Jane D. Parent and Kathi J. Lovelace
The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing…
Abstract
Purpose
The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.
Design/methodology/approach
The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed.
Findings
While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations.
Research limitations/implications
Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.
Practical implications
A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt.
Originality/value
A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.
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Kathi J. Lovelace, Christopher P. Neck and Charles C. Manz
Virtual teams have received increased attention in both the practitioner and academic literature, yet little attention has been given to the development of individual team member…
Abstract
Virtual teams have received increased attention in both the practitioner and academic literature, yet little attention has been given to the development of individual team member physical health as a way to improve virtual team performance. While some recent research has examined the role of physical health on managerial andlor employee performance (e.g. Frew & Bruning, 1988; Neck & Cooper, 2000; Shephard, 1999), we argue the role of physical health on an organizational team is equally important. Consequently, this chapter specifically examines the benefits of physical fitness on virtual team performance, and suggests that there is a positive relationship between team member physical fitness and overall team performance.
José C. Alves, Kathi J. Lovelace, Charles C. Manz, Dmytro Matsypura, Fuminori Toyasaki and Ke (Grace) Ke
Seeks to understand how differences in national cultures impact on the understanding and meaning of the concept of self‐leadership and its application.
Abstract
Purpose
Seeks to understand how differences in national cultures impact on the understanding and meaning of the concept of self‐leadership and its application.
Design/methodology/approach
First, research at the intersection of culture and leadership and Hofstede's culture framework are reviewed. Then the main components of self‐leadership theory are introduced, and how Hofstede's framework can be used to re‐analyze them given differences across cultures is discussed.
Findings
While self‐leadership remains, in general, a valid concept, its understanding and application is likely to differ across cultures. Specifically, high power distance raises the importance of the symbolic value of tasks and correspondent covert processes of self‐leadership, high uncertainty avoidance makes more explicit the importance of non‐rational and intuition‐based thought processes, collectivism shows the relevance of social relations, femininity reiterates the importance of social relations and non‐rational processes, and long‐term orientation introduces the importance of making time an explicit element.
Research limitations/implications
There is a need for further research on self‐leadership that investigates the roles of social and cultural relations, communication and language, multilevel interdependencies, and ethics. Empirically there is need for developing a self‐leadership instrument that is relevant and applicable across cultures.
Practical implications
This paper should facilitate appreciation of a contingency perspective of self‐leadership that requires different modes of application across cultures.
Originality/value
This paper helps fill a gap in the self‐leadership literature. In particular, it can facilitate greater understanding of this concept in cultures other than the USA, where it originated.
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Hongyi Sun, Zulfiqar Ali and Liqun Wei
The purpose of this study is to explore the relationship and effect of management support on individual creativity performance by focusing on the individual learning opportunity…
Abstract
Purpose
The purpose of this study is to explore the relationship and effect of management support on individual creativity performance by focusing on the individual learning opportunity, adaptability to change and learning motivation in Hong Kong manufacturing companies.
Design/methodology/approach
This study is based on survey data collection by using a respondent-driven approach from 266 employees working in Hong Kong-based manufacturing firms. The model and hypotheses were tested by employing variance-based structural equation modeling.
Findings
The findings indicate that management support has a positive effect on individual learning opportunity and creativity performance. Also, a significant positive relationship between individual creativity, performance, individual learning opportunity, adaptability to change, and learning motivation has been yielded. The management support has an overall positive link with all variables directly and indirectly.
Practical implications
Top management can foster employee creativity by supporting and providing learning opportunities and motivating employees to develop adaptive capability at an individual level.
Originality/value
An empirical study of how management support can foster individual creativity performance and individual learning opportunity. This study is one of the first to examine the positive relationship between management support and individual creativity by validating a purposed model, especially in the context of the Hong Kong manufacturing industry.