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Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all‐embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non‐hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style.

This chapter aims to analyze sustainability from the perspective of the employees' well-being. In this regard, the concepts of social sustainability and sustainable development objectives are reviewed in the frame of Sustainable Development Goals (SDGs), specifically those related to well-being, gender equality, and decent work. Furthermore, the relationship between employees' well-being and performance is discussed. In addition, the psychology of sustainability and its contribution to sustainable well-being at work are analyzed. This study highlights the relevance of social factors such as psychological well-being, equity, opportunities for participation, inclusion, and diversity for achieving the creation of value through social sustainability. All these social factors acquire even more relevance in times of crisis as the current COVID-19 pandemic. Finally, some conclusions and further directions are presented.

This introductory paper aims to provide a contextualization of recent research and applications on work team effectiveness in organizational contexts carried out in Spain and Portugal and to describe connections between this research and the main trends in the international scene.

Since the 1990s, new occupational and organizational realities have deepened scientific interest in work teams in both Spain and Portugal. A range of recently published (1992‐2004) works in this area are reviewed. The selected sources are papers published in Spanish, Portuguese and international journals.

Reviewing this work, four major trends are identified that synthesize the key concerns of researches in both countries: work teams and new information/communication technologies; intra‐ and inter‐group conflicts in organizational contexts; definition, dimensions and measurement criteria for work team effectiveness; and teams in innovation and change processes.

This paper fulfils a panoramic vision of this research area in both Spain and Portugal, and provides an overview of the papers included in this special issue and an outlook for the future.

The research on authentic leadership has recently become a priority in leadership literature. As policy-makers and practitioners seek evidence in addressing leadership malfeasance across organisations and the broader society. Hence, a growing body of evidence suggests that the authentic leadership construct is plagued with a lack of conceptual clarity, embodying philosophical ambiguity and demographic limitations. Consequently, the study provides crucial descriptions of authentic leadership within a developing economy context.

The study’s findings show that three perspectives were evident from the authentic leaders and followers in defining authentic leadership. Authentic leaders perceive the construct from dual perspectives while followers have a singular outlook. The first perspective provided by the authentic leaders focussed on their leadership and how the burden of the role influenced their approach. The second perspective linked authentic leadership to areas that improve organisational outcomes. An unconscious awareness of the necessities that support organisational performance underpins the descriptions by the leaders. Remarkably, followers provide the last perspective that emphasises the relational aspects of the authentic leader and how it influences them in their daily lives. The chapter concludes by reflecting on the study’s contributions and limitations before charting the path for future research.

The purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered.

The authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis.

Evidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships.

The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined.

Managers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC.

The present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.

This chapter explores the effect of service employees’ trait authenticity on customer satisfaction as mediated by work engagement, surface acting, and perceived authenticity. Data were collected from service employee–customer dyads. The results indicate that employees’ work engagement and surface acting mediate the effect of trait authenticity on customers’ satisfaction and perception of authenticity. Trait authenticity is positively related to work engagement and negatively related to surface acting. Evidence that authenticity is desirable in service roles suggests that organizations should consider this characteristic as a significant factor in selection and placement of service employees.

The purpose of this paper is to study the human resource management (HRM)–performance linkage by exploring alternative relationships between different HRM practices, categorised as either calculative or collaborative, and employee turnover and organisational and financial outcomes, in Uruguayan multinational companies (MNCs) and domestic companies, to better understand the implications of the Latin American context in this relationship.

The study is performed at the firm level, using data from a representative sample of 274 firms, including both multinationals and locally owned firms in Uruguay, collected through the Cranet 2009 survey. The authors tested the hypotheses of the proposed model using structural equation modelling (SEM) and hierarchical multiple regression analysis.

Empirical results show that collaborative HRM practices are significantly related to lower employee turnover rates, whereas calculative HRM practices are significantly associated with higher organisational and financial outcomes. These findings show the importance of the Latin American context in the relationships between HRM practices and firms’ outcomes.

The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, making it difficult to determine causality.

Managers in MNCs and local firms in the context of developing economies and Latin American cultures must be aware that different types of HRM practices will influence different outputs and impacts on overall outcomes.

The paper examines the extent to which HRM practices have a significant relationship with firm performance. In addition, it identifies the differential effects of calculative and collaborative HRM practices on performance, using data from a Latin American contextual setting rarely examined, in order to determine similarities and differences from results obtained in US and European contexts.

Workplace voice is well-established and encompasses behaviors such as prosocial voice, informal complaints, grievance filing, and whistleblowing, and it focuses on interactions between the employee and supervisor or the employee and the organizational collective. In contrast, our chapter focuses on employee prosocial advocacy voice (PAV), which the authors define as prosocial voice behaviors aimed at preventing harm or promoting constructive changes by advocating on behalf of others. In the context of a healthcare organization, low quality and unsafe patient care are salient and objectionable states in which voice can motivate actions on behalf of the patient to improve information exchanges, governance, and outreach activities for safer outcomes. The authors draw from the theory and research on responsibility to intersect with theories on information processing, accountability, and stakeholders that operate through voice between the employee-patient, employee-coworker, and employee-profession, respectively, to propose a model of PAV in patient-centered healthcare. The authors complete the model by suggesting intervening influences and barriers to PAV that may affect patient-centered outcomes.