Search results

The purpose of this paper is to introduce the authors’ action research praxis regarding the development of collaborative relations between organizations that incorporates an element of play. Based on transitional change thinking, the authors use play and simulation, creating a naturalistic setting, and provide spacing for relational dynamics to unfold so as to learn from these.

The perspective taken in this paper draws on organizational psychology, systems psychodynamics and organization development.

One workshop is described in detail, namely, “The Yacht Club.”

The rationale for and design of workshops that provide transitional space for experiencing, researching and learning about interorganizational dynamics as a valuable alternative to positivist experimentation are described.

Given the regional diversity in China, this study aims to provide an empirical evaluation of how organizational stakeholders (i.e. customers, employees, suppliers and shareholders) affect corporate environmental sustainability investment (ESI).

To empirically investigate the influence of organizational stakeholders on ESI, this study used regional-level data consists of Chinese A-share stocks for the years 2009–2019.

This study’s findings show that pressure from customers, employees and suppliers has a significant effect on corporate ESI, with customers being the most important stakeholder group. Shareholders, by contrast, have no significant influence on ESI. The influence of these pressures is more pronounced in developed regions (the east) than in less developed (the west) localities of China.

This study complements the stakeholder–institutional perspective by implying to consider the differentiated logics of the contesting stakeholders in the nonmarket operations.

Practically, this study poses that managers must realize the heterogeneity of pressures from stakeholders and the differentiated impact of these pressures keeping in view the institutional differences in different regions.

Our study reports initial empirical evidence that shows how regional differences influence the role of stakeholders in determining corporate environmental strategy.

This paper aims to provide a deeper understanding of what collaborative leadership in interorganizational systems entails.

The empirical basis consists of the dynamics observed during two behavioral simulations involving seven stakeholders with managers and professionals as participants, dealing with a complex regional development issue.

The authors describe what functions collaborative leadership in multiparty collaboration serve by discussing relevant literature and introducing a system psychodynamic perspective on leadership that focuses on the emerging dynamics between a leading party and other stakeholders. The relational dynamics between the leading party on the one hand and the other stakeholders on the other, are described and interpreted, taking the larger systemic context into account.

The authors discuss some important group dynamics aspects that emerge in a multiparty context that can be used by participants in and facilitators of such complex systems in order to foster effective collaboration.

Multiparty systems are set up to deal with some important societal challenges that require the integration of insights, resources and interests across several organizations and societal actors, therefore this study provides important insights into the complexity of collaborative leadership emergent in such contexts in which position power is lacking.

The study provides a qualitative, in depth analysis of the collaborative leadership as it emerges in a multiparty context simulated by an experiential learning context.

This study aims to explore the intrapersonal underpinnings of conflict transformation and expression during military deployment exercises.

The authors collected data just before the onset and right after the ending of a military deployment training attended by several military units that were engaged in various operational exercises. The authors evaluated positive psychological capital (PsyCap) as well as expectations of task and relationship conflict before the deployment (N = 116 participants) and the experience of task and relationship conflict as well as deployment self-efficacy evaluated just after the deployment (N = 84).

PsyCap buffers conflict transformation and expression during military deployment. Relationship conflict reduces deployment self-efficacy evaluated after the deployment.

The findings have implications for the development of personal strengths such as PsyCap and deployment self-efficacy, as well as for conflict management in military settings.

This study contributes to the literature on micro foundations of conflict emergence and explores the intrapersonal factors that impact conflict expression and transformation during military exercises.

This paper aims to report the development of the multiparty collaborative leadership scale (MCLS) that assesses four dimensions of collaborative leadership that have been defined in the literature regarding the functions of collaborative leadership in intra- and interorganizational settings.

The authors have tested the validity and reliability of the MCLS in a sample of 110 managers and professionals who participated in five multiparty collaboration workshops, each lasting for two days. The authors used multilevel analyses to test the construct, discriminant and predictive validity of the MCLS.

