Hierarchical bullying in public healthcare organizations is an entrenched negative behaviour that results in a range of adverse outcomes for staff, including diminished wellbeing. This study integrates social exchange and conservation of resources theories as a lens for formulating hypotheses and employs multilevel statistical modelling to examine whether team-level compassion moderates the impact of hierarchical bullying on wellbeing. Using multilevel statistical modelling, the study analysed cross-sectional data from 632 healthcare workers nested within 48 teams in a single public health district in Australia. The findings indicate that work teams with higher levels of team compassion can mitigate the negative effects of hierarchical bullying on employee wellbeing. The results imply that investing in developing compassion within teams is an effective strategy for mitigating some harmful effects of hierarchical bullying on employee outcomes.

International alliances are important strategic vehicles to build geographic scope and enter foreign markets, especially for firms lacking the resources or facing limitations to direct foreign expansion. Addressing recent calls to study alliance structure, we investigate the design parameters of nonequity international alliances and their performance implications. Building on the resource-based view of the firm, we theorize the effect of three key structural dimensions – formalization, interface, and specialization – on firm effectiveness. Our empirical work focusses on the legal service industry where international interfirm alliances are common, and resources like expert workers and knowledge are essential. We study 121 French, German, Italian, and Spanish law firms; and our data include the structural features of the alliances to which they belong, as well as various measures of firm effectiveness. Our analyses via structural equation modelling point toward the importance of informality and strong interface for effectiveness in these contexts. This study contributes to a finer understanding of international alliances by directly addressing the structural variation among nonequity international alliances, and analyzes their implications for firms. We thus respond to calls to investigate structural dimensions of alliances, operationalizing relevant dimensions of alliance organizational structure. Second, we add to understanding of the performance effects of international alliances, showing the benefits of individual structural parameters for firm effectiveness. Finally, we extend research on the use of international alliances as a strategic vehicle to enter foreign markets, capturing essential aspects of the internal arrangements of these interorganizational collaborative relationships, and thus adding to understanding of this strategic entry mode.

In this study, we explore how early career advancement affects the gender pay gap among top executives and argue that an employee's age at attainment of an executive position serves as a signal that helps reduce biases toward women, thereby lowering gender pay differentials. We analyze career data of 803 executives from public high-technology manufacturing firms in the United States by collecting information from ExecuComp, Marquis Who's Who, LinkedIn, and Bloomberg. Our results indicate that attaining a top management position at a young age has a positive effect on pay, particularly among women, and this effect is due to the variable portion of compensation, which represents a large proportion of compensation among top executives. Further, recent research has identified a pay premium among high-potential female managers, although its key drivers remain unclear. This paper explores age as an observable signal that influences this premium and reduces the gender pay gap.

This study examines the influence of founding conditions and decisions on new companies' performance, analysing how both environmental context and organisational dynamics interact to determine their success. It distinguishes between two different success indicators: survival and profitable growth. An empirical study conducted using a sample of 3,722 new agri-food companies in two different periods, one of economic stability and the other of recession, showed that founding conditions had long-lasting effects on post-entry performance. The economic context acted as a moderator of the relationship between individual factors and success. Adverse environmental conditions were also a determinant of success, making surviving firms more competitive and resilient. The results reflect the survival of the fitter principle by showing that early profitability reduced the risk of failure and made firms more likely to become profitable in the medium term. Internationalisation strategies developed organisational capabilities that created an imprint for adaptability and growth.

The experience of working from home changed drastically with the arrival of COVID-19. Compared to pre-pandemic experiences, key differences included the vast number of people involved, its involuntary nature, the suddenness of its implementation, its lengthy duration, and the presence of others at home. The demands of this form of remote work during lockdown have partly been mitigated by the resources employees have accessed. This study aimed to investigate the factors impacting employee performance and wellbeing while compulsorily working from home during New Zealand's first nationwide lockdown. We analyzed qualitative data gathered from employees in two organizations. The resulting aggregate dimensions across both demands and resources include organizational factors, furniture and technology factors, and individual factors. Given the ongoing nature of COVID-19 we identify new research directions for investigating remote work, and practical implications focusing on suitable home furniture and technology, plans for future remote work, and supporting employees.

The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.

