This paper argues that management education needs to consider a trend in learning design which advances creative learning through an alliance with art-based pedagogical processes. A shift is required from skills training to facilitating transformational learning through experiences that expand human potential, facilitated by artistic processes.

This creative learning focus stems from a qualitative and quantitative analysis of an arts-based intervention for management development, called Management Jazz, conducted over three years at a large Australian University.

The paper reviews some of the salient literature in the field, including an ‘Artful Learning Wave Trajectory’ Model. The Model considers four stages of the learning process: capacity, artful event, increased capability, and application/action to produce product. Methodology for the field-based research analysis of the intervention outcomes is presented. Three illustrative examples of arts-based learning are provided from the Management Jazz program. Finally, research findings indicate that artful learning opportunities enhance capacity for awareness of creativity in one's self and in others, leading, through a transformative process, to enhanced leaders and managers. The authors conclude that arts-based management education can enhance creative capacity and develop managers and leaders for the 21st century business environment.

While there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited. Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs. Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs. The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices. The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition. It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement.

The article provides the results of research carried out within the organizational social capital theory and the network theory of organizations. The research contributes to these theories by identifying, through an analysis of the literature, 10 informal network sources of intra-organizational social capital. A model for representing and measuring intra-organizational social capital based on the 10 informal organizational networks identified and on three different conceptual perspectives (structural, relational and cognitive) is subsequently proposed. The model is validated through an empirical study conducted within five divisions of a knowledge-intensive company. The research results suggest that among the 10 informal relationships studied, the accessibility of individuals primarily predicts the emergence of more informal relationships, which are the real source of intra-organizational social capital through resource exchange and combination. Furthermore a continuous working cooperation and the willingness of colleagues to make themselves available for cooperation also create a shared organizational culture in terms of language, norms and values and maintain a stable working information flow within organizations.

Despite an increasing number of studies that show a positive relationship between the supportiveness of the feedback source and feedback seeking, little is known about the role that supervisors play in promoting employee feedback-seeking behaviour when they serve as feedback sources. The present article developed a model to fill this void and tested it with data from a sample of 237 supervisor–subordinate dyads. We hypothesized and found that authentic leadership was positively related to feedback-seeking behaviour mediated by both perceived instrumental value and image cost of feedback seeking. The results also demonstrated that employees' individual cultural value of power distance moderated the relationships between authentic leadership and the perceived instrumental value and image cost of feedback seeking.

Existing research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.

Organizational decision making requires the ability to process ambiguous information while dealing with overload and conflicting requirements. Although researchers agree that ambiguity tolerance is a critical skill for making high-quality complex decisions, few have investigated the effects of ambiguity tolerance on self-efficacy to make complex decisions. In the current experiment, 151 participants were randomly assigned to either a moderate complexity or high complexity decision task. Ambiguity tolerance moderated the relationships between task complexity and self-efficacy, and between task complexity and the accuracy of self-efficacy in predicting future performance. In the highly complex task, individuals with a higher tolerance for ambiguity reported higher self-efficacy and more accurate self-efficacy versus individuals with lower tolerance for ambiguity. In the moderately complex task, tolerance for ambiguity had no effects on self-efficacy or accuracy. Implications for research and practice are presented, along with study limitations.

We present a voice efficacy model to account for the effects of general self-efficacy, perceived team servant leadership, and perceived organisational support on voice behaviour. In particular, we predict that general self-efficacy, perceived team servant leadership, and perceived organisational support enhance voice behaviour via voice efficacy. We also examined the extent to which perceived organisational support moderates the effect of voice efficacy on voice such that the effect is stronger when perceived organisational support is high. Using data collected from 401 employees in 91 groups and 53 organisations in China and controlling for psychological safety, we obtained full support for our hypotheses.

