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Combining the punctuated equilibrium theory with the faultline theory, the purpose of this paper is to focus on member change of strategic core role holders in teams.

The authors test the model using data from 30 National Basketball Association teams covering 11 regular seasons, carrying out regression analyses.

This research illustrates how different types of job-related skills of core role holders that involved in member change might influence the team performance loss, and how team demographic faultlines would serve as a moderator.

This research demonstrates that punctuational change in a team is not always bad, flux in coordination and team performance loss could be avoided by staffing strategic core role based on specific job-related skill levels and manipulating team composition based on demographic attributes.

The research model initially provides an integrated perspective of member change, core role and faultline theory to explain the team process for punctuational change.

The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.

Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.

The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.

Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.

Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.

This paper aims to explore how psychological perceptions and family situations drive women into necessity- or opportunity-based female entrepreneurship (NBFE or OBFE) and the moderating role of gender equality.

This study adopts multilevel logistic regression analysis to examine relationships based on a sample of 6,843 women across eight developing countries drawn from the Global Entrepreneurship Monitor (GEM).

The findings suggest that capability and opportunity perceptions positively affect NBFE and OBFE. Family responsibility burden positively affects NBFE and has a U-shaped relationship with OBFE. Household income negatively affects NBFE but positively affects OBFE. Gender equality weakens the U-shaped relationship between family responsibility burden and OBFE but strengthens the positive relationship between capability perception and NBFE and between opportunity perception and NBFE.

The study highlights the need for targeted policies and support that consider the distinct antecedents and mechanisms of NBFE and OBFE, as well as the importance of promoting gender equality and entrepreneurial education to empower women in their entrepreneurial endeavors. A limitation of this study is the reliance on older data from the GEM, which may not fully capture the current dynamics of developing societies. While the study provides valuable insights, future research should incorporate more recent data to enhance the applicability of the results.

This study deepens the understanding of antecedents of NBFE and OBFE, breaking through the existing literature that neglects the heterogeneity of female entrepreneurship (FE).

Research about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise.

Data were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables.

Results indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high.

This research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.

This study aims to focus on three types of team faultlines (separation-based faultlines, variety-based faultlines and disparity-based faultlines) and discuss the different ways through which their configurational properties (faultline strength and faultline distance) affect team performance.

The authors adopted panel data regression analysis to test the model. Panel data of Chinese provincial party-government top cadres teams that covers 30 provincial areas from 2007 to 2012 were collected for data analyses.

The results revealed that separation-based faultline strength was negatively related to team performance, variety-based faultline strength had a U-shape relationship with team performance and disparity-based faultline strength had an inversed U-shape relationship with team performance. In addition, separation-based and disparity-based faultline distances served as moderators enhancing the curvilinear relationship between faultline strength and team performance. Notably, variety-based faultline distance failed to exaggerate the U-shape relationship between variety-based faultline strength and team performance; however, the relationship changed based on different levels of variety-based faultline distance.

This study discussed team configurations based on three types of faultlines by comparing differences between team configurations reflected by diversity and faultline strength. Settled in Chinese political context, this study empirically tested the interaction effects between faultline strength and distance on team performance.

This bibliometric review aims to display visually the intellectual communities (i.e. the cooperation networks among various countries, institutions, journals and individuals), the intellectual structure (i.e. the status quo and development trajectory of the intellectual base) and emerging hot topics of the female entrepreneurship research in 1975-2018. Based on the comprehensive review of the state-of-the-science, this paper aims to identify significant research gaps in extant studies and develop potential future research agendas that may catalyse new streams of female entrepreneurship research.

Bibliometric analysis via science mapping provides in-depth analyzes, highlights the intellectual structure and identifies hot topics. Using CiteSpace, co-citation networks of contributing countries, institutions, cited journals and authors are mapped first. Second, co-citation network analysis helps to identify the key “nodes” in the intellectual structure. The landscape view identifies main clusters from an overall perspective, while a timeline view delineates the characteristics and evolution of focal clusters. Major clusters are interpreted in detail with the help of foam tree graph processed by Carrot. Finally, the co-occurrence network analysis is conducted by using VOSviewer to examine hot topics and research frontiers

The findings show that the publications of female entrepreneurship increase exponentially. The major driving force of female entrepreneurship research is from the USA and England. In terms of intellectual structure, key concepts behind different clusters represent the major milestones in relation to individual determinants of female entrepreneurship, the impact of cultural and contextual factors on female entrepreneurship and female entrepreneurship in non-OECD countries, as well as the impact of family, social and institutional factors on the survival and exit of male and female enterprises. Hot topics include financing sources, the embeddedness nature, the impact and environmental factors of female entrepreneurship.

