Grounding our research in social exchange theory and the conservation of resources perspective, we hypothesized a model that examines the effects of servant leadership (SL) on employees' workplace thriving via agentic work behaviors. To clarify the effects, employee core self-evaluations (CSEs) were investigated to determine boundary conditions on the relationship between SL and thriving. Data were collected at three points in time from 260 professionals across diverse functional backgrounds and industries. The analysis results confirmed an indirect effect from SL to workplace thriving via agentic work behaviors. Importantly, the moderation results demonstrated that the relationship between SL and workplace thriving is stronger when individuals have high CSEs. Implications for theory and practice are discussed.

The direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.

The sense of calling has emerged as a burgeoning research interest for the past decade due to its close connection to the meaningfulness of work. However, the effects of a sense of calling and how it functions in the workplace remain unclear. This study aims at enhancing the concept of calling and understanding its application in organizations. Therefore, a cross-level model was proposed according to data collected from 24 organizations in Taiwan. As a result, our study demonstrated that sense of calling is positively related to individual performance, and the supportive organizational climate also plays an important role in the relationship between sense of calling and contextual performance. Consequently, by incorporating factors at both the organizational and individual levels into the mechanism of calling, a valuable insight into and application of an individual’s sense of calling in the work context has been established, and management implications were also provided.

Strong performing companies often have intents that state their ambitions for the future and this will be clearly communicated to stakeholders by the chief executive officer. The chief executive officer should lead company strategy and play the key role in establishing and communicating the strategic intent. This conceptual paper uses insights mainly from the strategy process and corporate governance literature to build better understanding of how a business can achieve a strong sense of strategic intent to inform their strategy work. Three dimensions of the strategic intent construct are identified – shared vision, resource focus and foresight. Through the development of a series of research propositions a substantial future research agenda is offered in an area where the literature is quite limited. Points of interest to the strategy practice field are also discussed.

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.

This study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

We propose a research agenda that can assist in developing a dynamic and comprehensive theory of boards of directors. It is based upon the concept of temporality, with time being organised around the life-cycle metaphor, and integrates research on agency theory, decision-making theory and resource dependence theory. We identify three key roles of boards of directors:

1. 1.monitoring and controlling top management;

2. 2.involvement in strategic decision-making; and

3. 3.providing access to resources and networks.

Our analysis suggests that boards perform all three roles, but that these roles change over time. We propose clear researchable questions for each stage of the organisational life cycle as well as the transition between the stages.

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.

Social enterprises create innovative solutions to address social issues and achieve Sustainable Development Goals (SDGs). This paper examines the innovative social entrepreneurial processes using the theoretical foundation of responsible innovation (i.e., anticipation, reflexivity, inclusion and deliberation, responsiveness, and knowledge management). The data collected from three case study organisations reveals that social enterprises at the initiation stage address only a few SDGs. However, innovation development and implementation processes lead to products and services diversification and geographical expansion which broaden the SDG focus. During this process, enterprises iteratively conduct activities associated with different dimensions of responsible innovation and operate within ethics, values and rights-based boundaries. Based on these findings, this paper proposes a process model combining SDG literature with responsible innovation. The managerial implications of using responsible innovation perspective to achieve SDGs are also highlighted.

This paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

Sport management as an area of business management has gained ascendancy in the past decade with more people becoming interested in how sport incorporates social benefits in a society. Sport integrates social initiatives by enhancing an organization's competitiveness by improving its public image. Social responsibility and philanthropy in sport has become a mainstream business issue and the entrepreneurial ways that sport-related organizations do this is becoming more important. This paper interviews a well-known international sport academic and practitioner on the future directions sport management will take. As social responsibility, philanthropy and entrepreneurship in the sport sector are becoming more integrated, it is important to consider how sport management will change in the future. This paper focuses on sport management as an inspiring field of business management that has an accessible audience towards social responsibility. Sport management also offers a rationale for promoting social responsibility and philanthropy to organizations and business leaders that have an opportunity to model socially responsible practices in the sport context.

Little is known about the relationship between political behavior and successful decision making in non-Western national settings, or about the impact of environmental factors on this relationship. Moreover, our understanding of the decision processes through which political behavior translates into decision outcomes is also not well understood. The present research extends previous studies by examining how political behavior influences decision success in a new setting, with reference to the moderating impact of three environmental factors representing industry and society/nation environment effects, and the mediating role of a decision process, intuition. The findings from a survey of 131 Tunisian firms suggest that the practice of political behavior negatively influences decision success. We also find evidence of the importance of product uncertainty and intuition in understanding this relationship. Our findings address key issues not yet well understood in the theoretical literature, and provide managerial insights into ways of improving strategic choices in organizations.

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.

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.

Viewing organizational citizenship behavior (OCB) engagement from the time cost perspective, this study not only investigates the direct effect of person—organization (P—O) fit on OCB but also examines the moderating effect of time evaluation on the effective magnitude of P—O fit on OCB. Specifically, I hypothesized that the positive relationship between P—O fit and OCB will be strengthened (weakened) if employees have a higher future (present) orientation time perspective. A sample of 262 bank financial specialists with supervisor-rated dependent variables is used to examine the hypothesized relationships. Research findings suggest that P—O fit can predict OCB engagement. I also found that time evaluation plays a moderating role in the relationship between P—O fit and OCB such that P—O fit will have a weaker predictive power if the employees have a higher present-orientation time perspective. The research results provide further understanding of why employees engage in OCB.

In recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

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.

Firms managed by women present some differences in organizational conditions in terms of type of business and manager profile. The aim of this study is to check if those differences persist in family firms where the presence of female managers is higher, especially in second or subsequent generation family firms, than in non-family firms. The results reveal that family firms run by women are not smaller, but are concentrated in the services sector like non-family firms. Regarding the manager profile there are no differences either in the level of training or the age of female managers. They possess, however, less management experience but only in first generation family firms. In sum, gender differences in the type of business and in the manager profile found in the management literature disappear in family firms, only a sectoral gender effect persists.

The influence of corporate governance on a firm's performance has recently been studied in industrial enterprises in developed countries, but not in services such as banks with a dual board system in Asia's newly-industrialized economies (NIEs). This research examines the effects of board structure and ownership on a bank's performance using a sample of 41 commercial banks in an Asian NIE (Taiwan). Results showed that board size, numbers of outside directors, and family-owned shares are positively associated with bank performance, whereas the number of supervisory directors has a negative influence on performance. The findings provide empirical support for corporate governance, which improves the performance of banks with a dual board system in Taiwan.

This is a conceptual article located in the discourses of indigeneity, post-colonialism and critical management studies in which we seek to renew interest in Māori management as a distinctive form of management within Aotearoa New Zealand. We discuss defining Māori management and Māori organisations and their relevance for today's organsiations in New Zealand and internationally. We examine differences and similarities between Western and Māori management in terms of the four functions of management adapted from principles first proposed by Fayol in 1949. We propose a theoretical model of Māori management and discuss the implications of Māori management for management research, policy and practice.