateau and organizational citizenship behavior. In addition to exploring this relationship, the study attempted to discover the effect of organizational commitment and job involvement on the relationship. As a result, a U-shaped curvilinear relationship is applied between career plateau and four dimensions of organizational citizenship behavior except civic virtue. Commitment and involvement show unexpected moderating effects on those curved relationships.

To those of us affected by the global recession that started in late 2007 (and it is hard to think of anyone in the world who is not touched by this massive downturn), it is sobering to realise that much of what has been wrought upon us is the result of decisions made behind closed doors by corporate directors, regulators and politicians. Boardroom, regulatory and political behaviours are all grounded in the desires, emotions and knowledge of the human beings who aspire to be business leaders, regulatory watchdogs and politicians.

Idiosyncratic deals (i-deals) refer to customized work arrangements and employment conditions employees negotiate with employers. Significant scholarly attention has been paid to understand the responses of i-deals' recipients. However, little attention has been paid to coworkers' reactions to the i-deals. This study examines how coworkers react to focal employees' i-deals. We tested our hypotheses with a sample of 253 employee–coworker pairs and found that coworkers are more likely to accept focal employees' flexibility i-deals than development i-deals. Specifically, we found that coworkers view focal employees' development i-deals as more threatening to their status than flexibility i-deals, and status threat mediates the relationship between development i-deals and coworkers' acceptance. In addition, flexibility i-deals increase coworkers' perception of obtaining future i-deals more than development i-deals, and this perception mediates the relationship between flexibility i-deals and coworkers' acceptance. Furthermore, the results show that coworkers' relative leader–member exchange moderates the above relationships.

Despite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.

This study aims to examine team goal orientation composition regarding the different roles of a leader’s and team members’ collective goal orientation, and the effects of these on team outcomes. Data included 268 respondents from 64 teams. Results showed team members’ learning goal orientation has positive effect on team performance, mediated by team efficacy. Further, for the role of team leader, the results also revealed the same pattern. Study also showed a leader’s performance goal orientation has negatively related on team performance, mediated by team efficacy. Finally, taking both roles simultaneously, study indicated the interaction between a leader’s and members’ performance goal orientation has negatively related to team efficacy, and the interaction between a leader’s and members’ learning goal orientation has negatively related to team performance. This research contributes to the existing goal orientation theory by taking the different roles of team leader and members into consideration.

Our study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on subsequent firm performance is relatively low. We extend the industrial environment, explaining the moderating effect of chief executive officer succession on change in the international strategy model. Outsider successors foster a greater degree of change in the level of firm internationalization when the industrial environment is munificent or complex.

This study investigates the impacts of information technology on business process reengineering from intra- and extra-organizational perspectives. This research proposes a framework for facilitating business process reengineering efforts towards competitive organizations. The framework was tested using data from a sample of 382 chief information officers or senior information systems managers, each of whom completed a survey. The survey results indicate that organizational innovation, market pressure and competitive intensity positively affect information technology adoption, which in turn trigger changes or business process in terms of workplace, workforce and business structure.

In recent years, consumer boycotts are increasingly being used by various activist groups to punish targeted countries. This paper develops an analytic framework to help managers formulate strategies to cope with country-of-origin-related consumer boycotts. Based on the two dimensions of brand–country association and boycott intensity, we propose four possible strategies. We discuss spillover effects wherein certain firms become unintended victims of boycotts due to misperceptions about their nationality. Also discussed are economic opportunities that boycotts present to potential new entrants.

This study examines the association between the use of three types of controls (input, behaviour and output) and Miller and Friesen's organisational life cycle (OLC) stages (birth, growth, maturity, revival and decline). Data were collected by a survey questionnaire from a random sample of 1,000 General Managers in Australian manufacturing business units. The results indicate that the extent of use of different controls is associated with OLC stages. Specifically, both behaviour and input controls were found to be used to a significantly greater extent than output controls in both the birth stage and the growth stage, while all three types of controls were used to a similar level in the maturity and revival stages. An examination of the extent of use of controls across OLC stages revealed that each type of control was used to a significantly greater extent in the growth and revival stages than the birth and maturity stages. The study contributes to the literature by linking management control system studies to OLC studies. Most importantly, the study assists Australian manufacturing business units in identifying the appropriate use of controls both in and across OLC stages.

