scholarly journals The role of affects in conflict frames and conflict management

2015 ◽  
Vol 26 (4) ◽  
pp. 427-449 ◽  
Author(s):  
Mei-Yu Yang ◽  
Fei-Chun Cheng ◽  
Aichia Chuang
Keyword(s):  
Conflict Management ◽  
Hierarchical Linear Modeling ◽  
Management Strategy ◽  
Mood State ◽  
Linear Modeling ◽  
Content Type ◽  
Positive Trait ◽  
The Right ◽  
Trait Affectivity ◽  
Conflict Frames

Purpose – The purpose of this paper is to identify the roles of trait affectivity and momentary moods in conflict frames and conflict management. This paper goes beyond affect induction and focuses on the affective – rather than rational – antecedents of the choice of conflict management strategy. Design/methodology/approach – This paper adopts a within- and between-person approach and uses hierarchical linear modeling to test the hypotheses with group-mean centering. Over the course of 12 days within a three-week period, the authors collected participants’ momentary moods and how they thought about and would respond to conflict scenarios. Data were gathered from 1,545 observations, involving 180 individuals. Findings – After controlling for anger raised from the conflict scenario, both positive trait affectivity and positive momentary moods were found to be positively related to a compromise frame. Surprisingly, neither negative trait affectivity nor momentary mood was related to the win frame. A compromise frame predicted a cooperative strategy, and a win frame predicted a competitive strategy. The relationships between trait and momentary affects and conflict management strategy were partially mediated by conflict frame, but only for positive affects. Practical implications – If seeking a constructive resolution, choose the right person (i.e. an individual with positive trait affectivity) and the right moment (i.e. the individual is in a positive mood state) to communicate disagreements. Originality/value – This paper sheds light on the prediction of conflict frame and conflict management behavior by testing trait affectivity and momentary mood simultaneously.

Impact of relatedness, uncertainty and slack on corporate entrepreneurship decisions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Robert Garrett ◽  
Shaunn Mattingly ◽  
Jeff Hornsby ◽  
Alireza Aghaey
Keyword(s):  
Decision Making ◽  
Hierarchical Linear Modeling ◽  
Cognitive Strategies ◽  
Corporate Entrepreneurship ◽  
New Venture ◽  
Organizational Level ◽  
Linear Modeling ◽  
Slack Resources ◽  
Content Type ◽  
Positive Effect

PurposeThe purpose of this study is to evaluate the effect of opportunity relatedness and uncertainty on the decision of a corporate entrepreneur to pursue a venturing opportunity.Design/methodology/approachThe study uses a conjoint experimental design to reveal the structure of respondents' decision policies. Data were gathered from 47 useable replies from corporate entrepreneurs and were analyzed with hierarchical linear modeling (HLM).FindingsResults show that product relatedness, market relatedness, perceived certainty about expected outcomes and slack resources all have a positive effect on the willingness of a corporate entrepreneur to pursue a new venture idea. Moreover, slack was found to diminish the positive effect of product relatedness on the likelihood to pursue a venturing opportunity.Practical implicationsBy providing a better understanding of decision-making schemas of corporate entrepreneurs, the findings of this study help improve the practice of entrepreneurship at the organizational level. In order to make more accurate opportunity assessments, corporate entrepreneurs need to be aware of their cognitive strategies and need to factor in the salient criteria affecting such assessments.Originality/valueThis paper adds to the limited understanding of corporate-level decision-making with regard to pursuing venturing opportunities. More specifically, the paper adds new insights regarding how relatedness and uncertainty affect new venture opportunity assessments in the presence (or lack thereof) of slack resources.

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan
Keyword(s):  
Transformational Leadership ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Shop Floor ◽  
Management Support ◽  
Linear Modeling ◽  
Content Type ◽  
Problem Solvers ◽  
Good Problem

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.

Impact of employee pro-organizational unethical behavior on performance evaluation rated by supervisor: a moderated mediation model of supervisor bottom-line mentality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaohui Zhan ◽  
Yun Liu
Keyword(s):  
Performance Evaluation ◽  
Organizational Behavior ◽  
Hierarchical Linear Modeling ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Linear Modeling ◽  
Bottom Line ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The topic of employees’ unethical pro-organizational behavior (UPB) has attracted more and more interest in both practice and academic fields. However, previous studies have mainly investigated the antecedents of UPB and little research has discussed the outcome variables. This study aims to provide a comprehensive understanding of the effect mechanism of UPB on employee performance evaluation rated by a supervisor through a leader-member exchange (LMX) and the moderating role of supervisor bottom-line mentality (BLM). Design/methodology/approach This study used a sample consisting of 304 employees and 96 supervisors in several manufacturing firms in China. The authors used hierarchical linear modeling to test the hypotheses, as this was cross-level research. In addition, this paper also uses Mplus7.4 to test the moderating effects of supervisor BLM on the indirect effects between the UPB and performance evaluation by a moderated path analysis. Findings The results confirm that UPB is positively related to performance evaluation rated by supervisors. Additionally, the mediating effect of LMX in the relationship between UPB and performance evaluation is successfully demonstrated. Furthermore, supervisor BLM cross-levelly moderates the relationship between UPB and LMX, as well as moderates the mediation effect of LMX on the correlation between UPB and performance evaluation. Research limitations/implications The primary contribution of this research is building a cross-level model for the effect of UPB on followers’ performance evaluation scored by the supervisor and thereby extending the nomological networks of both UPB and performance evaluation literature. Another contribution the study makes to the literature is that it provides a new perspective to understand how UPB relates to followers’ performance evaluation. Originality/value This is the first study about how and when UPB predicts followers’ performance evaluation rated by the supervisor.

