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The purpose of this study is to explore the U-shaped relationship between ambidextrous leadership and employee silence by examining power distance orientation as a boundary condition and role stress and relational energy as mediators.

The authors tested the theoretical model with 212 matched samples collected across three-wave-data from 21 companies and branches in China.

Results revealed that ambidextrous leadership showed a U-shaped relationship with employee silence through role stress and relational energy. Moreover, the authors found that the curvilinear relationship was more significant for employees higher in power distance orientation.

Organizations should be aware of the negative side of ambidextrous leadership as well as its stimulation on employee silence. The leaders should pay more attention to subordinates and judge whether they are under too much stress, as well as treat employees more cautiously in both work and non-work situations.

This study provides a first step to the understanding of curvilinear influence of ambidextrous leadership through investigating the mediating effects of role stress and relational energy, and integrating the moderating role of power distance orientation in the process.

The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs).

Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence.

The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches.

Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research.

The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation.

Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.

To illustrate how threats of institutional duality (ID) incidence subsidiaries confront are converted to opportunities, by conceptualizing how subsidiaries attain operational legitimacy at both their headquarters (HQs) and host countries.

Using a systematic literature review, the authors build on institutional theories by analyzing the ID literature along its structure, main processes and outcomes. The authors configure frameworks of both HQ control systems and host countries' institutional threats, showing how subsidiaries contingently navigate across them using configuration, differentiation and avoidance strategies.

The authors’ findings show that “foresighted” subsidiaries attain operational legitimacy through configuration, differentiation and avoidance of threats incidental to ID, by strategizing along certain formal and informal institutional variables including legal, sociocultural and technical factors.

The authors propose “structural configuration of ID incidence” and “subsidiary path to legitimacy” frameworks. The former configures how the interaction between HQ and host countries' variables constitute ID incidence threats. The latter highlights how “foresighted” subsidiaries use configuration, differentiation and avoidance strategies to attain operational legitimacy.

The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinate guanxi.

By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software.

Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinate guanxi moderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinate guanxi is low rather than high.

The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.

This paper aims to explore subsidiaries’ behavioural responses to volatile institutional pressures in the local context of the emerging Nigerian market.

The authors built on institutional and contingency theory to analyse previous literature on developed markets and apply it to African contexts. The authors used a context-specific volatile local context model to show how porous formal and strong informal institutions constitute international business (IB) as a contested terrain in the host country. The authors also used a qualitative methodology, involving multiple actors, to investigate this phenomenon in practice.

The findings indicated different types of institutional pressures shaping volatile local contexts, which together or separately impact subsidiaries, depending on their degree of exposure. Subsidiaries behaviourally respond to cope with these pressures through inclusive negotiations involving their home and host countries’ networks.

Previous research has imposed developed markets’ norms on emerging African markets, regardless of their volatility. As subsidiaries’ responses to local contexts in emerging African markets are poorly understood, the authors developed a volatile local context model, showing how IB becomes a contested terrain in host countries and the authors proposed a model that differentiates between informal institutions. The authors highlighted the impact of contextual pressures on subsidiaries, according to their levels of exposure to the local context. The authors concluded that committed alignment with a local context is necessary for presenting an effective contingent response to its volatilities.

The purpose of this paper is to examine the effect of psychological contract breach on destructive by developing a moderated mediation model. The model focuses on the mediating role of moral identity and moral disengagement and the moderating role of moral belief.

This study conducted a three-wave questionnaire survey and used 377 matched-sample data to test the hypotheses. PROCESS bootstrapping program in SPSS and confirmatory factor analysis in AMOS software were adopted in this study.

Results reveal that psychological contract breach has a positive effect on destructive leadership behavior, and the relationship is mediated by moral identity and moral disengagement; moral belief not only moderates the relationship between psychological contract breach and destructive leadership behavior, but also moderates the mediation effect of moral identity and moral disengagement.

First, this study enriches the destructive leadership behavior literature by verifying psychological contract breach as an antecedent. Second, this study discusses the role of morality in the formation mechanism of destructive leadership behavior by testing the mediating effect of moral identity and moral disengagement and the moderating effect of moral belief.

This paper aims to focus on the deep‐seated ideological, economic, and social roots of the notion and practice of profit sharing in French enterprise, from a historical perspective. Although this practice is legally mandated in France today, this paper seeks to identify the historical roots of such practices and to locate them in the ideological, social, and economic domains of discourse.

The authors provide a brief review of the literature on profit sharing and identify the current knowledge on the relationship between profit sharing and firm performance, in addition to the motivations for implementing profit sharing and its non‐financial consequences.

From the mid‐nineteenth century onwards, profit sharing entailed more than just a few anecdotal experiments and actually raised a number of deep‐seated ideological, economic and social questions. The French practice of profit sharing has a profoundly “social responsibility” argument at its base. De Gaulle's argument for this was embedded in a broader rhetoric of finding a third alternative between unbridled capitalism and unrestricted socialism, and one that could ameliorate the human condition.

Psychological ownership among employees can be promoted through profit sharing and employee ownership programs.

It is critical for managers to ensure the success of profit sharing schemes by providing for higher levels of employee voice and including employee involvement programs.

Whereas the ideological basis (social responsibility), had a dominant impact in France, in the evolution of such practices leading up to their legislation other countries focused more on the instrumental and utilitarian benefits.

The authors use the approach of historical analysis of profit sharing practices in France to draw cross‐national lessons for today's managers around the globe.

This study aims to examine the spillover effects of trans-Atlantic macroeconomic uncertainties on the local stock market returns in the USA and eight selected European countries, namely, Germany, France, Spain, Italy, Greece, Ireland, Sweden and the UK, during the 2000-2019 period.

This paper applies the dynamic conditional correlation multivariate GARCH model (i.e. multivariate generalized autoregressive conditional heteroskedasticity model or DCC MGARCH) to examine the potential existence of the spillover from the uncertainty of the USA to EU stock markets and vice versa. To capture different dynamic relationships between multiple time-series variables following different regimes, this paper applies the Markov switching model to the stock returns of both the USA and the eight major stock markets.

The increases in US uncertainty have significant negative impacts on all EU stock returns, whereas only the increases in the uncertainties of Spain, Ireland, Sweden and the UK have significant negative impacts on US stock returns. Notably, the economic policy uncertainty (EPU) in the USA has a dynamic effect on the European stock markets. In a bear market (State 1), the increases in the EPU of the USA and EU have significant negative impacts on EU stock returns in most cases. However, only the increase in US EPU has significant negative impacts on EU stock returns in bull markets (State 2). Reciprocally, the increases in the EU EPUs of Germany, Spain and the UK have significant impacts on US stock returns in bear market.

The observations challenge the conventional wisdom according to which only larger economies can lead the smaller counterparts. The findings also highlight the stronger dependence of the US stock market on international macroeconomic uncertainty.