Abstract

Drawing on the symbolic interactionist role perspective, we propose that newcomers with the same supervisor will develop a collective or shared perception of supervisor serial socialization tactics (SSSTs) that predicts newcomers’ work engagement and job performance. Additionally, we propose that supervisor intrinsic motivation for newcomer socialization provides a boundary condition on the effects of SSSTs. Using time lagged data from 91 supervisors and their corresponding 218 newcomers, we found that peer newcomers’ shared perceptions of SSSTs are positively and significantly related to newcomer work engagement and in turn, newcomer job performance, even in the presence of SSSTs individual-level effects. Further, we found that supervisor intrinsic motivation towards newcomer socialization moderated the effects of SSSTs on newcomer job performance and the relationship between work engagement and job performance. These findings extend role theory in the socialization context to include novel insights concerning both peer newcomers’ shared perceptions and supervisor intrinsic motivation."

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The capability of one generation to transfer knowledge to the next is strategically important to the survival and competitiveness of family firms. This study proposes a resource-based theory framework for intergenerational knowledge transfer that is tested using multi- source time-lagged data collected from a sample of 164 founders and their successors. Supporting our predictions, results indicate that both the individual and combined effects of succession planning and family reciprocal altruism channeled through founder’s disseminative capacity influence knowledge transfer to the next generation successor. Moreover, our examination of knowledge compatibility as a moderator enable us to provide additional accounts of the circumstance under which such a process may be strengthened or weakened. The conceptualization we introduce provides a more nuanced understanding of the facilitators and barriers to intergenerational knowledge transfer and prompts future research to take an encouraging new direction. Implications to theory and practice are discussed."

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There has long been interest in how leaders influence the unethical behavior of those who they lead. However, research in this area has tended to focus on leaders' direct influence over subordinate behavior, such as through role modeling or eliciting positive social exchange. We extend this research by examining how ethical leaders affect how employees construe morally problematic decisions, ultimately influencing their behavior. Across four studies, diverse in methods (lab and field) and national context (the United States and China), we find that ethical leadership decreases employees' propensity to morally disengage, with ultimate effects on employees' unethical decisions and deviant behavior. Further, employee moral identity moderates this mediated effect. However, the form of this moderation is not consistent. In Studies 2 and 4, we find that ethical leaders have the largest positive influence over individuals with a weak moral identity (providing a "saving grace"), whereas in Study 3, we find that ethical leaders have the largest positive influence over individuals with a strong moral identity (catalyzing a "virtuous synergy"). We use these findings to speculate about when ethical leaders might function as a "saving grace" versus a "virtuous synergy." Together, our results suggest that employee misconduct stems from a complex interaction between employees, their leaders, and the context in which this relationship takes place, specifically via leaders' influence over employees' moral cognition.

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employee deviance ;  ethical leadership ;  moral disengagement ;  moral identity ;  unethical behavior

Abstract

本案例以一家老字号的国营餐饮酒店为背景，描述了在酒店营收不断增长的背后，集团总裁对于该酒店总经理的领导方式和人力资源问题的担忧。本案例通过五件事体现了酒店林经理的管理风格。这几件事分别反映了林经理在遇到桌布、健身房主管迟到和保安部门工作态度等问题的高压手段，也反映了林经理如何亲力亲为促进销售和企业新产品推出。通过本案例的讨论，学生能够描绘不同的领导风格、讨论领导风格背后的动机因素。案例也为课堂提供了一个有关领导风格及其适用环境的讨论空间。

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工作积极性 ;  权利 ;  绩效管理 ;  领导力

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Drawing on social capital and agency theories and using a multi-study research design, this study examined how perceived risk and return interacts with familism to influence individuals’ investment strategies in new venture financing, both capital seeking and capital providing behavior. We found that individuals high in familism are more likely to seek capital from and provide capital to family members than non-family members for new ventures. However, such relationships are more complex than prior research suggests because when individuals’ risk and return perceptions are included these interact with familism to differentially influence capital financing behavior directed at family versus non-family members. Contributions to theory and potential avenues for future research are discussed.

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Agency theory ;  Entrepreneurship ;  Familism ;  Family business ;  Informal investment ;  New venture financing ;  Social capital theory

Abstract

The unparalleled growth in multinational corporations in recent decades has witnessed a commensurate rise in the deployment of expatriates to foreign subsidiaries and their subsequent repatriation. However, despite considerable progress in our understanding of the expatriation phase of international assignments, the literature on repatriation remains fragmented and incomplete. Plagued with problematic re-adjustments, high turnover rates, and a range of other obstacles, there is an urgent need for an improved understanding of repatriation. This study systematically reviews the repatriation literature over the previous four decades, identifies its major themes, gaps and limitations, and provides a framework that consolidates the literature and prompts future work in several important new directions.

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cross-cultural management ;  international assignments ;  international HRM ;  Repatriation

Abstract

The current study examines intergenerational knowledge sharing in Chinese family firms from the perspective of the successor. Drawing upon the attachment (Bowlby, 1969) and social identity (Tajfel, 1978) theories, we demonstrate the important role of developing a sense of emotional ownership among successors in order for intergenerational knowledge sharing to occur. Results from 164 successor-founder dyads in family firms based in China demonstrate that emotional ownership makes successors more willing to take over the family firm, which in turn, motivates them to share knowledge with the senior generation. Implications for theory and practice are discussed.

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