Innovation affecting growth aspirations of early stage entrepreneurs: culture and economic freedom matter

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehrzad Saeedikiya ◽  
Jizhen Li ◽  
Shayegheh Ashourizadeh ◽  
Serdar Temiz
Keyword(s):  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Economic Freedom ◽  
Early Stage ◽  
Linear Modeling ◽  
Global Entrepreneurship Monitor ◽  
Content Type ◽  
Entrepreneurial Growth ◽  
Positive Effect

Purpose Earlier research confirms the positive effect of innovation in shaping growth ambitions of entrepreneurs. The aim of this paper is to investigate whether the effect of innovation on growth ambitions of entrepreneurs is contingent on the role of institutions, namely, culture and economic freedom. In other words, the authors’ objective is to provide an institutionally contingent understanding of the role of innovation in shaping growth ambitions of early-stage entrepreneurs. Design/methodology/approach The authors applied hierarchical linear modeling technique on the data of 100,566 early-stage entrepreneurs in 109 countries that participated in annual surveys of Global Entrepreneurship Monitor. Findings The authors find that the effect of innovation on shaping growth ambitions of early stage entrepreneurs is contingent on the role of culture such that, in secular cultures, innovation benefits growth ambitions more than traditional cultures. Further, the authors found that the effect of innovation on growth expectations is dependent on the level of economic freedom in the country in which the firms operate so that in the countries with higher level of economic freedom, early-stage entrepreneurs expect more growth out of their innovation as compared to their counterparts in the depressed economies. Originality/value The results contribute to our understanding of entrepreneurial growth aspirations as a result of the interplay of entrepreneur–firm–environment nexus.

Do embedded employees voice more?

2019 ◽  
Vol 48 (3) ◽  
pp. 824-838 ◽  
Author(s):  
Alice J.M. Tan ◽  
Raymond Loi ◽  
Long W. Lam ◽  
Lida L. Zhang
Keyword(s):  
Hierarchical Linear Modeling ◽  
Southern China ◽  
Interactional Justice ◽  
Job Embeddedness ◽  
Proactive Behavior ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Content Type ◽  
Speak Up ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship. Design/methodology/approach Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling. Findings Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice. Practical implications To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees. Originality/value This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

You reap what you sow: knowledge hiding, territorial and idea implementation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xianmiao Li ◽  
William X. Wei ◽  
Weiwei Huo ◽  
Yi Huang ◽  
Manyi Zheng ◽  
...  
Keyword(s):  
Hierarchical Linear Modeling ◽  
Creative Process ◽  
Negative Impact ◽  
Territorial Behavior ◽  
Linear Modeling ◽  
Negative Effects ◽  
Content Type ◽  
High Level ◽  
Knowledge Hiding ◽  
Moderating Role

PurposeThis study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.Design/methodology/approachData were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.FindingsThe results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.Research limitations/implicationsUnder the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.Originality/valueThis study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

The emergence of servant leadership and its effectiveness in bureaucratic organizations

2020 ◽  
Vol 41 (8) ◽  
pp. 1235-1249
Author(s):  
Jungin Kim
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Organizational Structure ◽  
Social Exchange ◽  
Hierarchical Linear Modeling ◽  
Social Exchange Theory ◽  
Positive Influence ◽  
Linear Modeling ◽  
Content Type ◽  
Bureaucratic Organizations

PurposeBy following the leadership theory, social exchange theory and social learning theory, we aimed to examine the conditions under which servant leadership (SL) develops in bureaucratic organizations and explore its influences on organizational culture and member behavior.Design/methodology/approachBased on a survey of the South Korean Army, this study conducted the hierarchical linear modeling (HLM) analysis to investigate the research model.FindingsWe found that SL was positively associated with formalized organizational structure and negatively associated with centralized organizational structure. Additionally, SL created a relation-oriented organizational culture (ROOC) and significantly enhanced battalion members' organizational commitment (OC). Furthermore, ROOC significantly mediated the relationship between SL and OC.Originality/valueThese results suggest that SL could emerge in both formalized and decentralized bureaucratic organizations. Moreover, SL appears to create an organizational culture that promotes collaboration, and such a ROOC seems to mediate the positive influence of SL on followers' OC.

