This study extends the upper echelons literature by shedding light on the role of top management team (TMT) dissimilarity, a specific conceptualization of team diversity. TMTs are typically composed of members from different functional areas who have unique information and values. The perception of the degree to which TMT members view themselves as dissimilar from other team members affects the TMT’s decision-making and, therefore, organizational outcomes. However, research does not address this perspective of TMT diversity. We examine how informational and value dissimilarity among TMT members is associated with incremental and radical innovation capability. We survey top managers from various industries and use partial least squares structural equation modeling analysis to explore the association between TMT dissimilarity and innovation capability empirically. The findings show that informational dissimilarity is positively associated with incremental innovation capability. Value dissimilarity is negatively associated with incremental innovation capability, whereas it is positively associated with radical innovation capability.

This study aims to provide insights into the values entrenchment strategies that indigenous Black founders and next-generation (NextGen) leaders use in their efforts to entrench values into their family businesses. The study uses a qualitative methodology and an inductive approach, and draws on seven indigenous African family business cases operating in various industries within the services sector. Our findings show that founders and NextGen leaders use explicit and implicit carriers as they strive to entrench values in their family businesses. It was established that these leaders are influential institutional constituents who contribute to entrenching values into the family business and, by doing so, shape institutional knowledge. Our study contributes to family business literature by extending the founder centrality to include that of the NextGen leaders in values entrenchment, explaining how these leaders articulate their personal and family values and how they seek to translate them into family business values.

Learning orientation emphasizes the importance of learning from any experience. It is grounded on commitment to learn, shared vision, open‐mindedness, and knowledge sharing. Organizational knowledge management literature based on social complexity theory posits that learning orientation makes companies generate new knowledge through spontaneous multi-level iterations and self-organization. Challenges related to the current business environment requires companies to constantly adjust to remain competitive. Still, the mechanisms making learning-oriented companies more capable to develop innovative product have been scantly explored. Pertinent literature actually conjectures this relationship as spontaneous, directed, and unmediated. Moreover, Small and Medium Enterprises (SMEs)rarely represent the context of analysis of research on this topic. Frequently lacking resources to systematically pursue product innovation, SMEs rely on solutions deriving from the combination of internal knowledge and external sources; thus, these companies depend on learning orientation principles to remain innovative. In this vein, the research aims to understand how learning orientation allows product innovation in SMEs through the achievement of strategic flexibility. Structural equation modelling was used to analyse data from 300 British SMEs. The results demonstrate the mediating role of strategic flexibility in the relationships between learning orientation and product innovation. The importance of innovation culture also emerged.

Successful employment outcomes are often beyond the reach of people with disabilities, but relatively little is known about the factors that best enable the achievement of this goal. Using survey data from 803 people with and without disabilities, we examine the association of eight factors with successful employment outcomes. Using regression tree analysis, five factors emerged as statistically significant predictors of successful employment outcomes for people with disabilities: corporate culture and climate, job characteristics, government support, employer attitudes, and societal attitudes. Key interrelationships between factors include: (1) government support linking with corporate culture and climate; and (2) job characteristics linking with corporate culture and climate. Findings are relevant to organisations and governments to inform policy and practice to improve employment outcomes for people with disabilities.

This study explores the relationships between group-affect tone, teams’ transactive memory systems (TMSs), and teams’ incremental creativity. Data were collected from 334 team members and 70 team leaders across 70 teams. Results indicate that positive group-affect tone enhances TMS, while negative group-affect tone impedes it. TMS positively impacts team incremental creativity. Additionally, both types of group-affect tone influence incremental creativity through TMS mediation. This research advances TMS theory and group-affect tone, substantiating the affect-cognition model and deepening the understanding of TMS’s role in incremental creativity.

This study employs social cognitive theory to examine the dynamics of ethical climate, environmental passion, and low-carbon behaviours among Malaysian public servants based on data from 407 employees across 37 departments. Although ethical climate did not have a direct impact on low-carbon behaviour, a significant association with environmental passion was observed. Additionally, environmental passion exhibited a noteworthy relationship with low-carbon behaviour, and emerged as a mediator between ethical climate and low-carbon behaviour, with green mindfulness moderating this relationship. These findings underscore the importance of nurturing environmental passion and green mindfulness to promote low-carbon behaviour among employees and aid organisations in addressing environmental challenges. By addressing these empirical gaps, this study contributes to the literature on low-carbon behaviour and offers both theoretical insights and practical implications for sustainability initiatives.

Differences in cultures, religious beliefs, and philosophical views suggest that leadership ethics may vary between Western and Eastern perspectives. However, ethical leadership scales are mostly rooted in Western conceptualization. This systematic review explores the cultural contributions, philosophical perspectives, and underlying theories shaping the measures of ethical leadership. A comprehensive search across Scopus, Web of Science, ProQuest Management, and Emerald Insight from 1990 to 2021 yielded over 3900 articles, with only 15 focusing on an Eastern conceptualization of ethical leadership. Findings reveal that Eastern ethical leadership encompasses unique dimensions, including leaders’ responsibility and concern for long-term sustainability, often overlooked in existing measures. Despite some similarities in virtues and values between Eastern and Western philosophical views, past studies predominantly employed Western theoretical perspectives to explain ethical leadership. This review highlights the imperative for measures that authentically capture Eastern cultural distinctions, crucial for advancing ethical leadership research amid the East’s increasing global influence.

