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Full-Text Articles in Business
Who Cares? The Role Of Job Involvement In Psychological Contract Violation, Jason S. Stoner, Vickie C. Gallagher
Who Cares? The Role Of Job Involvement In Psychological Contract Violation, Jason S. Stoner, Vickie C. Gallagher
Business Faculty Publications
This study examined survey data from full-time employees employed in a variety of occupations. We empirically examined how psychological involvement with one’s job affects reactions to psychological contract violation. Data for control variables (i.e., age, gender, organizational tenure), the independent variable (i.e., psychological contract violation), and the moderator (i.e., job involvement) were taken at Time 1; and dependent variables (i.e., depressed mood at work, turnover intention) were taken at Time 2. Results illustrated that job involvement was an important construct in understanding individuals’ negative reactions to psychological contract violations. Implications and limitations are discussed, and suggestions for future research are …
Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively, Mark Bolino, Sorin Valcea, Jaron Harvey
Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively, Mark Bolino, Sorin Valcea, Jaron Harvey
Business Faculty Publications
Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the ‘dark side’ of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less …
Nonlinear Politics Perceptions–Work Outcomes Relationships: A Three-Study, Five-Sample Investigation, Vickie C. Gallagher, Wayne A. Hochwarter, Gerald R. Ferris, Mary D. Laird
Nonlinear Politics Perceptions–Work Outcomes Relationships: A Three-Study, Five-Sample Investigation, Vickie C. Gallagher, Wayne A. Hochwarter, Gerald R. Ferris, Mary D. Laird
Business Faculty Publications
This research reports the findings of three studies (involving a total of five samples) developed to explore the nonlinear relationships of organizational politics perceptions with practically and theoretically relevant work outcomes. Study 1 hypothesized a nonlinear relationship between organizational politics perceptions and job satisfaction. In Sample 1 of this study, a nonlinear relationship was identified, best depicted as an inverted-U form, and Sample 2 replicated this finding. Study 2 hypothesized a U-shaped relationship between politics perceptions and job tension, which was identified in Sample 3 and corroborated in Sample 4. In a single-sample investigation (i.e., Sample 5), Study 3 extended …
Achieving High Organization Performance Through Servant Leadership, David E. Melchar, Susan M. Bosco
Achieving High Organization Performance Through Servant Leadership, David E. Melchar, Susan M. Bosco
Business Faculty Publications
This empirical paper investigates whether a servant leader can develop a corporate culture that attracts or develops other servant leaders. Using the survey developed by Barbuto and Wheeler (2006), servant leader characteristics in managers were measured at three high-performing organizations. Results indicate that servant leaders can develop a culture of followers who are servant leaders themselves. This is one of the few studies to empirically test the model of servant leadership in an organizational environment. The success these servant leaders have achieved in a for-profit, demanding environment suggests this leadership style is viable for adoption by other firms.
Absorptive Capacity And A Failed Cross-Border M&A, Ping Deng
Absorptive Capacity And A Failed Cross-Border M&A, Ping Deng
Business Faculty Publications
Purpose – Chinese companies are increasingly using cross-border mergers and acquisitions (M&A) to source knowledge or strategic assets. For many, global acquisitions have proven to be highly problematic and value-destroying. The purpose of this paper is to address this critical acquisition failure issue from an absorptive capacity perspective. Design/methodology/approach – Guided by the framework that focuses on how acquiring a firm’s weak absorptive capacity damages its ability to assimilate, integrate and apply external new knowledge, one high-profile Chinese failed acquisition: TCL acquisition of France’s Thomson’s TV business in 2004 is analyzed empirically. Findings – Acquisition performance of Chinese overseas M&A …