This study presents important practical implications. The findings suggest that intellectual communities of the female entrepreneurship field are relatively loose. Close contact and cooperation among different countries, institutions and researchers are lacking. To promote the evolution of the field, researchers who belong to different institutions in different countries may need to strengthen contact and cooperation. Additionally, papers in journals from the business and management discipline are most cited in this field, preventing new knowledge from other disciplines flowing into the female entrepreneurship field. Accordingly, female entrepreneurship research journals may need to expand their focus and combine knowledge from various domains.

This bibliometric review provides a more comprehensive, systematic and objective review of the female entrepreneurship field. Previous qualitative reviews are typically based on personal judgement, while a few quantitative reviews only describe statistical data. This study is based on thousands of citation data rather than a small number of papers pre-selected by the researcher, thus, is more data-grounded and less biased than prior reviews. It expands previous reviews by transparently visualizing the underlying structure and evolution of the field. Moreover, it highlights significant gaps in extant studies and develops future research agendas to catalyse new streams of research.

Drawing on self-determination theory, this study explored how leader humility affected employees' proactive behavior through satisfying their psychological needs for autonomy, competence and relatedness. Furthermore, based on a contingency view, this paper suggested Chinese traditionality as a significant boundary condition for the effects of leader humility.

Data were collected from 465 employees and 111 direct supervisors in China using a three-wave, two-source design. Hierarchical regression analyses and Hayes' PROCESS macro were applied to test the hypotheses.

The results indicated that leader humility positively affected employee proactive behavior through the mediating mechanisms of psychological need satisfaction (i.e. autonomy, competence and relatedness). Furthermore, these positive effects were stronger among employees with lower Chinese traditionality beliefs.

Although prior research has examined the relationship between leadership and proactive behavior, most extant studies have focused on “top-down” leadership approaches, ignoring the effect of leader humility. Drawing on self-determination theory, the present study makes contributions to both the leader humility research and proactivity literature by identifying psychological need satisfaction as the mechanism and Chinese traditionality as the moderator.

The purpose of this paper is to describe the building of a theoretical model to explore how team pay disparity and resource slack moderate the effects of top management team (TMT) diversity on strategic change and if the moderating effects of resource slack differ in firms with a low or high level of pay disparity.

Nine hypotheses are proposed and tested with a sample from 391 listed Chinese firms. Archival data are collected from annual reports to form the sample. The hypothesized model relationships are tested through regression analysis.

The findings show that pay imparity negatively moderates the effects of TMT diversity and resource slack also has important moderating effects. Furthermore, the moderating effects of resource slack differ in firms with low and high team pay imparity.

TMT demography diversity has an important effect on strategic change. However, two conflicting views exist on the relationship. Although some literature suggests that diversity may be sources of explorative activities such as strategic change, others suggest that diversity may cause integration difficulty and thus has a negative effect on strategic change. This paper contributes to extant debate regarding the effects of TMT diversity on strategic change by including TMT pay imparity and resource slack to explain that the effect of diversity on strategic change is contingent on the level of pay imparity, resources slack, and their interactive effects. This research also contributes to understanding organization slack by reasoning that the moderating effect is contingent on pay imparity level.

The purpose of this paper is to track the changes of leadership attributes during the process of social development from 1998 to 2008 in China, and then to explore whether the significant events have potential impacts on the changes of leadership attributes during this time.

The authors conducted two studies through qualitative approach, based on data collected from Chinese official newspapers (People's Daily and Guangming Daily) covering 216 stories (90 stories in Study 1 and 126 stories in Study 2). The first study focuses on comparing the leadership attributes in 2008 with those in 1998 and 1988 presented in previous research to find out the changes. In the second study, the most significant events are selected during the period of 1998‐2008 and their effects on the changes of leadership attributes are examined.

The findings show that leadership attributes changed during the ten years and some new attributes are advocated in China. Furthermore, the changes of leadership attributes, especially for non‐business leaders, relate to the occurrence of significant events and reflect the changes of government policies.

Although some literature has explored leadership attributes in China, this study contributes to the extant research in two ways. First, it promotes the use of existing documents as data sources of longitudinal study to track the changes of leadership attributes. Second, it advances the line of inquiry of leadership attributes in China by concentrating on the factors driving those changes.