System dynamics models are typically used to simulate the behaviour of the problem system under discussion environment, to help understand and solve complex problems. Group model building is a social process for including client groups in the system dynamics modelling process. Recent evidence suggests group model building is useful in supporting durable group decisions by supporting the mental models of participants to become more aligned. There have been several mechanisms proposed to explain these effects. This paper creates a combined model that links the five best-supported mechanisms. The combined model suggests five core conditions of group model building that contributes to its success: completing a structured task, producing a tangible artefact, representing system complexity, the portrayal of causal links, and easy modification or transformation of the artefact by participants. Practitioners are encouraged to use group decision approaches that integrate these conditions.

Introduction: Healthy work environments are essential in determining improved well-being of Australians. Job stress has been identified as a significant factor in psychological distress. This study evaluated the effect of introducing a systems-based workplace wellness programme using mindfulness in the workplace. Methods: The programme ‘Be Well’ was introduced as part of a systems-based approach to workplace health promotion, and evaluated using sick leave as a proxy for workplace stress, and the stress satisfaction offset score to determine the degree of change in stress and satisfaction. Results: There was significant reduction in sick leave (2014 vs. 2012) (p<.001), and significant improvement in stress satisfaction offset score (p<.05). Logistic regression analysis identified the programme components most predictive of reduced stress and higher job satisfaction. Conclusion: The impacts of a systems-based mindfulness workplace wellness intervention, show significant improvements in workers’ sick leave and changes to stress and satisfaction scores. This study has implications for sector-wide policy change in the workplace.

Leadership research largely ignores the really big issues facing our species, such as climate change, the now rapid growth of new technologies that are already transforming the world of work, and the possibility that an insufficiently reformed banking system will inflict a worse crisis on us than it did in 2008. We also have a proliferation of leadership constructs that often look remarkably like those they are trying to replace. There is much heat but little illumination. The dominant methodologies that the field employs are part of a wider crisis in management studies where many of our claimed results are invalid and/or unreliable, unreproducible and offer little guidance for practice. I conclude that radical changes are needed if we are to play a serious role in improving the world in which we live. Let's take Ken Parry's lead, and make a difference.

In this exploratory case study based on qualitative research, we explore the perspectives and experiences of autistic self-advocates in the Netherlands regarding autism, (self-)advocacy, and consumer-run organizations. The focus of our study is a consumer-run organization by and for adult Persons on the Autism Spectrum in the Netherlands: PAS-Nederland or PAS for short. Our analysis reveals four themes relevant to the acceptance and integration of adults with autism into society and work: (1) invisibility of autistic adults; (2) diversity of the autism spectrum; (3) autistic leadership; and (4) collaboration between people with and without autism. We discuss the practical implications of our findings for the inclusion of people with autism in work and society. Our study underscores the importance of putting autistic people at the center of decision-making processes and solutions aimed at improving their outcomes in society, in general, and in the workplace specifically.

In this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

This study examines the role of service innovation, including service process, Information Technology infrastructure and customer acuity, on customer satisfaction from the network relationships perspective. This study tests the hypotheses in a sample of 136 companies, which is drawn from top 5,000 Taiwanese firms listed in the 2015 yearbook published by the China Credit Information Service Incorporation. The results indicate that service innovation is positively related to network relationships, and that network relationships have a positive effect on customer satisfaction. Also, the results provide evidence that network relationships play a mediating role between service innovation and customer satisfaction. The findings of this study contribute to the theoretical development of a conceptual model for explaining the interrelationships among service innovation, network relationships, and customer satisfaction. The empirical evidence of the Sobel test, in line with Baron and Kenny’s procedure and bootstrap analysis supports the process-oriented view and indicates that network relationships mediate the effect of service innovation on customer satisfaction. Finally, this study discusses managerial implications and highlights future research directions.

The increasingly frequent involvement of companies’ line managers in human resource (HR) activities leads us to investigate the strategic value that these managers grant HR. This research focusses on the line managers’ perception of the strategic importance of HR, versus the perception of HR managers themselves, as a relevant factor in line managers’ own involvement within the execution of HR-related tasks. If line managers do not perceive the relevance and strategic importance of HR and its key role in the company’s strategy and performance, it is difficult to guarantee the managers’ commitment and effectiveness in HR management implementation. Based on interviews with HR development and line managers in 100 Spanish firms, we verified discrepancies in HR versus line managers’ perceptions, confirming that the assessment given by the line managers is slightly lower and, in turn, providing us with references to draw useful conclusions for a successful implementation of HR practices.

