Abstract

Fit is generally conceptualized as a dynamic construct, but most research on person‐environment fit has focused on fit in the current moment. We addressed this oversight by examining the dynamic relationships among person‐job (PJ) fit, demand‐ability (DA) fit, need‐supply (NS) fit, and employee work attitudes over time using a three‐wave survey design over a 12‐month period. Results from 168 employees revealed that change in PJ fit was significantly related to changes in job satisfaction and affective organizational commitment. In addition, DA and NS fit changes were significantly and indirectly associated with job satisfaction and commitment changes through PJ fit change. We also found that increases in job demands and employee abilities significantly decreased DA fit, and increases in employee needs significantly decreased NS fit whereas increases in job supplies significantly increased NS fit. Finally, we examined age as an important moderator for employees’ reactions to PJ fit changes, and found that younger employees reacted more strongly to increases/decreases in PJ fit than did older employees.

Keyword

change in fit ;  job satisfaction ;  organizational commitment ;  person‐environment fit ;  person‐job fit

Abstract

One adverse consequence of interpersonal mistreatment is that it damages the relationship between the victim and the transgressor. Scholars have promoted forgiveness of such mistreatment as a victim response that can motivate transgressors to work towards relationship restoration. Building on social exchange theory and the social perception literature, we provide an account of when transgressors are less (vs. more) willing to restore their relationship with the victim in response to forgiveness. Specifically, we argue that transgressors perceive forgiveness from a victim who has high (vs. low) power, relative to the transgressor, as insincere, making transgressors less willing to restore the relationship. We further argue that this effect of high (vs. low) victim power is pronounced especially when the victim also has low (vs. high) status. Two experiments and two field studies support these predictions. These findings highlight the relevance of studying how contextual conditions color transgressors' perceptions of victims' behavior to understand relationship restoration after interpersonal mistreatment.

Keyword

forgiveness ;  hierarchy ;  interpersonal mistreatment ;  power ;  relationship restoration ;  sincerity ;  status

Abstract

Managers of international subsidiaries, especially subsidiary CEOs, operate at critical interfaces within multinational enterprises (MNEs) and hold strategic responsibility for the operations in their country. Yet, their impact on subsidiary performance has received scant research attention. Building on the subsidiary entrepreneurship and strategic leadership literatures, we develop a model of how subsidiary CEOs' entrepreneurial leadership affects subsidiary performance, and how this relationship is moderated by the subsidiary context that determines managerial discretion. We combine survey data of 291 international subsidiaries in South Korea with archival data to test our hypotheses. Our results show that subsidiary CEOs' entrepreneurial leadership enhances subsidiary performance and that this relationship is strengthened by managerial discretion. Our study highlights the pivotal role of subsidiary CEOs within MNEs and contributes to a microfoundational understanding of international subsidiary management.

Keyword

Decision autonomy ;  Entrepreneurial leadership ;  Managerial discretion ;  Organizational inertia ;  Subsidiary performance ;  Task complexity

Abstract

In China, due to lack of clear regulation on care pathway of patients, it is commonly observed that the system experiences substantial utilization imbalance. One way to address this challenge is through creating healthcare alliances. Among the alliance, patients can be referred from high utilized hospitals to low utilized ones for services that can be provided in both types of hospitals with similar service qualities. Such an alliance system, usually includes one upper level high utilized hospital (ULH) (e.g. a Comprehensive Hospital) and several lower level hospital (LLH) that are low utilized (e.g. Community Hospitals). The alliance hopes to reduce waiting time of the system, especially the waiting time in the high utilized hospital. As a result, the utilization of the low utilized hospitals will be improved. Nevertheless, it remains unclear how to control the referral decision process. In this paper, we investigate when patients at the ULH will need to be referred to the LLH and to which LLH they should be referred to. Firstly, we focus our attention on an easy-to-implement threshold policy for the ULH for making the decision whether to referral patients. Then, we analyze five different selection strategies (Random Transfer, Maximum Number of Beds Available, Minimum Number of Beds Available, Maximum Available Beds Rate Status, and Minimum Available Beds Rate Status) to determine the LLH to which the patient is referred to. Simulation experiments are performed to make these analyses. Opposite to the intuition that it is best to send patients to the LLH with the most available beds, the results show that sending patients to the LLH with the lowest available bed rate (Minimum Available Beds Rate Status) is the best strategy. This is because that the ULH's waiting time is more important in the objective, sending patients to an LLH that its current available resources are more likely to be occupied by its own normal patients later, will help improve the overall probability that the ULH successfully refer patients out in the long run. Secondly, we also developed a PSO-OCBA method which integrates the idea from Optimal Computing Budget Allocation (OCBA) into the searching Particle Swarm Optimization (PSO) algorithm for generating best control threshold. We find that if we can adaptively achieve the optimal K with the different selection strategies, the difference of the performance between the five strategies will be highly reduced. Our research is the first work that applies system engineering to the real-time referral decision problem between one ULH and several LLHs. It provides a novel perspective of patient referral control studies in the coordination alliance operation literature. (C) 2019 Elsevier Ltd. All rights reserved.

Keyword

ALGORITHM ;  Coordination ;  Decision making ;  Healthcare ;  MODEL ;  Referral alliance ;  SIMULATION-OPTIMIZATION ;  SYSTEM ;  Threshold control policy

Abstract

Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency.

