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The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the subordinate‐perceived interactional justice and power‐distance value are also to be examined.

Survey data were obtained from 509 supervisor‐subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses.

Results revealed that: supervisor‐perceived procedural justice is positively related to subordinate‐perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power‐distance value.

The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, and the sample size is relatively large. The results are thus less likely subject to common method bias. However, future longitudinal research will be helpful to lend stronger support for the hypothesized causal relationships.

The paper uses cognitive social learning theory in a social exchange context to explain the cross‐level relationship of procedural justice perceptions in organizations, and to identify its boundary conditions. Results support that fairness perceptions at a higher organizational level can be related to lower‐level perceptions along the organizational hierarchy.

The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in stressor and strain relationships by considering POS relative to challenge and hindrance stressors, cognitive/emotional and physical strains.

This cross‐sectional survey research was conducted in two samples (n=720, 829) of employees working for a large retail organization in the USA. Hypotheses were tested using structural equation modeling.

As hypothesized, results indicate POS mediates relationships between hindrance stressors and cognitive/emotional strains, but does not mediate relationships between challenge stressors and physical strains. POS does not moderate any of the relationships examined.

This paper is one of few studies to examine challenge and hindrance stressors and to examine POS relative to physical strains.

Proactive personality is believed to relate to greater interpersonal helping and lower turnover intentions. Accrued social capital should play a mediating role in this relationship. This paper seeks to address these issues.

The authors used structural equation modeling to analyze the longitudinal data collected from 174 individuals at three points in time. Two dimensions of social capital, i.e. the resource dimension as indicated by information exchange and the relational dimension as indicated by trust relationships were specified.

After controlling for the Big Five personality dispositions, information exchange and then trust relationships sequentially mediated the relationship of proactive personality with helping and turnover intentions.

The research highlights the importance of understanding proactive personality through the social capital perspective. Multiple source data collection method is recommended for further validation of the results.

The research highlights the importance of recruiting individuals high on proactivity, and the importance of further developing and motivating these individuals by cultivating meaningful interactions and nurturing trustful relationships at work. Then, proactive employees would be more likely to engage in helping behavior and to stay with the company.

The paper takes the social capital approach in examining the outcomes of proactive personality. It reveals that resource‐ and relation‐related social capital constructs mediate, in sequence, the relationships of proactive personality with outcomes.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There have been so many examples of companies whose leaders have succumbed to doing business in unethical, unacceptable, unscrupulous, and unbelievably unworthy ways that it's no wonder the word “ethical” has shot up the popularity stakes in everything from mission statements to advertisements. But what is ethical leadership?

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to explore how far plans to “modernize” hospital management in China are converging toward a global model of new public management (NPM) or represent a distinctive pathway.

This paper draws on a systematic review of available secondary sources published in English and Chinese to describe both the nature and trajectory of hospital management reforms in China.

In China, while public hospital reforms bear many of the hallmarks of the NPM, they are distinctive in two key respects. First, the thrust of current reforms is to partially reverse, not extend, the trend toward marketization in order to strengthen the public orientation of public hospitals. Second is a marked gap between the rhetoric and reality of empowering managers and freeing them from political control.

This paper develops a framework for understanding the drivers and obstacles to hospital management reforms in China that is useful for managers, clinicians and policy makers.

In China, few authors have considered NPM reform in relation to healthcare. This paper contributes in better understanding current reforms taking place in China’s expanding healthcare sector and locates these within broader theoretical and policy debates.

This paper focuses on governance in higher education in China. It sees that governance as distinctive on the world scale and the potential source of distinctiveness in other domains of higher education. By taking an historical approach, reviewing relevant literature and drawing on empirical research on governance at one leading research university, the paper discusses system organisation, government–university relations and the role of the Communist Party (CCP), centralisation and devolution, institutional leadership, interior governance, academic freedom and responsibility, and the relevance of collegial norms. It concludes that the party-state and Chinese higher education will need to find a Way in governance that leads into a fuller space for plural knowledges, ideas and approaches. This would advance both indigenous and global knowledge, so helping global society to also find its Way.