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Journal of Management & Organization
Journal Prestige (SJR): 0.543
Citation Impact (citeScore): 1
Number of Followers: 354  
 
  Full-text available via subscription Subscription journal
ISSN (Print) 1833-3672 - ISSN (Online) 1839-3527
Published by Cambridge University Press Homepage  [388 journals]
  • Global Perspectives and Leadership
    • Authors: Oluremi B. Ayoko
      Pages: 391 - 394
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2020.13
      Issue No: Vol. 26, No. 4 (2020)
       
  • Does strategic planning help firms translate slack resources into better
           performance'
    • Authors: Jinyu Guo; Bo Zhou, Haili Zhang, Chunjia Hu, Michael Song
      Pages: 395 - 407
      Abstract: Is organizational slack good or bad for firm performance' Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.84
      Issue No: Vol. 26, No. 4 (2020)
       
  • International strategies of emerging market multinationals: A dynamic
           capabilities perspective
    • Authors: Ping Deng; Yang Liu, Vickie Coleman Gallagher, Xiaojie Wu
      Pages: 408 - 425
      Abstract: This paper focuses on the importance of dynamic capabilities in shaping the nature of international strategies of emerging market multinationals from mid-range economies. We argue that dynamic capabilities theory provides an insightful approach to understanding the internationalization of emerging market multinationals and their strategic choices. Drawing on dynamic capability theory and unpacking dynamic capabilities into four distinct but related dimensions or facets, we develop a typology of three internationalization strategies available to emerging market multinationals in their international expansion: sequential international ambidexterity (from exploitation to exploration, and vice versa) and structural international ambidexterity (simultaneous exploration and exploitation). Success factors associated with each of the ambidextrous internationalization strategies are also considered. We conclude with a discussion of the implications of the dynamic capabilities framework for theoretical implications and fruitful areas for future research endeavors.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.76
      Issue No: Vol. 26, No. 4 (2020)
       
  • Subnational differences and entry mode performance: Multinationals in east
           and west China
    • Authors: Anran Li; Brent Burmester, Peter Zámborský
      Pages: 426 - 444
      Abstract: We compare the influence of entry mode choice on subsidiary performance in two developmentally-differentiated regions of a developing host country. Analysis of 113 subsidiaries located in two provinces of China indicates that wholly owned subsidiaries outperform joint ventures in the developed region, whereas joint ventures outperform wholly owned subsidiaries in the less developed region. However, the smaller performance gap between wholly owned subsidiaries and joint ventures in the developed region indicates that the magnitude of influence of entry mode choices on performance varies across subnational regions. Firms must therefore be more discriminating in formulating entry strategies to regionally heterogeneous countries.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.59
      Issue No: Vol. 26, No. 4 (2020)
       
  • Gender, individualism–collectivism and individuals’ propensity to
           trust: A comparative exploratory study
    • Authors: Rachid Zeffane
      Pages: 445 - 459
      Abstract: We explore the impact of gender, individualism–collectivism on individual’s propensity to trust. The study draws on data from three groups of individuals in the United Arab Emirates: students; (n=370); small business owners/operators (n=324), and employed individuals (n=376). Three main hypotheses are tested. We develop and explore three main hypotheses. Statistical results reveal that females are generally more collectivist and less trusting than their males counterparts. Further analysis revealed that small business/operators are generally more trusting than the other cohorts of respondents. Propensity to trust was also found to be strongly associated with collectivist (rather than individualist) aspirations. Implications for future research and management practice are discussed.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.57
      Issue No: Vol. 26, No. 4 (2020)
       
  • National culture, employee empowerment and advanced manufacturing
           technology utilisation: A study of Nigeria and New Zealand
    • Authors: Chris Nwachukwu Obi; Chris Leggett, Howard Harris
      Pages: 460 - 482
      Abstract: With manufacturers seeking investment opportunities in Africa, it is timely to explore the interaction of advanced manufacturing technology (AMT) and human resource management approaches there. Because research elsewhere suggests that the effects of the interaction differ across national boundaries, we investigated empowerment approaches and AMT utilisation in Nigeria and New Zealand. Using operational-level survey data from 153 manufacturing managers/CEOs in both countries, we explored the role of national culture on managerial attitudes towards employee empowerment during AMT adoption. Drawing on Hofstede’s cultural dimensions, our results suggest that the observed differences in AMT–empowerment interface are attributable to different national values. The results specifically indicated that during AMT adoption, New Zealand’s liberal culture encourages managers to empower employees more than does Nigeria’s authoritarian one. The results would particularly assist practitioners to recognise the traditional/conservative nature of African values when practicing HR in a country like Nigeria.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.70
      Issue No: Vol. 26, No. 4 (2020)
       