In Asian workplaces, effective innovative work behavior (IWB) presents challenges. Knowledge on how Asian leaders can promote employee IWB through their behavioral repertoire is needed. This assumption prompted us to develop and validate the so-called Innovative Leader Survey (ILS), covering a repertoire of leader behaviors by which employee IWB is stimulated in Asia. Study 1 interviewed 60 high-performing leaders and employees on such behaviors, bringing forth three leader-behavioral dimensions and survey items for fostering employee idea generation, promotion, and implementation, labeled Envisioning, Energizing, and Enabling. Study 2 involved 1,037 survey respondents through which we validated these three sets of specific leader behaviors. Study 3, with 287 respondents, established ILS’s discriminant validity while all of its 11 operationalized leader behaviors were found to predict their followers’ IWB after 4 months. Future research with the ILS is proposed to enrich theory and empirical research on the relationship between effective leadership and employees’ IWB in Asian organizations.

Leader–member exchange (LMX), a well-researched leadership theory that focuses on the dyadic relationships between leaders and subordinates, is associated with positive subordinates’ outcomes. However, the contexts outside the LMX dyadic relationship might influence those favorable outcomes. In this study, we investigate the cross-level moderating effect of leader’s feelings of violation, as a contextual boundary, on LMX outcomes. Based on social exchange theory, crossover model, and the psychological contract literature, we discuss how the relationship between a subordinate’s perceived LMX and favorable subordinate attitudes and behaviors, such as performance, task-focused citizenship behaviors, and organizational commitment, is reduced when the leader experiences feelings of violation toward the organization. Using a three-wave time-lagged multilevel design with a sample of 226 subordinates and 39 leaders, we find that leader’s feelings of violation mitigate the positive association of perceived LMX on citizenship behavior and commitment but have no effect on performance. Research and practical implications are discussed.

This study investigates the influence of perceived organizational support (POS) on employees’ intentions to recommend their employer or leave the organization. Based on social exchange theory, it explores how POS affects employee well-being and shapes behaviors such as loyalty and advocacy. An online survey gathered data from 604 French employees across various sectors, analyzing variables like POS, positive and negative well-being, and intentions to leave or recommend the employer. Structural equation modeling was used to examine the relationships among these variables and to test the mediating role of well-being. Results show that POS positively influences employee well-being. High POS is associated with improved positive well-being, which decreases the intention to leave and increases the intention to recommend. Similarly, reduced negative well-being linked to high POS lowers the desire to leave and lessens negative effects on recommendation intentions. The study confirms the mediating role of well-being between POS and employee intentions. The study provides new insights into the impact of POS on employee intentions by highlighting the pathways of positive and negative well-being. For human resource practices, strengthening POS is essential to boost employee retention and encourage positive behaviors, thereby enhancing the organization’s reputation and attractiveness.

Fostering employees’ innovative work behavior (EIB) has become one of the most important tasks of leaders. Although numerous studies have investigated the relationship between leadership and EIB, it is still unclear which specific leader behaviors promote EIB. Previous research has focused on leadership in terms of broad, non-innovation-specific leadership styles. Behavioral sub-factors have been neglected, and prioritization according to the importance of individual behaviors is still lacking. To address these issues, we identify innovation-specific leader behaviors and analyze which behaviors are best suited to increase EIB. To explain the relationship between the respective leader behaviors and EIB, we rely on the Ability–Motivation–Opportunity (AMO) framework and distinguish between ability-enhancing, motivation-enhancing, and opportunity-enhancing leadership behaviors. Our empirical analyzes are based on data from 1214 German employees. Our findings reveal that motivation- and opportunity-enhancing leadership behaviors foster EIB, with certain innovation-specific behaviors being particularly important for EIB. Building on our results, we provide guidelines for innovation-specific leadership.

This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

Employee voice and silence research shows workers’ ability to express dissatisfaction is impeded by a range of factors. This paper focuses on two: the power asymmetry inherent in the employment relationship, and work context. It examines early career academics (ECAs) – mainly doctoral students, associate lecturers, and assistant professors – many of whom are immersed in atypical, employment or employment-like relationships that are frequently experienced as disempowering. A scoping review provides a frame for understanding ECA voice and silence. It finds there is little on ECAs in the employee voice and silence literature. However, broader concepts of voice and silence are discussed in higher education research on doctoral students and other types of ECAs. Complex work arrangements, difficult supervisory relationships, and hierarchical norms stifle ECA voice. Supervision conceptualised as co-created ‘critical friendship’ facilitates voice. Studies that expand knowledge of ECA voice and silence are recommended, especially as concerns about ECA wellbeing grow.

