If more was known of this, our oldest Colony, and its famous fisheries, public interest would now, at the present crisis, be turned to it.
March L. To, Neal M. Ashkanasy, Cynthia D. Fisher and Patricia A. Rowe
In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as…
Abstract
In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as “creativity-as-mood-regulation,” where employees experiencing moods are envisaged to engage in creative behavior in the hope of regulating their moods. We further suggest that employees with different goal orientations will have different likelihoods of choosing creative activities to regulate their moods. Finally, we identify the specific goal-orientation conditions under which positive and negative moods may facilitate or depress creativity, and develop and discuss six related propositions.
Using the literature on innovation research, this paper proposes to establish and empirically test a prediction model which consists of four major factors in the adoption of…
Abstract
Purpose
Using the literature on innovation research, this paper proposes to establish and empirically test a prediction model which consists of four major factors in the adoption of online retailing by organisations, namely relative advantage, competitive pressure, channel conflict and technical resource competence.
Design/methodology/approach
Data collected from 140 different companies indicate strong empirical support for the model. Relevant hypotheses were derived and tested by logistic regression analysis.
Findings
The results revealed that relative advantage, competitive pressure and technical resource competence have positive effects on the adoption of online retailing.
Research limitations/implications
The research was conducted in Hong Kong, which may limit the generalisability of the findings.
Practical implications
While many studies contribute to an understanding of behaviours of the online market from a consumer perspective, there are few concrete investigations of the organisational viewpoint. With data obtained from practitioners in 140 companies, the major factors of online retailing adoption are addressed, providing strategic directions for managers to evaluate its adoption.
Originality/value
Although many conceptual papers and case studies have identified different potential factors affecting the adoption of online retailing, there are few empirical studies which establish prediction models for its adoption. In fact, during the past decade, in spite of growing interest in B2C transactions, organisations have not necessarily rushed towards adopting online sales. It is critical to have more empirical evidence of the factors affecting the adoption of online sales to help managers further access the benefits of its continuous and potential development. This study attempts to fill the research gap.
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Abstract
Purpose
Drawing on conservation of resources theory, this study aims to examine the relationship between temporal leadership (TL) and employees’ thriving at work (TW) by focusing on the positive mediating role of perception of work-goal progress (PWP), the negative mediating roles of job-based psychological ownership (JPO) and the moderating role of synchrony preference (SP).
Design/methodology/approach
We employed a dedicated data collection platform called Credamo for two waves of online questionnaires in China between March 2022 and April 2022. A total of 326 questionnaires were collected and analyzed to test the hypotheses.
Findings
(1) TL directly and positively affects TW. (2) TL indirectly and positively affects TW via PWP. (3) TL indirectly and negatively affects TW via JPO. (4) SP positively moderates the positive mediating effect of PWP on the relationship between TL and TW. (5) SP negatively moderates the negative mediating effect of JPO on the relationship between TL and TW.
Practical implications
Supervisors in organizations ought to discreetly practice TL and try to maximize the positive role of PWP and minimize the negative role of JPO.
Originality/value
The findings simultaneously discuss the effects of TL on TW from dark and bright perspectives. The influence of interaction between contextual and individual features on TW is also specified.
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This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves…
Abstract
Purpose
This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.
Design/methodology/approach
Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.
Findings
The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.
Practical implications
Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.
Originality/value
This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.
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Reef Youngreen and Joseph Silcox
Purpose – In this chapter, we outline early sociological thinking on time rooted in various philosophies of time and review the relatively current research in the area of temporal…
Abstract
Purpose – In this chapter, we outline early sociological thinking on time rooted in various philosophies of time and review the relatively current research in the area of temporal perspective. Next, we define the scope of the social psychology of time and illustrate how and why social psychology has failed to properly and effectively include time as a central component of study. Finally, we link current thinking about time to group processes research, most directly to identity and social identity processes (though not exclusively), making clear the ways current and future approaches could benefit from including temporal perspectives.
Methodology – We review relevant research engaged with concepts related to time in psychology, sociology, and social psychology. On the foundation of our review and the identification of gaps in the literature, we provide insights and recommendations regarding how temporal perspectives may be adopted by existing knowledge bases in sociological social psychology.
Findings – As a conceptual chapter, this work presents no empirical findings. A review of the literature reveals a scarcity of research effectively embedding temporal perspectives in major areas of social psychological research.
