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1 – 3 of 3Shaker Bani-Melhem, Faridahwati Mohd-Shamsudin, Osama Khassawneh, Salima Hamouche and Petya Koleva
Adjusting professionally to new work roles in a foreign work environment can be a challenging and stressful experience for expatriates. However, whether this experience translates…
Abstract
Purpose
Adjusting professionally to new work roles in a foreign work environment can be a challenging and stressful experience for expatriates. However, whether this experience translates into counterproductive behaviour remains to be examined. Hence, drawing on organisational support theory (OST; Eisenberger et al., 1986), this study aims to investigate whether work adjustment mediates the effect of diversity-oriented leadership on psychological withdrawal behaviour. The authors also propose that the relationship between diversity-oriented leadership and psychological withdrawal behaviour (via work adjustment) is moderated by organisational-based self-esteem.
Design/methodology/approach
Dyadic data from 148 paired surveys of full-time expatriate employees and direct supervisors working in hotels were collected. Smart-PLS procedures with SEM were used to assess the research hypotheses.
Findings
Overall, the authors received empirical support for the mediation and moderated model. Contrary to the expectations, the authors demonstrate that diversity-oriented leadership has no significant direct effect on expatriate employees’ psychological withdrawal behaviours; however, this effect is significant only via the full mediation of work adjustment. This relationship appears stronger among expatriate employees who feel important and valued by their organisation (i.e. organisational-based self-esteem).
Originality/value
This research is valuable in various ways, including adding to the emerging literature on expatriate employees in the UAE, which heavily relies on such employees for economic growth. Furthermore, as many organisations are hiring a diverse workforce, diversity-oriented leadership is crucial in ensuring that culturally and demographically diverse employees remain productive and become valuable and significant members of the organisation.
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Although grounded theory (GT) was introduced in 1967, GT remains widely misunderstood as scholars incorporate a limited spectrum of the GT techniques and fail to integrate GT's…
Abstract
Purpose
Although grounded theory (GT) was introduced in 1967, GT remains widely misunderstood as scholars incorporate a limited spectrum of the GT techniques and fail to integrate GT's full potential into academic research. The purpose of this article is, therefore, to discuss divergences between four GT strategies and by doing so to provide criteria for making an informed choice between one GT approach or another.
Design/methodology/approach
The study offers a comparative analysis of four GT approaches by relying on a recently completed empirical work focused on the practice and perception of corporate social responsibility (CSR) in non-Western context conducted by the author.
Findings
As a result, the study outlines the main points of divergence between the four GT strategies and discusses how their differences impact the research outcomes, theoretical products and application of the proposed theories in organisational and management research.
Research limitations/implications
As a result of the comparative analysis, the study will help researchers make an informed choice when selecting one GT approach or another.
Originality/value
The study demonstrates the potential of GT in organisational and management research by utilising a practical example of GT's implementation from a recently completed empirical study.
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Petya Koleva and Muhammad Azam Roomi
The authors are reviewing Social Intrapreneurism and All That Jazz: How business innovators are helping to build a more sustainable world – the last book of the scholarly team…
Abstract
Purpose
The authors are reviewing Social Intrapreneurism and All That Jazz: How business innovators are helping to build a more sustainable world – the last book of the scholarly team David Grayson, Melody McLaren and Heiko Spitzeck issued in March 2014 that aims to demonstrate how business can become an active participant in building a sustainable future by utilizing its capacity and resources.
Design/methodology/approach
By reviewing their book in perspective through the literature, the authors discuss its potential and significance for academic and business society.
Findings
By doing so, the book was identified as a quite beneficial and a valuable source of information for business students with interest in corporate social responsibility and sustainability, individuals having career aspirations in the field of social intrapreneurship, and managers aiming to introduce social intrapreneurism in their organisations.
Originality/value
The paper adds some further insights into the topic of social intrapreneurship and the relevance of this practice to well-known and established concepts focused on the relationship between business and society.
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