The results generally supported the reliability and validity of the MCLS. The scale has good internal consistency and in terms of validation, the authors show that MCLS negatively predicts the conflictuality and positively predicts the collaborativeness of the leading party as well as trust in the multiparty system and its entitativity.

The MCLS can be used to extend literature on collaborative leadership and generate insights on the antecedents and consequences of effective collaborative leadership in multiparty systems.

Multiparty systems are set to deal with important societal challenges and mediators involved in multiparty issues are asked to settle important international disputes and conflicts. Understanding collaborative leadership in such systems and its role in establishing effective multiparty collaboration is key. The MCLS can be used as a research instrument and as a development tool toward realizing much-needed collaboration.

The authors present a first attempt to develop a short scale to assess collaborative leadership in complex systems in which participating stakeholders lack position power.

This study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the association between team personality on the one hand, psychological safety, collective emotional intelligence and group satisfaction on the other hand.

The authors used a survey to collect data from 304 employees nested in 83 groups working in organizations from various sectors in Romania.

The study results show that extraversion is positively associated with group affiliative humor, while neuroticism has a positive association with group aggressive humor. The leader’s affiliative humor style had a significant positive effect on group affiliative humor, while the effect of leader’s aggressive humor style on the use of aggressive humor in groups was not significant. Furthermore, the authors examined the mediation role of group humor in the relationship between team personality and team emergent states and satisfaction. The authors found that group aggressive humor mediates the association between neuroticism and group emotional intelligence, psychological safety and satisfaction, while affiliative humor mediates the association between extraversion and emotional intelligence and team satisfaction.

The study reports one of the first attempts to explore the multilevel interplay of team personality and humor in groups as they relate to emergent states.

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

We grounded this study in the Too-Much-of-a-Good-Thing (TMGT) meta-theoretical framework to disentangle the costs and benefits associated with workplace friendship in a military setting.

We collected data cross-sectionally through self-reports from 287 employees from the Romanian Air Force.

The number of friends had an inverted U-shaped association with perceived social support. Our results show that as the number of friends increases from 9 to 10, so does the social support. However, as the number of friends further increases above 10, social support tends to decrease rather than increase. Furthermore, we found that social support and all dimensions of mental well-being (emotional, social and psychological well-being) were positively associated. Moreover, social support mediated the relationship between the number of friends and the three dimensions of mental well-being.

Our findings can help human resources policies in military organizations foster an organizational climate that cultivates friendship ties between employees, which is crucial for their social support and overall mental well-being.

This work provides additional information about the specific mechanisms through which the effects of workplace friendships on mental well-being occur.

The purpose of this paper is to extend the knowledge of social entrepreneurial ecosystems and test their effect on social entrepreneurial activity in a cross-border context.

The current research used the fuzzy set Qualitative Comparative Analysis method on a sample of 4,357 cross-border cooperation (CBC) projects implemented between 2014 and 2020, spread over 40 Euroregions.

Single ecosystem elements can be sufficient conditions but with a limited effect on cross-border social entrepreneurship. Configurations of ecosystem elements can be necessary conditions with synergetic effects. A geographical pattern was identified in the spread of configurations across Europe.

Geographical, quantitative and project data constraints exist. The authors call for research into synergies between ecosystem elements in cross-border contexts and ecosystem patterns across Europe.

Policymakers, their cross-border counterparts and Euroregions could coordinate their efforts to improve ecosystems’ impact and involve social entrepreneurs to scale impact in neighboring countries.

Involving social entrepreneurs in CBC projects will show how social impact in one country can be valuable for solving issues in the neighboring country. This will increase the valuation of innovative solutions, create opportunities for scaling social impact and contribute to the European (EU) Cohesion Policy.

The study uses a novel approach by investigating the effect of social entrepreneurial ecosystems in Euroregions on social entrepreneurial activity in a cross-border context. The study shows that the impact of social entrepreneurial ecosystems does not stop at the country’s borders.