This paper explores the emancipatory impulse of Indigenous social innovation and social enterprise. Indigenous approaches to solving social disparities reflect a perpetual search for innovative ways to change the circumstances of Māori. Power is an understudied dimension of social innovation and social enterprise. This paper explores the power dynamics that structure the disadvantage and marginalisation that cause populations to be underserved by markets and that limit their access to resources. We highlight that it is not power per se that enables social change: rather, it is power shifts. Through a single, richly contextualised case study of a well-known Māori social innovator, Dr Lance O’Sullivan, we reveal and illustrate the nuances of Indigenous entrepreneurship in the Far North of Aotearoa New Zealand. The case epitomises the transformative impact a social entrepreneur can have on the provision of healthcare amid market and policy failures.

While a wealth of evidence exists about failure in organisational settings and the emotions evoked by failure, researchers have paid less attention to failure and its related emotional consequences in academic life. Given that failure is often a cause of significant stress, which in turn can lead to damaging consequences, we argue that this is an issue deserving of greater consideration. In this article, we adopt Ashkanasy’s five-level model of emotion in organisations, and explore the potential role of emotions in academics’ experiences of failure at five levels: within-person, between-persons, interpersonal interactions, groups and teams (and leadership), and organisation-wide. In doing so, we draw on findings from scholarly literature, anecdotal evidence, and our own experiences as academics to build arguments. Following discussion of the model, we suggest how academics might begin to normalise the experience of failure in academia and to build resilience in the coming generations of young scholars.

In this study, the effect of ethical leadership on extra-role service behavior, and the role of person–organization fit and organizational trust on this effect were examined. A multi-level research model was established in the research and hypotheses were tested within this model. The data of this research study were obtained from 205 workers of two hospitals (public and private), in a certain province in Turkey. The obtained findings demonstrated that ethical leadership strengthened the trust in the organization both directly and over person–organization fit. Moreover, based on the findings, it was determined that ethical leadership increased extra-role service behavior by means of organizational trust. The theoretical and practical implications of all of the findings were discussed and evaluated in the context of national culture.

In a time-lagged study with independent measures (N=115, paired responses), we examined the interactive effects of perceived organizational politics and overall satisfaction on job stress, interpersonal conflict, job performance, and creativity. The data were collected from a diverse sample of employees from various workplaces in Pakistan. The findings showed that perceived politics had a positive effect on job stress, while overall satisfaction had a negative effect on interpersonal conflict and a positive effect on creative performance. The results also revealed that in the face of high politics, highly satisfied individuals demonstrated higher levels of creativity and job performance. However, in this context of high politics negative effects were also observed, namely that highly satisfied individuals participated in interpersonal conflict and experienced high stress.

This study examines the impact of employability on turnover intention by differentiating internal and external employability, and considering the possible moderating roles of perceived organizational support (POS) and career orientation. Using a sample of 411 responses to a two-wave questionnaire survey generated from six cities in China, we find that external employability positively influenced turnover intention, but internal employability negatively influenced turnover intention. The results also indicate that POS had a positive moderating effect only on the relationship between external employability and turnover intention. Furthermore, for employees with disengaged career orientation, external employability exerts a strong impact on turnover intention. This study adds to the limited research empirically linking employability and turnover intention, whereas the findings can be used by HRM practitioners to factor in organizational support and career orientation initiatives that improve the retention of employees with high external employability.

This research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.

Previous studies have identified numerous factors that affect incident-reporting behavior. However, few studies have applied an individual psychology perspective to identify and examine the factors affecting the intention of nursing staff to report incidents. We integrate the theory of planned behavior, organizational behavior, psychological behavior, and social exchange theory to identify which factors affect the intentions of nursing staff to report incidents. Samples were collected from nursing staff at 40 regional or larger hospitals for model verification. The results of this study show that psychological safety, attitude toward reporting incidents, subjective norms, and perceived behavioral control correlate positively with the intention to report incidents. The perceived cost and perceived benefit of incident reporting directly affects the attitude toward incident-reporting behavior, and self-efficacy influences perceived behavioral control. Furthermore, subjective norms and the perceived benefits of incident reporting mediate the effect of psychological safety on attitude toward incident-reporting behavior.