Employing self-determination theory, in this study, we explore how workplace ostracism (being ignored and excluded by others) affects newcomer’s voice behavior. Through an empirical study with 353 matched supervisor–subordinate pairs from a large high-technology company, we find that workplace ostracism has negative influence on newcomer’s both promotive and prohibitive voice through the mediating effect of psychological needs satisfaction. In addition, narcissism moderates the effects of ostracism on psychological needs satisfaction. Theoretical and practical implications of these findings are discussed.

Although an increasing amount of the leadership literature argues that leader humility is beneficial to team learning, few studies have examined this effect directly and, as such, little is known about why leader humility has such important effects or when these effects can be amplified or attenuated. Utilizing a survey of 305 employees on 89 teams, we found a positive relationship existing between leader humility and team learning. The results also indicated that a shared mental model was an important mechanism revealing why leader humility could stimulate team members to learn. In addition, we found that the learning effect stimulated by leader humility was much stronger on teams having a high collective promotion focus instead of a high collective prevention focus. Theoretical implications and managerial practices were also discussed.

Prof. Ken Parry's (1998) conceptualisation of leadership as a social process provoked a shift in the understanding of the processes of influence in the context of achieving adaptation and change in response to changes in an organisation's environment. Reflecting on the state of leadership literature in recent years, we answer Ken's (2013) challenge to broaden our understanding of the positive outcomes achieved by social processes of leadership. Building on Ken's work, we propose a research framework that makes a linkage between the social processes of leadership, positive organisational behaviour, and specifically psychological capital.

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.

In an era of globalization, new ventures have become especially active in collaborations with external partners worldwide to overcome the liability of newness and to obtain the resources required to innovate. In this context, this study conceptually analyzes how the geographical and institutional distances between a new venture and its international partners may influence the venture’s ability to benefit from broad external linkages for innovation purposes. It proposes that the interplay of these factors affects not only knowledge transfer, but also business relations. The study advances theory on international collaborative linkages and innovation, by providing a novel framework that explains how contextual factors associated with distance affect the relation between new ventures’ collaborations and their ability to develop innovations.

This study aims to examine team goal orientation composition regarding the different roles of a leader’s and team members’ collective goal orientation, and the effects of these on team outcomes. Data included 268 respondents from 64 teams. Results showed team members’ learning goal orientation has positive effect on team performance, mediated by team efficacy. Further, for the role of team leader, the results also revealed the same pattern. Study also showed a leader’s performance goal orientation has negatively related on team performance, mediated by team efficacy. Finally, taking both roles simultaneously, study indicated the interaction between a leader’s and members’ performance goal orientation has negatively related to team efficacy, and the interaction between a leader’s and members’ learning goal orientation has negatively related to team performance. This research contributes to the existing goal orientation theory by taking the different roles of team leader and members into consideration.

Employers who are open to the establishment of a neuro-diverse workforce, including adults with autism spectrum disorder (ASD), often encounter challenges resulting from both personal characteristics and environmental barriers. Employees with ASD demonstrate evident abilities and a high motivation to work, yet their employment rate remains low. This qualitative phenomenological study explored the perspectives of 11 employers of individuals with ASD from the open labour market. Three themes emerged: employers’ perception of employees with ASD; their motivation to employ an employee with ASD; and accessibility of the work environment: reasonable adjustments. The findings support the importance of factors in the work environment that serve to either inhibit or facilitate the inclusion of people with ASD in the open labour market as much as their personal characteristics. The results relate to workplace accessibility within the context of the organization’s management and justice climate.

Self-efficacy is not a phenomenon solely applicable to the individual; it may be applicable to several levels within an organisation. Although the theoretical development of efficacy beliefs has been discussed, few studies have investigated how to enhance self-efficacy through individual motivation or management policies. After collecting data from 414 employees of 38 research and development teams, multilevel analyses are conducted to empirically integrate efficacy beliefs at the individual and team levels in a moderated mediation model. The results indicate that self-efficacy mediates the effects of both learning orientation and affective commitment on group efficacy, which further facilitates innovation effectiveness. Training not only affects self-efficacy, but also moderates the mediation effect of self-efficacy on the relationship between learning orientation and group efficacy. Moreover, goal clarity moderates the mediating effect of self-efficacy on the relationship between affective commitment and group efficacy.

Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the ‘importance of a mandate’ and the ‘development of trust’, had their foundations in traditional management practices. The others, ‘capacity to challenge the norms’ and ‘boundary spanning’, emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.