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Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

In this study, the concept of career, which is one of the most significant functions of human resources, is examined. Toward the end of the twentieth century, restricted models, in which individuals work in a workplace in a classical manner, have been replaced by more flexible models. Due to certain reasons such as changing environmental conditions, increasing education levels, and the impact of employee’s values on his/her work life, individuals’ work life have been dramatically changed. Therefore, some career approaches oriented for these changing conditions and current requirements have been proposed by both academicians and professionals. These approaches mostly include removing workplace limits, offering the opportunity to work from anywhere, using various skills at different departments without any limitations. Basing on the aforementioned changes in theory and practice, this study investigates up-to-date career approaches in a holistic manner. In this context, the background and practicability of these theoretically framed approaches are also discussed in the present study

The purpose of this chapter is to provide an overview of SIEs’ career development through international assignment. In particular, the research focus is on career capital acquirement and development of SIEs through their international assignment in China.

We review studies on SIEs and comparative studies between SIEs and OEs. We apply the career capital theory to discuss SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom through expatriation assignment in China.

This chapter focuses on SIEs’ career capital accumulation through international assignments in China, and we develop three propositions that will guide future studies: the knowing-whom career capital development of SIEs through expatriation is increased more in network quantity than network quality in China; the knowing-why career capital development of SIEs through expatriation is influenced by the age and career stage of SIEs; and the knowing-how career capital development of SIEs through expatriation — task-related skills and local engagement skills — is influenced by the SIE’s intercultural ability and organization support respectively.

In practice, a better understanding of SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom help companies make the decision to select the relevant staffing pattern. This study also has practical implications in relation to the design and selection of the training, learning and development activities provided to the employees.

The chapter contributes to the expatriate management literature by focusing on SIEs’ career development through their international assignment in China. SIEs’ career development is related to their cross-cultural adjustment and has impacts on the completion and success of the expatriation assignment.

In this article, we examine the impact of repeat interactions between VCs and underwriters. Past research has suggested that such interactions build trust and may contribute to more equitable treatment of issuing firms. We adopt an alternative perspective and suggest that these repeat interactions are characterized by reciprocal exchanges facilitated by opportunistic behavior from the VC. Our analysis demonstrates that VCs and underwriters interact in order to appropriate greater value from the IPO. This article provides a more complete understanding of repeat interactions between the VC and the underwriter by identifying characteristics of the relationship that have an impact on the value of the IPO.

Following Philip Selznick’s lead in using pragmatist social science to understand issues of public concern we conducted a study of failed innovation in the commercial construction industry (CCI). We find that social heuristics – collectively constructed and maintained interpretive decision-making frames – significantly shape economic and non-economic decision-making practices. Social heuristics are the outcome of industry-based “institutionalization processes” and are widely held and commonly relied on in CCI to reduce uncertainty endemic to decision-making; they provide actors with both a priori and ex post facto justifications for economic decisions that appear socially rational to industry co-participants. In the CCI – a project-centered production network – social heuristics as shared institutions sustain network-based social order but in so doing discourage novel technologies and impede innovation. Social heuristics are actor-level constructs that reflect macro-level institutional arrangements and networked production relations. The concept of social heuristics offers the promise of developing a genuinely social theory of individual economic choice and action that is historically informed, contextually situated, and neither psychologically nor structurally reductionist.

This paper reviews and compares six theoretical explanations of the effects of charismatic leaders on their followers. Of the six explanations two are based on psychoanalytic theory, two on attribution theory, one on a sociological theory of symbolic centers, and one on the social psychology of the self-concept. The review exposes differences among the explanations in their motivational assumptions, their predictions regarding leader behaviors and effects on followers, and the mediating mechanisms they posit between leader behaviors and effects on followers. The most critical differences are highlighted and suggested as foci of future research on charismatic leadership.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.

The article addresses the relationship between social distance and charismatic leadership. Current theories of charismatic leadership in organizations have borrowed ideas from the literature on socially distant charismatic leaders and applied them to leadership situations that involve direct contacts between leaders and their immediate subordinates. This article argues that while social distance is not a necessary condition for charismatic leadership, there are fundamental differences between distant charismatic leadership and close charismatic leadership. The article attempts to identify these differences through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.