  • Developing an understanding of the human resource (HR) complexities in
           Pakistan with a GLOBE cultural lens
    • Authors: Sadia Nadeem; Mary F Sully de Luque
      Pages: 483 - 501
      Abstract: This article presents primary data from the GLOBE study in Pakistan and compares them with secondary data from the 61 GLOBE societies, in an effort to increase the interest of scholars of cross-cultural management in Pakistan and also provide a practically useful overview for businesses. Results based on data collected from 152 middle managers using the original GLOBE research instruments indicate that Pakistani society exhibits high power distance and in-group collectivism but low assertiveness and gender egalitarianism. The results also indicate a desire to create a more egalitarian society; however, people appear to treasure the lack of assertiveness and high in-group loyalty. In light of these findings, the authors offer implications for management in Pakistan, in accordance with cross-cultural management literature. In-depth research within Pakistan, as well as comparative cross-national studies, are needed to develop a deeper understanding of the impact of the culture on human resource practices in Pakistan.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.79
      Issue No: Vol. 26, No. 4 (2020)
       
  • Effects of work passion on turnover intention for Chinese government
           employees: The dualistic model of passion perspective
    • Authors: Zhenxing Gong; Ying Zhang, Jinfeng Ma, Yao Liu, Yujia Zhao
      Pages: 502 - 518
      Abstract: Turnover intention is a negative outcome for an organization. The purpose of this article is to examine the relationships among work passion, subjective well-being, career adaptability, and turnover intention for Chinese government employees. The article consists of an empirical study with a sample of 472 government employees in Shandong Province, China. Participants completed a series of questionnaires in three waves. The results indicate that harmonious passion is negatively related to turnover intention and that obsessive passion is positively related to turnover intention. Additionally, the relationship between harmonious/obsessive passion and turnover is mediated by subjective well-being, and career adaptability moderates the relationship between harmonious/obsessive passion and subjective well-being. Implications are discussed.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.71
      Issue No: Vol. 26, No. 4 (2020)
       
  • Global collaboration in knowledge intensive firms: The role of activity
           configurations
    • Authors: Katja Maria Hydle; David M Brock
      Pages: 519 - 535
      Abstract: This paper discusses how transnational knowledge intensive firms manage complexity across multiple locations, integrating various functional specializations and catering to multifaceted customer demands. Practice theory is used to help us understand collaboration among experts across national borders. By exploring what experts do and analyzing their practices transnationally, different configurations to provide services were found. In total, six configuration types are identified: bilateral, trilateral, chain, star, network and co-location. These configurations differently relate to three interdependent axes: coordinated actions, interaction modes and spatial dimensions. The configurations expose the relevant integrative and responsive settings. The paper contributes to the international organization literature by extending, elaborating and providing examples of transnationality; and to practice theory by exposing shapes and qualitative complexity of transnational collaboration and service provision.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.63
      Issue No: Vol. 26, No. 4 (2020)
       
  • Do leader expectations shape employee service performance' Enhancing
           self-expectations and internalization in employee role identity
    • Authors: Galy Binyamin
      Pages: 536 - 554
      Abstract: This paper expands the Theory of Planned Behavior to explore the role of leaders’ normative expectations in driving employees’ service performance. Two quantitative studies in the context of retailing indicate that leaders’ normative expectations for high-quality service are related to employee service performance, through employee self-expectations for quality service (Study 1; N=75), and service role identity (Study 2; N=226). Both studies apply Kelman’s Theory of Social Influence by exploring how leaders influence employees’ expectations and corresponding behaviors, through the three processes of social influence: compliance, identification, and internalization. Leaders’ normative expectations for high-quality service enhances employee service performance not only by adjusting self-expectations to comply with an authority figure’s expectations or by identification with the leader as a role model, but rather as a deep-rooted process where the leader’s normative expectations are internalized into employee’s role identity. The theoretical and practical implications are discussed.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.68
      Issue No: Vol. 26, No. 4 (2020)
       
