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Article
Publication date: 30 January 2025

Muzammil Hussain, Trong Tuan Luu and Timothy Marjoribanks

Healthcare is a service industry where fulfilling the needs of patients (customers) is challenging. Various factors, including cost, system complexity, staffing behaviours and…

74

Abstract

Purpose

Healthcare is a service industry where fulfilling the needs of patients (customers) is challenging. Various factors, including cost, system complexity, staffing behaviours and technological advances, play vital roles. Drawing upon social exchange theory, this study seeks to determine how paternalistic leadership (authoritarianism, benevolence and morality) influences employee service innovative behaviour and counterproductive work behaviour via perceived supervisor support in the healthcare sector. Additionally, the study investigates the role of the public service motivation of individuals as a moderating factor in this relationship.

Design/methodology/approach

A pilot study and a main study were conducted to test the hypotheses. We collected data from healthcare professionals in Pakistan’s large public, private and semi-government hospitals. We applied bootstrapping with 5,000 replications and structural equation modelling to analyse the data.

Findings

Results indicate that authoritarianism was negatively associated with service innovative behaviour, whereas benevolent and moral behaviours were positively associated with service innovative behaviour via perceived supervisor support (mediation). Our findings shed light on the moderating role of public service motivation.

Originality/value

This empirical quantitative study has several theoretical and practical implications. Findings of our study provide evidence that a paternalistic leadership style can influence both positive (service innovative behaviour) and negative (counterproductive working behaviour) working behaviours simultaneously via perceived supervisor support at an individual level in the service (healthcare) industry. This study also highlights the moderating role of public service motivation as an individual motivation factor.

Details

Journal of Health Organization and Management, vol. 39 no. 9
Type: Research Article
ISSN: 1477-7266

Keywords

Available. Content available
Article
Publication date: 1 June 2015

Avinandan Mukherjee

137

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 9 no. 2
Type: Research Article
ISSN: 1750-6123

Available. Content available
Article
Publication date: 1 January 2014

186

Abstract

Details

Clinical Governance: An International Journal, vol. 19 no. 1
Type: Research Article
ISSN: 1477-7274

Available. Content available
Article
Publication date: 6 January 2012

891

Abstract

Details

Asia Pacific Journal of Marketing and Logistics, vol. 24 no. 1
Type: Research Article
ISSN: 1355-5855

Available. Content available

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 8 no. 1
Type: Research Article
ISSN: 1750-6123

Available. Content available
671

Abstract

Details

Asia-Pacific Journal of Business Administration, vol. 4 no. 2
Type: Research Article
ISSN: 1757-4323

Available. Content available
Article
Publication date: 13 April 2012

Yvon Dufour and Peter Steane

738

Abstract

Details

Asia-Pacific Journal of Business Administration, vol. 4 no. 1
Type: Research Article
ISSN: 1757-4323

Available. Content available
Article
Publication date: 27 July 2012

Alan Gillies and Nick Harrop

120

Abstract

Details

Clinical Governance: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1477-7274

Available. Open Access. Open Access
Article
Publication date: 1 September 2021

Federica Doni, Antonio Corvino and Silvio Bianchi Martini

Lately, sustainability issues are increasingly affecting all sectors, even if oil and gas industry is highly required to improve its social performance because of the societal…

8992

Abstract

Purpose

Lately, sustainability issues are increasingly affecting all sectors, even if oil and gas industry is highly required to improve its social performance because of the societal pressure to environmental protection and social welfare. Sustainability concerns and corporate governance features and practices are more and more connected because sustainability has been perceived as a crucial topic by owners and managers. In this perspective, the empirical analysis aims to explore whether and to what extent, sustainability-oriented corporate governance model is linked with social performance.

Design/methodology/approach

By adopting a multi-theoretical framework that includes the legitimacy theory, the stakeholder theory and the resource-based view theory, this analysis used a sample of 42 large European-listed companies belonging to the oil and gas industry. The authors run fixed effects regression models by using a dependent variable, i.e. the social score, available in ASSET4 Thomson Reuters, and some independent variables focused on sustainable corporate governance models, stakeholder engagement, firm profitability, market value and corporate risk level.

Findings

Drawing upon the investigation of a moderating effect, findings display that stakeholder engagement is positively associated with corporate social performance and it can be considered an important internal driver able to shape a corporate culture and most likely to address corporate social responsibility issues.

Research limitations/implications

This study confirms the need to develop an organizational and holistic approach to corporate governance practices by analyzing internal and external governance mechanisms. From the managerial perspective, managers should opt for a sustainable corporate governance model, as it is positively correlated with corporate social performance.

Originality/value

There is an urgent need to investigate sustainability issues and their potential association with firm internal mechanisms, particularly in the oil and gas industry. This paper can extend the current body of knowledge by pointing out a positive relationship between stakeholder engagement and firm social performance.

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