There is widespread agreement that organizational learning (OL) and firms' innovative culture (innovativeness) positively influence organizational innovation (OI), which ultimately fosters long-term competitiveness. However, there is more limited empirical evidence on the role of OL as a forerunner of innovativeness, or on the combined effects of OL and innovativeness on OI and how performance is ultimately improved. In this research, OI is evaluated as a firm's actual ability to regularly adopt and implement more technical and administrative innovations with a greater degree of incorporated novelty relative to their main competitors. The aim is to approach innovation from a comprehensive viewpoint and to assess the attainment of superior competitive advantage in the innovation field. Effects on performance are evaluated at both the organizational level and in the commercialization of new services by means of two different conceptual model. These models are tested on a sample of 246 knowledge intensive business services (KIBS) located in Spain. We used polychoric correlations (Lee, Poon, & Bentler, 1995), together with a robust methodological approach, to analyze categorical variables in structural equation systems in EQS. The empirical results show that OL is an important antecedent for innovativeness, and that the latter plays a key role in the adoption of more technical and administrative innovations with a greater degree of incorporated novelty. Organizational learning exerts a direct effect on administrative innovation efforts although, contrary to previous research, the mediating role of innovativeness is required for the former to affect technical innovation. The research also supports the influence of OI on the attainment of competitive advantages at the business level and in the performance of new services. The greater ability of KIBS to innovate thus constitutes an invaluable resource to foster customer performance and profitability at the business level and in the commercialization of new service offerings.

This study employs a dynamic capabilities perspective to examine the relationships among strategy orientation, product innovativeness, and new product development performance. This paper proposes that the role of product innovativeness in these relationships differs between the two dimensions of strategy orientation (market orientation and technology orientation) and new product performance. Regression analysis was used to test the hypotheses in a sample of 118 new product development cases. The empirical findings indicate that product innovativeness positively moderates the relationship between market orientation and new product performance, whereas technology orientation affects new product performance through the mediating effects of product innovativeness. Finally, the study provides a discussion on the managerial implications and directions for future research.

This study analyzes the effects of gender diversity in management on organizational performance using Korea Workplace Panel Survey data for 2005, 2007, and 2009. Few studies have examined this relationship for firms outside the United States, particularly in Asian countries. Similar to previous research, our findings show that gender diversity in management has a U-shaped relationship with firm productivity. Second, the curvilinear relationship between gender diversity in management and firm productivity is stronger in service-oriented industries relative to manufacturing industries, with the highest level of employee productivity within homogeneous management groups. Third, we include a measure of workplace family-friendly policies to moderate the relationship between gender diversity in management and organizational performance. We find that the U-shaped pattern also holds in firms with a large number of family-friendly policies. This suggests that gender diversity in management has considerable influence on the productivity of Korean firms through interactions with family-friendly policies.

Customary land is commonly perceived as a barrier to economic development and indigenous entrepreneurship in Pacific Island countries. We turn this proposition on its head, arguing that customary land provides a solid foundation for indigenous entrepreneurs who wish to achieve social, cultural and environmental, as well as economic, goals for their businesses. Furthermore, we assert that appropriate tools are needed to measure the success of indigenous businesses on customary land, as conventional tools have a narrow focus on economics that fails to capture the more holistic, sustainable development goals that indigenous people hope to achieve through their businesses. The indicators we utilise relate to socio-cultural, economic and environmental sustainability. The tool’s usefulness was scrutinized through pre-testing on two indigenous businesses in Fiji; this revealed that culturally oriented tools are essential if the sustainability of indigenous business is to be measured in terms that are meaningful to Pacific communities.

In the context of education for sustainable development, the purpose of this paper is to report on the findings of a study in Spain into the extent to which corporate social responsibility (CSR) is taught in management schools. The study makes an exploratory and descriptive web-content analysis of the curriculum and subjects on Business and Management degrees at all universities in Spain. Our findings show that a high percentage of universities include CSR-related subjects on their curriculum. CSR content is taught as either specific CSR subjects (stand-alone CSR subjects) or as part of various subjects on the academic curriculum (embedded CSR subjects). Although at first sight our findings may seem promising, a more detailed analysis shows that few universities include stand-alone CSR subjects and that although many universities have embedded CSR subjects, the CSR content is by no means fully developed.