Studies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Firms face a rapidly changing market environment under the pressure of difficult challenges such as limited resources and increasing costs. Organizations may actively seek to cooperate with other members for benefits from knowledge sharing. Establishing quality network ties among suppliers and customers is a significant study subject. Here, we assessed the impact of the signing of the Economic Cooperation Framework Agreement on Taiwan flat glass industry and study measures adopted by the manufacturers. The effective sample size is 250. We found that through the intermediary of organizational agility and strong network ties, a firm can enhance its organizational performance.

Recent studies have increasingly suggested leadership as a major antecedent to corporate social responsibility (CSR), empirical studies, which investigated the influence of various leadership aspects such as style and ethics on CSR and unraveled the mechanism through which leadership exerts its impact on CSR were restricted. Thus, the purpose of this research was to study the relationship between CEO ethical leadership and CSR by focusing on the mediating role of ethical culture and the intellectual capital facets (human capital and social capital) of the organization. Data for current research were collected through personally administered questionnaire through survey. Based on a sample of 250 respondents, the current study instituted that CEO ethical leadership positively affected CSR. Intellectual capital facets (human and social) and organizational ethical culture were observed to have a mediating effect on CEO ethical leadership and CSR relationship. Practical implications of the results are also given in the current study. Moreover, study limitations and directions for future study have also been presented.

Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.

The study investigates demographic diversity, cognitive diversity and internal diversity within Islam among top-level management of firms and their impacts on the financial performance of Malaysian-listed companies. In addition, Muslim and non-Muslim women and Islamic religious diversity on corporate boards are investigated. Even though numerous organisations desire to be socially diverse, the significance of diversity for organisational performance remains uncertain. Are profitable companies inclined to improve board diversity or do other characteristics of the company contribute to firm performance? Does the participation of Muslim and non-Muslim women on corporate boards affect firm performance? Does internal diversity within Islam affect firm performance? Data from 330 Malaysian-listed companies in eleven full fledged sectors were used for the period from 2009 to 2013. This study employed econometrics methodology from panel data analysis to fill the research gap in the current management literature. This study used the interaction approach to examine empirically diverse corporate boards and their impacts on firm performance. This discussion included: (1) a combination of gender diversity and ethnic diversity and (2) a combination of gender diversity and foreign participation. The findings suggest that demographic, cognitive and internal diversity within Islam are significant predictors of a firm’s financial performance. Ethnic women on boards have a significant and negative impact on firm performance. Hence, companies having high profits are more accountable for encouraging diversity among top-level management.

The purpose of this study is examine how agency theory and stewardship theory lead to different firm-level outcomes on an array of different outcomes. Based on these differences, we argue for the development of an agent–steward measurement scale, which will help researchers classify chief executive officers (CEOs) along an agent–steward continuum. This, in turn, will spur research to predict and test CEO behaviors and firm-level outcomes. Agency theory suggests CEOs take advantage of their powerful positions to maximize their personal economic utility, whereas stewardship theory suggests CEOs are motivated through intrinsic awards and will balance their interests with those of other stakeholders. We use these theories to examine possible differences in CEO behaviors. This is important because different CEO behaviors might lead to differing impacts on important firm-level outcomes. This paper reviews the relevant agency and stewardship literatures, then offers propositions regarding CEO behaviors from agent and steward perspectives.