  • Leveraging leader–leader exchange to enrich the effect of
           leader–member exchange on team innovation
    • Authors: Jaewan Yang
      Pages: 555 - 570
      Abstract: In this study, I propose supervisors’ upward leader–leader exchange relationships as an important boundary condition for the relationship between average leader–member exchange (LMX) relationships and a climate for innovation support at the group level. Specifically, I argue that the effect of resource spillover to poor-LMX subordinates within a work group is an important mechanism that leads to the development of a climate that supports innovation. I test the hypothesized moderated-mediation model by using multisource and multiwave data collected from 590 employees and 75 supervisors. The findings indicate that the indirect effect of team LMX relationships on team effectiveness via a climate for innovation support is more positive under high conditions of leader–leader exchange, whereas the effect is less positive under low conditions of leader–leader exchange. Implications and limitations relevant to developing research around LMX and innovation are addressed.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.54
      Issue No: Vol. 26, No. 4 (2020)
       
  • Changes in the power balance of institutional logics: Middle
           managers’ responses
    • Authors: Trude Høgvold Olsen; Elsa Solstad
      Pages: 571 - 584
      Abstract: The purpose of this paper is to explore how middle managers respond when an existing institutional logic is reinforced through radical organisational change. We analyse documents and interviews with middle managers in three public sector contexts (hospitals, upper secondary schools, municipal agencies) in which the power balance between the managerial and professional logics changed through mergers. Contrary to expectations from previous research, we found a variety of responses across contexts. Our data suggest that the middle managers chose whether to acknowledge available information about the managerial logic, and that they either accepted or rejected the new power balance between the logics. There were two different ways of accepting the new power balance: by showing loyalty or through resignation. Its rejection took the form of strategically adhering to the managerial logic as a novice, even though a middle manager was, or should have been, familiar with this logic.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.72
      Issue No: Vol. 26, No. 4 (2020)
       
  • The contribution of behavioral economics to crisis management
           decision-making
    • Authors: John A. Parnell; William ‘Rick’ Crandall
      Pages: 585 - 600
      Abstract: Scholarly work in the field of crisis management has flourished in recent years with contributions from numerous disciplines, including strategic management, organizational behavior, public relations, risk management, and disaster management. However, the substantial and prospective applications from behavioral economics – from Herbert Simon to modern theorists – have yet to be systematically integrated into the literature. This paper presents a framework that categorizes applications from behavioral economics along three stages of the crisis management life cycle – crisis preparation, crisis action, and postcrisis. It provides insights for scholars and practitioners into the crisis decision-making process and outlines why ‘less-than-rational’ decision-making approaches often appear in crisis environments.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.60
      Issue No: Vol. 26, No. 4 (2020)
       
  • The mixed effects of organization’s and manager’s social capital:
           Evidence from the case of museums
    • Authors: Carmen Camarero; María José Garrido, Carlos Hernández
      Pages: 601 - 624
      Abstract: Museums are organizations that need to maintain relationships with several stakeholders in order to achieve their economic and social objectives. In this context, the current paper explores the effect of an organization’s bonding social capital and a manager’s social capital on the organization’s ability to build external relationships, in other words, bridging social capital. Results from the study indicate that the structure of internal social capital (cohesion and diversity) and the manager’s role as a bridging tie facilitate relations with stakeholders and other museum networks. Moreover, collective social capital (bonding and bridging) has a direct impact on innovative proposals, on the museum’s image and on incomes, all of which entail key management implications.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.77
      Issue No: Vol. 26, No. 4 (2020)
       
  • How prosocial is proactive: Developing and validating a scale and process
           model of knowledge-based proactive helping
    • Authors: Shashank Mittal; Atri Sengupta, N M Agrawal, Sumeet Gupta
      Pages: 625 - 650
      Abstract: The knowledge exchanges literature considered all types of knowledge exchanges as reactive. The present study develops the conceptual framework and the measure of knowledge-based proactive helping that was missing in earlier literature. The measure was validated across multiple population. Proactive helping was manifested in the scale items effectively, to the extent that at first, initially chosen five dimensions merged to form two factors: professional development and problem mitigation and; subsequent analysis revealed that the factors represented the same underlying construct of proactive helping. The nomological network, a process model highlighting the psychosocial causes and benefits of proactive helping based upon social exchange theory and social motivation theory was also proposed. The significance of the study was in bringing the prosocial, proactive exchanges at the forefront of knowledge exchanges, which predominantly focussed on reactive exchanges.
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2017.80
      Issue No: Vol. 26, No. 4 (2020)
       
  • Effects of work passion on turnover intention for Chinese government
           employees: The dualistic model of passion perspective– ERRATUM
    • Authors: Zhenxing Gong; Ying Zhang, Jinfeng Ma, Yao Liu, Yujia Zhao
      Pages: 651 - 651
      PubDate: 2020-07-01T00:00:00.000Z
      DOI: 10.1017/jmo.2019.7
      Issue No: Vol. 26, No. 4 (2020)
       
 
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