Keyword

Perceived leader authenticity ;  Self-concept consistency ;  Sense of belongingness ;  Sense of uniqueness ;  Social identity theory

Abstract

A high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes.

Keyword

Boundary conditions ;  High-performance work system ;  HPWS ;  Mechanism ;  Negative effect

Abstract

Quality management has received increasing attention in supply chain management. The concept of supply chain quality integration (SCQI) is used to explain how a focal manufacturer integrates with its upstream suppliers and downstream customers for quality improvement. Although the contingent effects of SCQI on quality-related performance have been studied, SCQI patterns and their relationships with performance remain unknown. Using data collected from 317 manufacturers across 10 countries, this study adopts a configuration approach to identify SCQI patterns and their relationships with quality-related performance. Five SCQI patterns composed of different levels of supplier, internal, and customer quality integration are identified. We describe these SCQI patterns in terms of the strength and balance of manufacturers’ quality integration. The ANOVA results show that quality-related performance varies according to different SCQI patterns. Interestingly, product quality is not distinguishable across SCQI patterns. Delivery performance is improved in patterns with a high level of balance of quality integration. The cost of quality is lower in patterns with a high level of customer quality integration. Flexibility is achieved in patterns with high balance and strength of quality integration. This study contributes to the supply chain management and quality management literature, and provides suggestions for managers to adopt different SCQI configurations to improve different types of quality-related performance.

Keyword

High performance manufacturing ;  Quality performance ;  Supply chain quality integration ;  Taxonomy

Abstract

Contradictory findings on the relationship between proactive environmental strategy and performance are reported in the existing literature. The way that proactive environmental strategy is defined, the omission of crucial mediating variables and the misfit between strategy and business structures may help explain these conflicting findings. Drawing upon the logic of strategy-action-performance, this study tests the effects of two implementation variables of proactive environmental strategy-green human resource management (GHRM) and environmental legitimacy (EL)-on environmental performance as well as the mediating roles played by the implementation of green operational practices (GOP). Further, based on contingency theory, this study proposes that the impacts of GHRM and EL on the implementation of GOP might be moderated by operational barriers (OR) and managerial barriers (MB). The proposed hypotheses are empirically tested using a dataset of 260 sample plants in 11 countries/regions (Finland, Sweden, Germany, Taiwan, Israel, Mainland China, Spain, Brazil, Italy, South Korea and Japan). The results show that the effect of GHRM on environmental performance is fully mediated by the implementation of GOP (the path coefficient b for the direct link between GHRM and environmental performance changes from 0.436, p < 0.001 to 0.180, p > 0.1). EL has no statistically significant direct or indirect effects on environmental performance (direct effect: b = -0.08, p > 0.1, indirect effect: b = 0.083, p > 0.1) but has a marginally significant effect on the implementation of GOP (b = 0.218, p < 0.1). The results also indicate that OB reduce the effectiveness of EL in facilitating the implementation of GOP (b = -0.103, p < 0.1), and MB reduce the effectiveness of GHRM in supporting the implementation of GOP (b = -0.11, p < 0.1). (C) 2019 Elsevier Ltd. All rights reserved.

Keyword

Barriers ;  Environmental legitimacy ;  Environmental performance ;  Green human resource management ;  Green operational practices ;  Proactive environmental strategy

Abstract

Purpose-Following resource-based view, the purpose of this paper is to investigate the effects of three intra-organizational structural elements on supply chain integration (SCI). Design/methodology/approach-Based on data collected from ten countries, this study employs the structural equation modeling method to test the proposed model. Findings-The results demonstrate that teamwork culture is positively related to three dimensions of SCI. Organizational commitment has positive effects on internal and customer integration (CI), whereas it has no significant effect on supplier integration (SI). Human goodness is only positively related to internal integration, but has no significant effect on SI or CI. Originality/value-This study contributes to both structural elements literature and SCI enabler literature by operationalizing three human-related components of structural elements and empirically investigating relationships between intra-organizational structural elements and SCI.

Keyword

Abstract

Purpose-The purpose of this paper is to explore the effects that customer structured and unstructured information sharing (IS) can have on customer operational and strategic coordination and on supply chain performance (SCP). In addition, the study examines how customer IS influences customer coordination under various levels of demand uncertainty (DU). Design/methodology/approach-The conceptual model for this study is designed on the basis of information-processing theory (IPT). Using data collected from 622 manufacturers in mainland China and Taiwan, the theoretical model is tested using the structural equation modeling method. Findings-The authors find that both customer structured IS and unstructured IS are positively associated with customer strategic coordination. Customer structured IS increases customer operational coordination, but customer unstructured IS does not. DU positively moderates the relations between customer unstructured IS and strategic coordination, and between customer structured IS and operational coordination. Also, DU negatively moderates the relationship between customer structured IS and strategic coordination. Customer strategic coordination is positively related to SCP and to operational coordination. Customer operational coordination has no significant impact on SCP. Originality/value-This study deepens our understanding of customer IS by distinguishing between customer structured and unstructured IS. The study also provides a greater understanding of customer coordination by making a distinction between the customer strategic and the operational coordination. The findings extend the empirical application of IPT. In addition, this study's findings direct SC managers to apply varied customer IS practices that can enhance specific kinds of customer coordination activities, thereby enabling improved SCP.

Keyword

Supply chain performance ;  Demand uncertainty ;  Customer coordination ;  Customer information sharing