A mediation model of leaders’ favoritism

2018 ◽  
Vol 47 (7) ◽  
pp. 1330-1344
Author(s):  
Man-Ling Chang ◽  
Cheng-Feng Cheng
Keyword(s):  
Hierarchical Linear Modeling ◽  
Time Lag ◽  
Mediation Model ◽  
Linear Modeling ◽  
Content Type ◽  
Justice Perception ◽  
Lmx Theory ◽  
Member Exchange ◽  
Nested Structure ◽  
Two Phases

PurposeThe purpose of this paper is to develop a mediation model for understanding how favoritism, in the context of the leader–member exchange (LMX) theory, influences subordinate-rated LMX via the subordinates’ perception of organizational justice.Design/methodology/approachThe sample comprised 39 managers and 159 employees working in local branches of banks in Taiwan. While the managers were asked to rate their LMX scores with all employees, three to five employees were randomly selected to participate in a survey which included two phases with a time lag of three months. Given the nested structure of the data, hierarchical linear modeling was used to examine the mediation model.FindingsThe findings support the mediation model, indicating that LMX favoritism can significantly influence subordinate-rated LMX by enhancing subordinates’ justice perception.Originality/valueThe study contributes to the existing LMX research by showing that a superior’s LMX favoritism may change subordinate-rated LMX over time.

The influence of national cultural values on the use of rewards alignment to improve sales collaboration

2014 ◽  
Vol 31 (1) ◽  
pp. 30-50 ◽  
Author(s):  
Peter Magnusson ◽  
Robert Peterson ◽  
Stanford A. Westjohn
Keyword(s):  
Firm Performance ◽  
Cultural Values ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Management Tool ◽  
Reward Structure ◽  
Linear Modeling ◽  
Content Type ◽  
Sales Organizations ◽  
Practical Implications

Purpose – The purpose of this paper is to explore how national cultural values affect sales collaboration directly and how it interacts with the firm's reward structure. The results are linked with firm performance. Design/methodology/approach – The conceptual framework is tested on a large sample of sales organizations across 26 countries. Due to the nested nature of the data, hierarchical linear modeling is used to test the hypothesized framework. Findings – Sales collaboration is positively related to firm performance, while individualism and masculinity are negatively related to sales collaboration. Rewards alignment leads to greater sales collaboration and is particularly important in highly individualistic and masculine societies. Practical implications – The study identifies rewards alignment as an actionable management tool to foster greater sales collaboration and, in turn, enhanced firm performance. The study suggests that this is particularly important in cultures associated with high individualism and masculinity. These two values can hinder sales collaboration within the firm, but firm practices (rewards alignment) can counter societal tendencies. Originality/value – The effects of cultural values have been neglected in prior research on sales collaboration and firm performance. The findings in this study suggest that culture is important and, at times, it can be beneficial for the organizational culture to counter the dominant national cultural values.

Do social conflicts at work affect employees’ job satisfaction?

2018 ◽  
Vol 29 (2) ◽  
pp. 213-235 ◽  
Author(s):  
Alexandra Hagemeister ◽  
Judith Volmer
Keyword(s):  
Job Satisfaction ◽  
Hierarchical Linear Modeling ◽  
Organizational Context ◽  
Daily Basis ◽  
Social Conflicts ◽  
Linear Modeling ◽  
Negative Effects ◽  
Content Type ◽  
Personality Research ◽  
Work Affect

Purpose The purpose of this study is to examine social conflicts with co-workers (SCCWs) as a predictor of job satisfaction with co-workers (JSCWs) on a daily basis. Moreover, dispositional emotion regulation (ER) was suggested to moderate the within-person relationship between daily conflicts at work and JSCWs. Design/methodology/approach Ninety-eight employees from German civil service agencies completed surveys across five consecutive work days. Dispositional variables and controls were assessed in a general survey which was completed before the start of the daily surveys. Findings Hierarchical linear modeling showed that SCCWs at noon were significantly related to employees’ JSCWs in the evening and that dispositional ER moderated this relationship, indicating that people with high abilities of ER reported higher levels of job satisfaction with their co-workers than people with low abilities of ER after experiencing SCCWs. Originality/value The present study links conflict research with organizational and personality research. The findings broaden the understanding of social conflicts in an organizational context and further highlight ER as an important factor which can buffer the negative effects of workplace conflicts.

Sign in / Sign up

Export Citation Format

Share Document