This paper explores the influence of institutions on indigenous entrepreneurship within the muttonbird economy of Ngāi Tahu (a New Zealand Māori tribe). It determines that colonisation removed the traditional Ngāi Tahu institution of executive authority which once regulated muttonbird exchange. Without this regulatory function whānau (family) birders compete against each other at their own expense and to the benefit of traders. As a consequence the birders are constrained in applying their birding knowledge and abilities to realise market opportunity. Furthermore, declining returns and harvesting pressure is in some cases reducing the financial and natural capital of whānau, whilst threats to continuing birding culture potentially undermines the socio-human capital contained within inherited traditions and the maintaining of kinship connections. It is argued that the development of a contemporary executive authority to regulate exchange and market product may reinvigorate entrepreneurial birding activities.

The effects of employee-perceived leadership paradigms on multiple measures of firm performance collected from managers and customers in small businesses were examined. Four leadership paradigms operating in Australian retail pharmacies were assessed against six performance measures – financial outcomes, staff and customer satisfaction, productivity, retaining staff, and manager retention. Structural equation modeling, regression, and analysis of variance were employed to test the hypotheses. Predictions that firms characterized by visionary and organic/distributed leadership would outperform those using classical and transactional leadership were supported on all measures. Furthermore, the emerging organic leadership paradigm outperformed the others on every measure.

Despite a prolific research literature on the question of what makes teams effective, the literature is still limited on the role that team level emotions play in this process. In this article, we argue that the construct of workgroup emotional climate (WEC) provides a useful perspective from which to examine this matter. Following a discussion of the importance of considering emotions in organizational studies generally and team research, specifically, we draw on evidence of cultural differences in emotional experience and expression to develop a model explicating how cultural orientation can impact on the relationship between WEC and workgroup effectiveness. The model presented in the paper represents a significant development in our understanding of the role of cultural differences, specifically the influence of the individualism–collectivism identity orientation, in WEC and its relationship to workgroup effectiveness. Future directions for research and practice arising from the model are also presented.

Scholars often examine the effect of generic job demands and resources on burnout, yet to increase ecological validity, it is important to examine the effects of occupation-specific characteristics. An extended version of the job demands-resources model with work−home interference as a mediator is examined among a cross-sectional sample of 178 general practitioners (GPs). Interviews with GPs were used to develop questions on occupation-specific work characteristics. Hypotheses were tested in MEDIATE. Both generic and occupation-specific job demands positively affected emotional exhaustion, while only occupation-specific job demands affected depersonalization. Only strain-based work−family interference mediated the relationship between generic and occupation-specific job demands, emotional exhaustion and depersonalization. This study offers an important extension of the job demands-resources model by including occupation-specific job characteristics. This broader perspective can aid in more targeted job design to reduce burnout among GPs.

Indigenous entrepreneurial ecosystem development is not addressed in research. We define and characterise Indigenous entrepreneurial ecosystems and their evolution based on a qualitative study comparing Indigenous entrepreneurship in Chile and in Aotearoa New Zealand. We draw on interviews with 10 Mapuche entrepreneurs in Araucanía and 10 Māori entrepreneurs in the Bay of Plenty, observation, and a literature review to address the question – how does an Indigenous entrepreneurial ecosystem develop along with the social, economic, and political development of mainstream society? We find that Indigenous entrepreneurial ecosystems evolve with the economic and social environments of their countries because of an internal imperative towards cultural continuity and the resilience of culture to change. We find that mature Indigenous entrepreneurial ecosystems are associated with higher states of development and support a broader range of business models. Implications for policy, practice, and research are discussed.