Firms are calling their employees back to the office because of concerns about employee productivity, collaboration, and trust. Thus, knowledge about the psychosocial aspects of virtual work environments is now more essential than ever. This study compared the relationships between mutual cognitive trust and employee performance in virtual and face-to-face leader–member dyads. Numerous studies have adopted a unidirectional approach to leader–member trust, exhibiting difficulties related to common method bias. The validity of previous research results comparing trust in face-to-face and virtual leader–member dyads can also be questioned because of other methodological drawbacks. We examined mutual trust and employee performance using different raters. We utilised the multigroup exploratory approach to simultaneously analyse face-to-face and virtual dyads formed by 180 leaders and 561 employees working at a multilatina company. Our results reveal the existence of differences between virtual and face-to-face leader–member dyads vis-à-vis mutual cognitive trust and employee performance relationship.

The neurodiversity movement takes a societal view of individual differences by suggesting that people should be respected and not necessarily medically treated based on personal attributes. This commentary article discusses how human differences in intellectual capacities should be considered as another form of diversity with the requirement for medical intervention needing to be considered in terms of overall social change. As a significant portion of the overall workforce could be considered as people with some form of neurological disability this article analyses how co-creation processes occur meaning neurodiverse individuals should be accepted in society regardless of their differences. This article contributes to societal discussions around managing diversity as in society the socio-demographic categories such as age and gender are well established, but newer categories such as neurodiversity are required.

Drawing on job-demands resources and self-consistency theories, this study investigates individual and contextual factors influencing managers’ intrapreneurial intention (INI). We focus on the role of personal resources (organization-based self-esteem and proactivity) related to INI. Further, we analyze job resources (top management support and role clarity) shaping INI, and their interaction with proactivity. Our data comprises 193 Kosovan managers employed in companies varying in size and industry. The results show that organization-based self-esteem and proactivity are positively related to INI. Additionally, proactivity serves as the underlying mechanism, mediating organization-based self-esteem-INI relationship. Furthermore, job resources – top management support and role clarity – strengthen the likelihood of INI among proactive employees, suggesting a moderated mediation model.

By jointly examining individual and contextual antecedents of INI, this study contributes to the debate of who the intrapreneur is and what nurtures his/her inclinations. Furthermore, this is among the few studies to examine INI using a managerial sample and in an emerging economy context.

The attention-based view contends that executives possess limited attentional capabilities that must be carefully allocated across different strategic issues. Although many scholars contend that narrow strategic attention breadth leads to better performance, others argue that broad strategic attention breadth may be more beneficial due to better opportunity scanning. We posit that the relationship between strategic attention breadth and performance will be inverted U-shaped, where strategic attention breadth is positively related to firm performance up to an optimal point, after which firms will see declining benefits due to executive cognitive overload. Furthermore, we propose that executives’ assessment of strategic opportunities will be influenced by the firm’s corporate social responsibility perspective, as the firm’s environmental and ethical commitment may mitigate executive blind spots and enhance opportunity selection. We support our hypotheses with multiple measures of firm performance and a content analysis of annual reports corresponding to a 5-year longitudinal sample of 2,245 S&P 500 firms.

Work stress and employee wellbeing have gained heightened attention since the COVID-19 pandemic. Until now, organizations have primarily sought to conceptualize these variables as an individual-level phenomenon; thereby neglecting the potential influence of social dynamics within the workplace. Drawing on conservation of resources and emotional contagion theories, this study examines the extent to which team-level emotional contagion moderates the impact of stress on wellbeing, factoring in multilevel effects. Data from 237 professional services employees nested within 41 teams was analyzed. The results show support for emotional contagion as a team-level moderator between individual-level work stress and employee wellbeing. The role of organizational resources in shaping stress and wellbeing outcomes was also significant. This study underscores the significance of team dynamics and organizational resources in shaping employee wellbeing. Well-targeted, stress alleviation, and team-contagion enhancing initiatives will have a more positive impact on wellbeing, than individually targeted stress alleviation initiatives in isolation.

This article advances research at the intersection of macro talent management (TM) and the career capital of expatriates. It does so by reporting the findings of a qualitative study of self-initiated expatriates’ strategies of engaging the practices of a city-level TM institution to facilitate career capital formation. Strategies of engaging city-level practices of TM have diverse, at times paradoxical implications. Self-initiated expatriates employ strategies of engaging institutional practices to (1) support global career mobility without considerable adjustment, (2) develop local networks and careers in the host country, and (3) even actively escaping an expanding sphere of international institutions. The article explains how dynamics of career capital formation occur as (un)anticipated consequences of being exposed to institutional logics of adopted TM practices. Corporate and market-oriented logics of TM realized in an international city institution ambiguously combined with community logics, for some self-initiated expatriates resembling those of traditional expatriate institutions.