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This study aims to explore a rarely studied form of person–organization fit, perceptual fit, which captures the accuracy of an employee’s understanding of their organization’s culture. The managerial antecedents of perceptual fit were explored to increase understanding about how employees learn their organizational culture and the role that managers play in that process. In addition, the behavioural and attitudinal consequences of perceptual fit were examined to gain a deeper appreciation for the impact of misunderstanding one’s organizational culture on work attitudes and cognitions.

Survey tools were used to measure multiple workplace cognitions, attitudes and values from employees of three small health-care organizations. Organizational culture was measured for each organization so that perceptual fit could be ascertained, which represents an accuracy score of each individual’s comprehension of their organization’s culture. Regression analyses measured the hypothesized associations between perceptual fit and its proposed antecedents and consequences.

The results suggest that leader–member exchange (LMX) and perceived organizational support (POS) are both positively associated with perceptual fit. In terms of the outcomes of perceptual fit, the regression analyses provide support for an association between perceptual fit and psychological empowerment, job satisfaction and organizational commitment.

This study contributes to the literature by exploring how employees come to understand their organization’s culture, and the consequences of differing levels of understanding (i.e. perceptual fit). The study results suggest that managerial action such as LMX and POS can enhance the chances that an employee is able to understand their organization’s culture accurately. Furthermore, this research adds to our understanding of the individual consequences of understanding one’s organizational culture by providing evidence that psychological empowerment is associated with perceptual fit.

The purpose of this research is to more deeply understand how stress impacts the physical and mental health of employees and what management can do to attenuate the impact of stress on employee health. While the relationship between stress and employee health has received some empirical support in the literature (e.g. Cooper and Cartwright, 1994), less is known about workplace variables that may mitigate the negative effects of stress on health. This study aims to contribute to the literature by exploring three important workplace variables that could lessen the negative effects of stress on health.

A diverse group of employees from two healthcare organizations in the United States of America were surveyed about their work environments, job stress, mental health and physical health. Hierarchical regression analyses were used to investigate three unique workplace mitigators of the stress-health relationship.

Results support perceived organizational support, procedural justice and managerial perspective-taking as variables that serve to make individuals hardier to the health consequences of stressful work. However, different moderating processes seem to account for mental health (perceived organizational support) and physical health (perspective-taking), while procedural justice mitigates the effect of stress on both mental and physical health.

This study contributes to an enhanced understanding of the relationships between stress and mental and physical health in the workplace. In particular, three workplace factors associated with managerial practices were identified that organizations can utilize to protect employees from the negative health consequences of stressful work. These findings can assist managers and organizations who are interested in improving employee health.

The impact of employee health on organizations, individual employees and society as a whole is vast. The purpose of this paper is to explore the relationship between leadership–member exchange (LMX) and employee mental and physical health. Additionally, two variables with strong empirical and theoretical ties to employee health (empowerment and stress) are explored as potential mediators.

Survey responses from 182 employees across two organizations were collected to measure study variables. Structural equation modeling techniques were used to analyze data and test hypotheses.

An association between LMX and employee health was found to be fully mediated by both empowerment and stress.

These findings contribute to the literature by providing evidence of the association between leadership and both the mental and physical health of employees. This phenomenon highlights the significant impact that leaders have on subordinates both at work and in their general lives outside of the workplace. Understanding the mediating pathways through which leadership comes to impact employee health creates new knowledge regarding the manner in which constructs as disparate as leadership and employee health come to form an association.

The purpose of this paper is to examine the impact of social and contractual enforcement on the performance of business-to-business relationship. The research also tests the mediating role of perceived inequity and coordination.

A survey methodology was used to obtain responses from 224 decision-makers at reseller organizations. The data were analyzed using structural equation modeling.

It was found that both social and contractual enforcement impact relationship performance. Perceived inequity and coordination are important moderators of those relationships, as social enforcement increases coordination and reduces perceived inequity, while contractual enforcement increases perceived inequity.

While previous studies examined enforcement impact on coordination and conflict, this study links it to relationship performance. Importantly, enforcement’s relationship with perceived inequity is also examined in the context of B2B relationship.

With the feminist movement of the late 1960‘s and early 1970’s, “fast track” women eagerly sought advancement within male‐dominated Corporate America. By 1990 women succeeded in entry‐level and middle‐manager positions, but failed, with few notable exceptions, to make substantial gains in upper echelons. Many reasons for the failure exist, including family considerations, stubborn cultural and gender biases, and a lack of adequate training and educational opportunities. In response, and in frustration, many women have turned to entrepreneurship as a way to succeed at the top. Changing demographics, such as the new cultural and ethnic diversity, will open the upper level corporate doors for women as white males become the new minority entrant to the work force. The fast track derailment experienced by women over the past twenty years is temporary, and will begin to change by the end of the 1990's.

The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior.

The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors.

Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior.

Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates.

This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior.

Previous research indicates that employees reciprocate for abusive supervision by withholding discretionary organizational citizenship behaviors (OCBs). The purpose of this paper is to investigate the boundary conditions of the negative relationship between abusive supervision and OCBs, by investigating time and money (dyadic duration and pay satisfaction) as potential moderating variables to the abusive supervision‐OCBs relationship.

A sample of 357 bank employees in Kazakhstan was used to test hypotheses.

Results indicate that the negative relationship between abusive supervision and OCBs is more pronounced when employees have been supervised by a particular manager for a longer period of time, as well as when employees are less satisfied with their level of compensation.

Limitations include the use of cross‐sectional data and the possibility of common method bias.

Satisfaction with pay as a moderator may suggest additional costs associated with abusive supervision, as employees may demand higher salaries when working for abusive supervisors. Additionally, dyadic duration as a moderator may suggest that abusive supervisor behaviors over time lead individual employees to withhold more and more OCBs.

Organizational cultures can be adversely affected by reactions to abuse, and abusive supervision represents a growing social problem that may necessitate legislation to protect workers.

This paper contributes to the literature by suggesting that employees appear more willing to withhold OCBs in longer‐term dyadic relationships, and employees' positive satisfaction with pay appears to lessen the negative relationship between abusive supervision and OCBs. Additionally, this study explores abusive supervision using a non‐western sample.

There is a growing interest on how critical perspectives can help us understand family businesses. Current literature suggests that critical reflection is needed in aspects such as conflict, fear, and emotions. In this chapter, we argue that the use of a critical perspective illuminates the intricate complexities of family business behavior and that a critical discussion around fear, which is conceptualized as both an inhibitor and a motivator for business, plays a significant role in the dark side of family business. To advance understanding, we review recent conversations that can help us understand better the role of fear; how does this impact on resilience? And, how do feelings and emotions impact family firms? In our review, we argue that perspectives that focus on specific tangible resources (e.g. financial) are limited to explain how families in business may deal with fear. A critical perspective suggests that three areas merit further attention: fear of failure, effects of failure, and the intersection between entrepreneurial learning and the effects of fear in the dark side of family businesses. By contextualizing critical approaches, we provide insight for researchers, policymakers, and those operating family businesses alike.