Investigation of customer participation in new product development (NPD) performance has yielded conflicting results. This study explores the idea that intensive customer participation is not always better. Instead, the usefulness of customer participation in NPD is determined by the fit between product innovativeness and customer participation as information providers and as co-developers. An empirical study of 196 NPD projects of Taiwanese high-tech firms is analyzed by structural equation modeling. The findings show that product innovativeness negatively moderates the impact of customer participation as information providers on NPD outcome. Thus, the greater the involvement of customer participation as information providers in radical innovation projects, the lower the NPD outcome. Moreover, our results also indicate that product innovativeness positively affects the relationship between customer participation as a co-developer and NPD outcome, which suggest that the more customer participation as a co-developer in a radical innovation project, the better the NPD outcome.

This paper presents a suggested framework for future research designs to examine the benefits of entrepreneurship, both non-financial and financial. Based on a review of the literature and using contextual exemplars throughout the paper with an Australia and New Zealand focus, we identify a range of benefits from entrepreneurship at the various levels of analysis (e.g. individual, organizational, national). From a non-financial perspective such benefits include independence, autonomy, competitive advantage, increased market share, employment and increased standards of living. From a financial perspective, entrepreneurships benefits include enhanced remuneration or rent from revenue, profits, cash flow, return on investment and increases in GDP – specific financial measures to be expressed in clear financial terms. The suggested framework represents both an initial step towards the measurement of entrepreneurships financial benefits and a valuable starting point for the development of a theory of the non-financial and financial benefits of entrepreneurship.

The COVID-19 health crisis triggered changes in the workplace. This paper explores the insights from scholarly work published in the Journal of Management and Organization (JMO) and systematizes this body of knowledge to build a scientific overview that looks at how the COVID-19 health crisis and its repercussions may be managed by organizations. We conducted a bibliometric investigation of JMO's most influential papers published from 1995 to June 2020 that offers insights into the management of the COVID-19 crisis. Our bibliometric investigation reveals six clusters: (1) conservation of resources theory, entrepreneurs, gender and work–family conflict; (2) corporate governance, corporate social responsibility and stakeholder salience; (3) family firms, innovation and research methods; (4) creativity, leadership and organizational change; (5) job satisfaction and psychological empowerment; and (6) team performance. We discuss the theoretical and practical implications of our findings.

This study incorporates insights from both institutional and family socioemotional wealth perspectives with agency theory to examine the relationships among governance practices, family ownership, and information disclosure quality. Employing a sample of 516 publicly listed firms in Taiwan over a period of 5 years (2006–2010), we found that high levels of board independence and board activity have a significant positive effect on disclosure quality. Further, family ownership positively moderated the relationship between board independence and disclosure quality. This relationship is stronger with a higher level of family ownership. The results support the institutional proposition that family-owned firms that pursue socioemotional wealth are more likely to promote information transparency to gain legitimacy and enhance their reputations with outside stakeholders.

Issues of morality and ethics have increasingly become more important in organizations and business settings. Traditionally, these issues of ethics and social responsibility in business settings have been discussed and commented on by prescriptive approaches that are grounded in philosophical traditions. Building on the idea that we need to develop a more comprehensive and complete understanding of the value that people assign to ethics and how it influences their actions and decisions, in the present article we discuss and review the importance and relevance of adopting also a descriptive approach that is grounded in the behavioral sciences (referred to as behavioral business ethics). This approach has the advantages to promote our insights into how people can show both good and bad behavior and why this is the case. Behavioral business ethics therefore represents an important research challenge for organizational researchers to pursue and engage more meaningfully with more prescriptive approaches.

Drawing on affective events theory (AET) and workplace incivility spiral, this study tested a conditional process model to explain, when and how, affective workplace events (workplace ostracism and workplace incivility) affect employees’ emotions and work effort. Data for this cross-sectional study were collected via an online survey from 251 employees at three public sector universities in Quetta, Pakistan. Results indicated that both ostracism and incivility encumber work effort, and that one way via which ostracism negatively affects work effort is by provoking targets’ negative affect (NA). Results also revealed that workplace incivility exacerbated positive relationship of ostracism and NA such that this relationship was stronger when incivility was high and weaker when incivility was low. Moreover, the indirect effects of ostracism on work effort were also contingent on workplace incivility. Practical implications are discussed at the end.