Despite growing interest in Indigenous entrepreneurship and entrepreneurial orientation, few studies bridge these two domains empirically. We address this gap by developing a model for exploring entrepreneurial orientation in Indigenous communities. We assess the possible dimensions of Indigenous entrepreneurship orientation in a qualitative study of Māori business owners in New Zealand. The findings suggest that Indigenous worldview and entrepreneurial ecosystem influences the entrepreneurial orientation of participants, leading to a continuum of Indigenous entrepreneurial orientation. The results have important implications for Indigenous entrepreneurship policy, practice and theory.

Flexibility and reflexivity are essential processes for organisational innovation. The aim of the paper is to investigate their concurrent and interactive contribution in enhancing two innovation outcomes (the organisational openness towards innovation and the actual innovation adoption). Participants were 357 Italian employees. Results of a hierarchical regression model showed the role of both factors in fostering the two innovation outcomes under study. In addition, results showed the complementary interaction of reflexivity and flexibility, outlining two possible routes to innovation. Specifically, reflexivity appears to be a generative learning process capable of encouraging innovation in low-flexibility conditions, whereas flexibility tends to encourage innovation in low-reflexivity conditions. The findings provide empirical support of their roles as complementary resources for innovation, which has been under-examined in the literature.

This paper examines the mobility paths taken by Chinese coursework graduates who studied abroad chiefly in business (Chinese ‘foreign’ graduates) and the consequences for their careers. A model is developed that focuses on the two major interconnected paths of repatriating and remaining abroad, and looks at the influence of pull–push forces. The model suggests the career consequences for repatriates, and their reactions to re-entry to China, in contrast to the career consequences for stayers and their reactions to the host country. The career capital the business graduates acquired while studying is developed. Adverse career consequences and reactions may lead to further mobility, including re-expatriation abroad by repatriates and repatriation by stayers. Overall, Chinese foreign business graduates may be caught in a dilemma when selecting the best path for their career and lifestyle. Implications for future research and management of Chinese foreign business graduates in host countries and China are assessed.

This paper investigates the effects on knowledge creation of network size and partner diversity formed through alliance relationships. These effects are tested empirically in the biotech industry setting, which is representative of industries that emphasize external collaboration. Using patent count as a proxy of knowledge creation, Poisson regression was employed to test our predictions empirically. The statistical results show an inverted U-shaped relationship between network size and knowledge creation. In addition, a negative relationship was observed between partner diversity and knowledge creation. This research suggests that small biotech firms should strive to achieve a balanced network size. Knowledge creation is better promoted in these firms through alliances with firms of similar organizational type. The value of this research lies in the fact that it provides new insight into properties of alliance networks by highlighting potentially negative consequences of having an oversized alliance network and partner diversity.

This study investigates how family control influences entry mode choice between joint ventures and wholly owned subsidiaries. Based on past studies revealing family-controlled firms’ unique concerns regarding the preservation of socioemotional wealth, the researchers posit that, firms with higher family control respond more drastically to perceived environmental uncertainty when choosing their entry mode. The researchers hypothesize that, when perceiving high environmental uncertainty, firms with higher versus lower family control are more likely to choose joint ventures. However, when perceiving low environmental uncertainty, firms with higher versus lower family control tend to choose wholly owned subsidiaries. The empirical results obtained from a sample of 1,644 investments undertaken by publicly listed companies in Taiwan support the hypotheses.

Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

Dynamic capabilities (DCs) are organizations' ability to integrate, build, and reconfigure competences, on which they draw to adapt to changes. Despite a significant stream of literature exploring DCs, the following question remains: how do dynamic capabilities allow organizations to adapt to changes and succeed? To fill this gap, this paper outlines a theory of DCs, based on an analysis of strategic behavior (micro)formation at the individual and collective levels. This theory conceptualizes an evolutionary paradigm in which the intentions of organizational agents are intertwined with environmental influences. It defines DCs as ‘instruments able to entrepreneurially solve problems of evolutionary fitness of organizations.’ In doing so, it advances theoretical conceptualization of DCs and their microfoundations to provide insights into how an entrepreneurially led organization may confront and solve problems and ultimately prosper.