Prior crisis management research mainly studied the context of accidental and preventable crises which are generally within the organization's control, while the COVID-19 pandemic presents a public health crisis in which corporations do not have control over the extent of the impacts. Built upon the stakeholder salience framework, we propose and test the hypotheses that are derived from societal stakeholders' power, legitimacy, and urgent claims during the pandemic and reveal several corporate responses that address multiple stakeholders' interests, including customers, shareholders, community, suppliers, and employees. Specifically, corporations with a larger number of employees and social media followers tend to adopt more corporate responses that address various stakeholders' concerns. Further, in highly impacted industries, there is an increased influence of social media followers on customer-related corporate responses as well as a decreased influence of employees on employee-related corporate responses.

Ensuring a sustainable future by meeting the Sustainable Development Goals (SDGs) cannot be achieved without women's empowerment and gender equality. This study aims to determine whether there are differences between European banks in terms of their commitment to SDGs and the intensity of this commitment depending on their board gender diversity. A sample of the 50 largest European banks from 2016 to 2020 was used to perform hypothesis testing for differences in means. The results provide robust support for the assertion that banks with greater female representation on the board of directors have a greater commitment to the 2030 Agenda. The originality of this research lies in the use of indicators of commitment to SDGs corresponding to each of the five SDG pillars. This study thus provides the first evidence of the importance of distinguishing between these pillars when examining the relationship between commitment to SDGs and board gender diversity. This evidence advances the scant literature on this relationship.

The increasing globalisation, the multiculturality of workplaces and the current challenges for organisations generated the need for researchers to support them to manage the workforce. Although the relevance of employee voice for these themes, a lack of shared understanding about this topic results in fragmented literature across and within research fields that limits theoretical advancement and deep comprehension of the phenomenon. Our first aim is to offer a literature review of employee voice by combining systematic and bibliometric methods; the second aim is to understand voice's main issues and implications by considering different research streams. The results present an integrated framework of the leading intellectual knowledge and reveal the main research focuses on voice in domestic contexts. The discussion underlines the cultural issue and context as critical elements for future research by proposing avenues for scholars and some implications for organisations to benefit from the contributions of their members.

Drawing upon contemporary social hierarchy research, the purpose of this study is to integrate a novel theoretical perspective to examine the taken-for-granted conclusions of the relationship between leader-member exchange (LMX) and interpersonal citizenship. We develop theoretically driven arguments and provide evidence of how LMX relates to power and status, the two prominent bases of social hierarchy. The results from our study support our assertion that the quality of LMX relationships provides social information about one's relative standing within a group's informal hierarchy. Specifically, LMX is positively associated with higher levels of perceived power and perceived status. Both power and status serve as important mediators that explain the relationship between LMX and interpersonal citizenship. We also identify the importance of citizenship pressure as a boundary condition for these relationships, finding that citizenship pressure interacts with power and status differently to influence the extent that employees engage in citizenship behaviors.

This paper examines whether CEO turnover affects company performance and the optimal time for CEO renewal during a turnaround process. Results, derived from data collected from Italian companies, highlight the necessity of introducing the new CEO before beginning an insolvency procedure. A later appointment can reduce his/her impact, probably due to the difficulty of managing negotiations with the creditors. Moreover, we show a positive and significant relationship between CEO turnover and the likelihood of a bankrupt firm re-emerging from an insolvency procedure. The analysis was based on the traditional logit model and more modern approaches like the random forest and the AdaBoost models, combined with the SHAP technique. Overall, our findings provide valuable insight for all company stakeholders, whose interests are significantly impacted by its default.

This mixed-method investigation examines the nature, prevalence, and correlates of mansplaining in modern workplaces. In Study 1, we scrape Twitter and conduct a thematic analysis of 2,312 tweets. These findings ground a comprehensive definition of mansplaining and propose six items for measurement. In Study 2, we quantitatively investigate mansplaining experiences at work (n = 499), finding that almost every participant had experienced mansplaining in the previous year. Expected gender differences emerged among mansplaining perpetrators and targets, yet men were not the only perpetrators, nor were women the only targets. Confirmatory factor analysis results support the possibility that mansplaining is a second factor of incivility. Further, mansplaining predicted significant variance in outcomes such as job satisfaction and turnover intentions above and beyond incivility. This research underscores that mansplaining is more than a social media phenomenon. Rather, it is a form of gendered mistreatment with implications for scholars and practitioners alike.

