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Previous research suggests that emotional intelligence (EI) may benefit managers when resolving conflicts. However, past studies relied on self-reports of EI and conflict management styles, and a theoretical model explaining the mechanisms of the link between EI and conflict management outcomes for managers is still missing. This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.

A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (n = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.

Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.

These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. Implications for training EI and effective conflict management are discussed.

The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.

Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.

The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.

By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.

Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.

A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.

The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.

The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.

Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.

First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.

This study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.

The study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R² value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.

The utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.

This study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.

Factors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.

The company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.

This study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.

Innovativeness is crucial for industrial cluster firms to gain sustained competitive advantage. This study aims to investigate the effects of inter-firm coopetition on firm innovativeness within a cluster and examines the moderating role of institutional support.

This research adopts an empirical survey method using multi-source data from 181 industrial cluster firms. Regression is used to test the hypotheses of this study.

The results show that cooperation and constructive conflict promote firm innovativeness, while destructive conflict is detrimental to firm innovativeness. Moreover, the study also finds that cooperation interacts with both types of conflict to affect firm innovativeness, where cooperation and constructive conflict interact negatively on firm innovativeness, while cooperation and destructive conflict interact positively on firm innovativeness. In addition, institutional support weakens the effects of cooperation and destructive conflict on innovativeness, respectively, but has no significant moderating effect on the relationship between constructive conflict and innovativeness.

These findings enrich the current research on coopetition. The interaction effects of cooperation and both types of conflict on innovativeness deepen the concept of coopetition and responds to the call to further explore the interaction effects within coopetition. The moderating role of institutional support fills a gap in the empirical research on the role of institutional factors affecting coopetition on innovation and also provides valuable suggestions for firm managers and governments in industrial clusters.

The purpose of this study is to investigate (1) how organizational culture influence student academic behavior at universities in Indonesia; (2) if there is any difference between male and female students in perceiving elements of organizational culture and its effects on student academic behavior; and (3) if there is any difference among students from different university origin in perceiving elements of organizational culture and its effects on student academic behavior.

This study is a part of quantitative research with a prediction design involving survey questionnaire. Participants consist of 800 students as survey respondents that were selected purposively from six government universities of the specified cities in Indonesia. Measures are developed and validated through a confirmatory factor analysis. Data were analyzed using multivariate techniques and path analysis to examine effects of organizational culture types on student academic behavior.

Findings of this study indicate that in general organizational culture significantly influenced the growth of student academic behavior.

The study is limited to public or government universities in Indonesia, that is why and the findings are not intended to generalize all universities in the world.

Leaders of the university organizations or units are suggested to improve their capacities in exploring the trend of organizational cultures, develop and adopt the cultures that contribute to the growth of student academic behavior.

The study provides high valued insights for university organizations especially people involved in the process of university leadership and management on how they deal effectively with organizational situations including types organizational culture, and develop the cultures that contribute to the growth of student academic behavior.

The study adds to the theories of organizational culture and the growth of student academic behavior on campus. It provides broad insights on types of organizational culture used in universities and its effects on academic behaviors performed by students in campus environment.

This article explores how the social media usage affect team creative performance via transactive memory system, knowledge interaction and expertise coordination.

The study is based on the perspective of transaction memory system and expertise coordination theory. A research model was constructed and tested, involving 289 individuals from 67 distributed agile software development teams.

The results indicate that social media usage is positively correlated with transactive memory system, and social media usage and transactive memory system have positive relations to knowledge interaction and expertise coordination. Moreover, this analysis shows that knowledge interaction has a positive relationship with expertise coordination, and expertise coordination positively affects team creative performance. However, knowledge interaction has no direct relationship on team creative performance, and its indirect impact on team creative performance was fully mediated by expertise coordination. This research shows that social media usage by distributed agile software development teams can support the development of transactive memory system and promote expertise coordination. In addition, knowledge interaction alone is not enough, and expertise coordination must be achieved to increase team creative performance.

First, this paper explores the mechanism of transactive memory system in distributed Agile Software Development teams from the perspective of social media, which is different from the previous information processing theory framework that confined transactive memory system to the cognitive aspects of knowledge coding, storage and retrieval. Second, this research focuses on the knowledge interaction and expertise coordination formed by team members in the process of communication in the context of social media usage, which confirms the crucial roles of social media usage and transactive memory system in team knowledge management and team creative performance. Then, this research also shows that the development of transactive memory system in the team is indeed an important factor to promote knowledge interaction and professional expertise coordination.

Organisational learning is fundamental in establishing a fearless organisation, creating a competitive advantage and maintaining a sustained growth. While research suggests that leaders can influence organisational learning, there is currently no empirical evidence on how inclusive leadership fosters organisational learning behaviour. Therefore, the purpose of this study is to investigate the relationship between inclusive leadership and organisational learning behaviour. It also seeks to explore the mediating role of psychological safety and climate for initiatives in the mentioned relationship.

The study used a two-wave quantitative examination with 317 respondents. Online survey was used to collect data from randomly selected full-time Australian employees in two times. The data were then analysed using partial least squares structural equation modelling to provide insights.

The study found empirical evidence on the positive association of inclusive leadership and organisational learning behaviour. Moreover, the two mediation paths of psychological safety and climate for initiative were supported for the relationship between inclusive leadership and organisational learning behaviour.

The current study contributes to theory by examining the role of inclusive leadership on organisational learning behaviour through two relatively unexplored mediating paths. It suggests how inclusive leadership can create a fearless organisation through fostering learning behaviour within the organisation which empowers organisations to sustain growth. Despite controlling for and assessing endogeneity, due to the cross-sectional design of the study, it is limited in demonstrating causal links.

The current study provides empirical evidence on the role of inclusive leadership in fostering organisational learning behaviour through two mediating paths of psychological safety and climate for initiatives. The proposed model sets the ground for future research to further develop insights on positive impacts of inclusive leadership within organisations.