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An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza
An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza
Carol Gill
In this study, we investigated and clarified aspects of the multilevel nature of Authentic Leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL (P_AL), which is a leader’s direct effect on a follower, and through generalized AL (G_AL), which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational …
Effects Of Cultural Ethnicity, Firm Size, And Firm Age On Senior Executives’ Trust In Their Overseas Business Partners: Evidence From China, Crystal X. Jiang, Roy Y. J. Chua, Masaaki Kotabe, Janet Y. Murray
Effects Of Cultural Ethnicity, Firm Size, And Firm Age On Senior Executives’ Trust In Their Overseas Business Partners: Evidence From China, Crystal X. Jiang, Roy Y. J. Chua, Masaaki Kotabe, Janet Y. Murray
Roy Chua
We investigate trust relationships between senior business executives and their overseas partners. Drawing on the similarity-attraction paradigm, social categorization theory, and the distinction between cognition- and affect-based trust, we argue that executives trust their overseas partners differently, depending on the partners’ cultural ethnicity. In a field survey of 108 Chinese senior executives, we found that these executives have higher affect-based trust in overseas partners of the same cultural ethnicity as themselves; cognition-based trust is associated with affect-based trust differently when overseas partners are of the same or different cultural ethnicity. We also examine the role of relative firm size and …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Fostering The Innovative Behaviour Of Sme Employees: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto
Fostering The Innovative Behaviour Of Sme Employees: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto
Matthew J Xerri
Although developing the innovative behaviour of employees is considered to contribute to improving organisational efficiency and effectiveness, very little is known about innovative behaviour within the context of small to medium enterprises (SMEs). Human resource managers who are able to develop the innovative behaviour of employees create an opportunity in which an employee's behaviour can be aligned with organisational goals. This study explores several antecedents contributing to the innovative behaviour of employees. The findings confirm that the organisational factors tested affect both the innovative behaviour of employees and the innovative culture that supports innovative behaviour in the workplace. These findings …
The Innovative Behaviour Of Employees Within A Small To Medium Sized Enterprise: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto, Kate Shacklock
The Innovative Behaviour Of Employees Within A Small To Medium Sized Enterprise: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto, Kate Shacklock
Matthew J Xerri
This research comprises an examination of some organisational factors that affect the transfer of knowledge used to develop the innovative behaviour of employees within a small-to-medium sized enterprise (SME). In particular, this research uses the dimensions of Social Capital Theory as a lens to provide insight into the relationship between tie strength (social networks), experience of trust and culture as well as their impact upon the innovative behaviour of employees. This study proposes a model that outlines and tests the impact of these three organisational factors upon the innovative behaviour of employees within an SME. In order to address the …