Our paper examines whether the impact of abusive supervision on on-the-job embeddedness (JEM) is stronger than on job satisfaction (JSAT), affective organizational commitment (AOC), and turnover intentions. We also examine whether the mediation impact of on-the-JEM in the linkage between abusive supervision and turnover intentions is stronger than the mediation impacts of JSAT and AOC. Data gathered from restaurant service workers in three waves in Ghana were used to test the abovementioned linkages via structural equation modeling. The findings illustrate that all hypotheses are supported. Specifically, the influence of abusive supervision on on-the-JEM is stronger than on traditional attitudinal variables. Additional findings demonstrate that the mediation effect of on-the-JEM in the relationship between abusive supervision and proclivity to quit is stronger than the mediation effects of JSAT and AOC. Implications for theory and managers are offered in our paper.

Responding to the call for more research on cognitive crafting, this study focuses on employees' reframing of their job characteristics to assign higher importance to job resources and downplay the relevance of costly job demands. Furthermore, it examines how these proactive cognitive strategies are embedded in an overall job crafting process, including both cognitive and behavioral aspects, and linked with work engagement. Preliminary results (n = 247) support the conceptualization of cognitive crafting encompassing approach and avoidance aspects targeting resources and demands, respectively. Moreover, three-wave data (n = 84) show that employees' cognitive efforts to highlight the centrality of job resources influence work engagement over time. Importantly, proactively organizing work leads to higher work engagement by prompting cognitive reframing of the relevance of job resources as central to one's work. Differently, cognitive efforts to downplay the relevance of hindering job demands are unrelated to following proactive behaviors and work engagement.

The COVID-19 pandemic brought about changes in the working world. One of the main strategies to cope with the economic situation during lockdowns was to furlough employees. In the current study, we propose that psychological contract breach and violation between the organization and the furloughed employee act as underlying mechanisms that explain the relationship between the employees' furlough status and the increase in their emotional exhaustion and decrease in affective commitment. Furthermore, we suggest that perceived organizational support can act as a buffer that attenuates the association between furloughed employment status and perceived contract breach. The study was conducted at two points in time: during the first lockdown and 4 months afterward (N = 336). Results supported the predicted indirect sequential associations. However, perceived organizational support served to buffer the relationship between furloughed employment status and perceived psychological contract breach only in the case of employees who continued to work.

Defending social and political positions other than those that a company's clients might support has always been an avoidable risk. However, this practice, called ‘corporate activism,’ has gradually been integrated into the strategies of organizations. The object of this work is thus to understand the antecedents of corporate activism from the consumer's point of view. To understand this, we carry out structural equation modeling (SEM) based on a sample of 1,521 consumers. The results demonstrate that: (i) institutional credibility, corporate credibility, and authenticity act as antecedents of corporate activism; (ii) corporate credibility has a positive influence on corporate activism, while institutional credibility has a negative impact. These findings represent an interesting and novel contribution that helps to understand how these types of high-risk strategies should be adopted. The application of these results could enable companies to determine the conditions that favor a positive evaluation of corporative activism by consumers and avoid the use of such strategies in less favorable situations.

What has been called the war for talent in companies has become a key element in organizations that want to be competitive. Talent management has already been studied and verified in terms of its impact on performance and productivity, and this has led to more and more research generating a professional and scientific interest with other variables, such as ethical behavior. In the present study it is verified, through a model of structural equations, that the organizations that apply strategies of talent management have more ethical behaviors and intention to stay. Talent management and ethical behavior would reinforce work environments, by restoring confidence in the organization. Likewise, talent management implies greater loyalty of talent, that is an antecedent of the intention to stay in the organization.

The tempered radical enjoys their work and is committed to their organisation. Yet, something important to them, like their values or identity, makes them feel different from their workplace's dominant culture. This sense of difference, and their tempered approach to radical change, allow them to work unnoticed in organisations as invisible champions of inclusion. This study examines how tempered radicals use their abilities as change agents to foster inclusion. It takes advantage of manufacturing industries' highly collaborative, richly diverse and rapidly changing employment environment. Drawing participants from all organisational levels demonstrates the broad influence of the tempered radical. Twenty-four qualitative interviews were conducted using a narrative inquiry methodology and interpreted through thematic analysis. This study builds on current theory and makes a valuable contribution by proposing a framework to illustrate the key characteristics of the tempered radical incorporating inclusion in the workplace.