Practical Implications – The recommendations we make for connecting temporal perspectives to existing research areas provide a practical foundation from which to develop new ideas.
Social Implications – This work contributes to the social psychology of time by detailing how time is an important, yet mostly overlooked, component to our understandings of many social psychological processes. In the effort to extend identity and social identity theory in specific, we add to the general knowledge of the self and self-processes via the incorporation of temporal perspectives.
Originality – This work is the first to explore how temporal perspectives in sociological social psychology are employed, but mostly, how they are underutilized. We make recommendations for how novel theoretical predictions may emerge by including perspectives about time in existing research programs.
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Wilfred J. Zerbe, Charmine E.J. Härtel and Neal M. Ashkanasy
The chapters in this volume are drawn from the best contributions to the 2008 International Conference on Emotion and Organizational Life held in Fontainebleau, France. (This…
Abstract
The chapters in this volume are drawn from the best contributions to the 2008 International Conference on Emotion and Organizational Life held in Fontainebleau, France. (This bi-annual conference has come to be known as the “Emonet” conference, after the listserv of members). In addition, these referee-selected conference papers were complemented by additional, invited chapters. This volume contains six chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as seven invited chapters. We again acknowledge in particular the assistance of the conference paper reviewers (see appendix). In the year of publication of this volume, the 2010 Emonet conference will be held in Montreal, Canada, in conjunction with the annual meeting of the Academy of Management, and will be followed by Volumes 7 and 8 of Research on Emotions in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.emotionsnet.org.
Junbang Lan, Yuanyuan Huo, IpKin Anthony Wong and Bocong Yuan
Drawing on the person–supervisor fit theory, this study aims to adopts a dyadic and relational approach to investigate the congruence between the leader’s and the follower’s…
Abstract
Purpose
Drawing on the person–supervisor fit theory, this study aims to adopts a dyadic and relational approach to investigate the congruence between the leader’s and the follower’s learning goal orientation (LGO) on their leader–member exchange (LMX) quality and the follower’s innovation.
Design/methodology/approach
The participants were 213 frontline employees and their 69 immediate supervisors from a large five-star hotel in China. The authors analyze the multiple-wave data using the cross-level polynomial regression approach.
Findings
The results show that when the levels of LGO between the leader and the follower are congruent, follower innovation and LMX are higher; when the levels of LGO between the leader and the follower are incongruent, it hinders LMX but benefits follower’s innovation.
Research limitations/implications
This study implies that personality congruence and incongruence can be equally important in creating positive work outcomes, enriching the theoretical understanding and practical implications for promoting LMX and follower innovation in hospitality industry.
Originality/value
Prior research has identified the importance of employees’ LGO in promoting innovation. However, the fit between employees’ and their leaders’ LGO has not been investigated.
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David Ahlstrom is a professor at The Chinese University of Hong Kong. He obtained his PhD in management and international business in 1996, after having spent several years in…
Abstract
David Ahlstrom is a professor at The Chinese University of Hong Kong. He obtained his PhD in management and international business in 1996, after having spent several years in start-up firms in the data communications field. His research interests include management in Asia, entrepreneurship, and management and organizational history. He has published over 60 peer-reviewed articles in journals such as the Strategic Management Journal, Academy of Management Review, Journal of International Business Studies, Journal of Business Venturing, and Asia Pacific Journal of Management. He also co-authored the textbook International management: Strategy and Culture in the Emerging World. He has served on the editorial boards of the Journal of International Business Studies and Journal of Small Business Management in addition to APJM. Professor Ahlstrom has guest edited two special issues of Entrepreneurship: Theory & Practice. At APJM, he has also guest edited two special issues (turnaround in Asia in 2004 and Managing in Ethnic Chinese Communities, forthcoming in 2010), and served as a senior editor during 2007–2009. He became editor-in-chief of the Asia Pacific Journal of Management in 2010.
Rhetta L. Standifer, Anneloes M.L. Raes, Claudia Peus, Ana Margarida Passos, Catarina Marques Santos and Silke Weisweiler
The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared…
Abstract
Purpose
The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction.
Design/methodology/approach
The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time.
Findings
Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time.
Research limitations/implications
This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables.
Practical implications
These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC.
Social implications
The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective.
Originality/value
This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings.