Journal of Management & Organization最新文献

{"title":"Social enterprise to social value chain: Indigenous entrepreneurship transforming the native food industry in Australia","authors":"Danielle Logue, Alexandra Pitsis, S. Pearce, J. Chelliah","doi":"10.1017/jmo.2017.24","DOIUrl":"https://doi.org/10.1017/jmo.2017.24","url":null,"abstract":"Abstract Sharon Winsor was not intent on becoming one of Australia’s leading female Indigenous entrepreneurs, it was rather unexpected. In seeking to escape from an abusive relationship and provide for her family, she turned to her knowledge of native foods and love of ‘wild harvesting’ from her childhood, to develop a thriving business. Her traditional knowledge of harvesting native foods has now led to the creation of products such as lemon myrtle sweet chilli sauce, Davidson plum syrup and cosmetics using ingredients such as Kakadu plum, emu oil, lemon myrtle and wild berry. Sharon now finds herself in a position where increased opportunities for international expansion are demanding increased volume and scale from her rural operations, where she works with Indigenous communities. She faces three key challenges about the future of Indigiearth: 1. How can Indigiearth achieve scale while maintaining profitability and social mission?2. How can Indigiearth protect its competitive advantage in the face of increased local agricultural competition, as Indigenous crops increase in value?3. How can traditional knowledge be both shared and protected for community development (jobs and wealth creation) and for future generations? The New Year is close and Sharon already has received large orders coming in from Europe and there is much interest from China and Japan. These decisions will determine how Indigiearth is structured, with whom it needs to partner to develop the Indigenous food industry, and how it will need to work with stakeholders on the issue of traditional knowledge while meeting the growing needs of the company. Sharon has a passion for her native products and wants to preserve the knowledge and respect that goes into her products – the dilemmas she is facing are putting her under immense pressure. She may choose to expand while maintaining the integrity of her business – but how can this be done?","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125925317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Associate editor reflections on the Progress in and Future of strategic management research in Journal of Management & Organization","authors":"T. O'Shannassy","doi":"10.1017/jmo.2017.31","DOIUrl":"https://doi.org/10.1017/jmo.2017.31","url":null,"abstract":"In my previous editorial (O’Shannassy, 2015), I highlighted the important role strategic management research and the work of strategy practitioners plays in improving the performance of organizations to the satisfaction of shareholders and stakeholders, the practice of strategy work, the well-being of society and our quality of life. Review of recent media articles (e.g., Gottliebsen, 2017; Rogers, 2017; Stuart Hunter, 2017) highlights the importance of effective strategic management for the well-being of the global financial system, effective management of the healthcare sector including the health insurance sector for all countries, the practice of innovation, the evolution of technology (Rogers, 2017) and sustainability (O’Shannassy, 2015). Hambrick (2004: 91) observes that the focus of the field of strategic management is to ‘study the roles and responsibilities of general managers’ and avoid being taken over by ‘microeconomics, organizational sociology, marketing and psychology’. The term general managers has been interpreted broadly by the field of research since the late 1970s. Mintzberg (1994) made a strong point that strategic management performed effectively is much more than about the work of the chief executive officer on his or her own managing the strategy context, processes and content. There has been since the 1980s an increasing appreciation of the strategy work of top managers inspiring and working with internal and at times external strategists (i.e., management consultants), and middle-line managers to achieve better strategic thinking and innovation outcomes (Mintzberg, 1994; Tushman & O’Reilly, 1997). These strategy workers are required to work together to efficiently harness organization resources deployed at the network-level, corporate-level, business-level and functional-level in human resources, marketing, finance, information technology and operations for the firm to succeed. How strategy workers do this varies from firm to firm and industry to industry (Hart, 1992; O’Shannassy & Hunter, 2009). This is what we study. Strategic management plays a crucial role in big business, the small and medium-size enterprise (SME) sector, the private sector, the public sector and the not-for-profit sector. Strategic management is equally vital to the performance and success of the big business executive, the SME general manager, the new venture entrepreneur and the not-for-profit general manager to provide a contrast of the influence of the field and where it is applied. Firm size does have an important impact on the strategic choices made by the general manager – see Merchant (2014) for a wider discussion. If we as a community of academics deliver quality, relevant and useful research findings and then disseminate these findings with impact across the community, our work can inform the future work of general managers and improve outcomes for their constituents including shareholders, employees, customers and the wider community. Th","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125478198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership and innovation: The moderator role of organization support for innovative behaviors","authors":"Mozhdeh Mokhber, Wan Khairuzzaman, A. Vakilbashi","doi":"10.1017/jmo.2017.26","DOIUrl":"https://doi.org/10.1017/jmo.2017.26","url":null,"abstract":"Abstract This study aims to advance the understanding of direct and moderated effect of transformational leadership on organizational innovation. A new framework is proposed in this research to identify the moderating effect of organization support for idea generating, risk taking and decision-making on the relationship between transformational leadership and organizational innovation. A sample of 63 companies from top 100 Iranian companies participated in this research. The results of this study supported the expected positive relationship between transformational leadership and organizational innovation. Besides, two of the predicted moderating effects were supported in this research. The results suggest that transformational leaders might not only promote innovative activity within the organization but also ensure the market success of the innovations.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126247223","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Meaningful engagement: Impacts of a ‘calling’ work orientation and perceived leadership support","authors":"Robert W. Kolodinsky, William J. Ritchie, Wayne A. Kuna","doi":"10.1017/jmo.2017.19","DOIUrl":"https://doi.org/10.1017/jmo.2017.19","url":null,"abstract":"Abstract Given its positive relationship with valued organizational outcomes, worker-related engagement has become a prominent issue for practitioners and for scholars. While recent research has begun to validate various engagement antecedents and outcomes, little is known about the effects that work orientation and supportive leadership have on engagement, particularly among millennial workers, the soon to be dominant generational work group globally. To explore these gaps, we studied a particular form of work orientation – those indicating having a ‘calling’ – along with perceptions of how supportive leadership is for study subjects’ current work. Specifically, we posited positive worker engagement relationships for both worker calling and perceptions of leadership support, as well as for their interaction. Drawing upon a United States-based sample of 297 millennial workers, we found a positive relationship for each hypothesis. This study contributes to the expanding literature on the value of understanding how work orientation and leadership perceptions impact important organizational outcomes.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115574850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Yealands Wine Group Holdings Limited: A case study 1","authors":"K. Pavlovich, H. Connolly, Jenny Gibb, Eva Collins","doi":"10.1017/jmo.2017.11","DOIUrl":"https://doi.org/10.1017/jmo.2017.11","url":null,"abstract":"Abstract Yealands Wine Group Holdings Limited has an exciting future and Peter Yealands (founder) and Jason Judkins (CEO) were celebrating. They felt that Yealands was in a strong position going forward and the new partnership with Marlborough Lines offered exciting future possibilities. However, they knew that the company faced many strategic issues that needed to be addressed. They also wanted to ensure that they were able to achieve their growth plans by 2020: lifting sales from 1 to 2 million cases a year, wine processing capacity from 20,000 tonnes to 30,000 tonnes and turnover from $100 million to $150 million. To meet their intended projections, what direction should they grow in? And how?","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"3 16","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131838839","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Capitalism as discourse: How can strategic management scholars contribute new insights and refocus debate?","authors":"A. Zubac","doi":"10.1017/jmo.2017.15","DOIUrl":"https://doi.org/10.1017/jmo.2017.15","url":null,"abstract":"Abstract Surprisingly, the strategic management literature has had little to say of an explicit nature on the topic of capitalism. However, the discourse on capitalism is vast in economics and many would say the writings of some economists on the topic of capitalism have been inordinately influential. Bearing this in mind, the differences between three world renowned economists on the topic of capitalism are examined with the intention of identifying where scope exists for strategic management to contribute to the discourse on capitalism. The paper concludes that strategic management is well placed to develop its own organization-centric discourse on the subject.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124620267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the role of psychology in management research and finding both depth and breadth","authors":"T. McKeown","doi":"10.1017/jmo.2017.16","DOIUrl":"https://doi.org/10.1017/jmo.2017.16","url":null,"abstract":"An understanding of the role of psychology as the study of behaviour and mental processes, has become so much a part and parcel of everyday management that is can be easy to forget just how multifaceted a discipline it is. This 3rd edition of Journal of Management & Organization for 2017 specifically examines some of this depth and breadth through nine papers, which each contribute a distinct view as to the direct link between human behaviour and organizational processes, operations and outcomes. While covering an enormous diversity and richness, the central theme of each of these contributions is that successful management lies in focussing on the human element, not on the work. Jam, Donia, Raja, and Ling start us on this endeavour with a time-lagged study into perceived organizational politics and overall satisfaction on job stress, interpersonal conflict, job performance and creativity. Perhaps not surprisingly to some, the findings show that levels of workplace politics positively influence job stress – with highly satisfied individuals demonstrating higher levels of creativity and job performance. Before practitioners get too excited and rush off to increase the levels of workplace politicking, it is worth mentioning that the paper also suggests that even highly satisfied individuals engage in interpersonal conflict and experience high stress when workplace politics is high! The need to adopt an approach which is embedded within individual context is well known in psychology and, as our second paper shows, just as important in guiding organizational strategy. Karatepe and Olugbade’s article uses career construction theory to examine whether career adaptability mediates the effect of work social support on career satisfaction and turnover intentions. While the results do suggest that work social support boosts career adaptability and career satisfaction, while it mitigates turnover intentions, the article also suggests that career adaptability triggers turnover intentions (read the paper to find out the authors thoughts as to why!). The fact that people do not always behave as expected is taken a step further with the paper by Ismail and Gali which takes us into an exploration of the relationship between performance appraisal satisfaction, job stress and work–family conflict. The findings reveal that job stress fully mediates the relationship between performance appraisal satisfaction and work–family conflict. The links made in this study makes between performance appraisal satisfaction and employees’ psychological responses extend beyond the workplace to acknowledge the important role nonwork life plays for most of us. Our fourth article returns us to the world of work while retaining the focus on how we deal with the negative. Here, Bouckenooghe, Raja, Butt, Abbas, and Bilgrami explore the relationships of negative affectivity with both job performance and turnover intentions. Testing the conventional wisdom that negative affectivity is det","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122552293","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impact of inclusive leadership on innovative work behavior: The role of psychological safety – CORRIGENDUM","authors":"Basharat Javed, Sayyed Muhammad Mehdi Raza Naqvi, A. Khan, Surendra Arjoon, Hafiz Habib Tayyeb","doi":"10.1017/JMO.2017.17","DOIUrl":"https://doi.org/10.1017/JMO.2017.17","url":null,"abstract":"The following errors have been noted in the above mentioned article: The affiliations of the authors were listed incorrectly in the above publication. The correct affiliations are provided below: BASHARAT JAVED,* SAYYEDMUHAMMADMEHDI RAZA NAQVI,* ABDUL KARIM KHAN,** SURENDRA ARJOON and HAFIZ HABIB TAYYEB * * Department of Management and Social Sciences, Capital University of Science and Technology, Islamabad, Pakistan ** College of Business & Economics, United Arab Emirates University, Abu Dhabi, United Arab Emirates § The University of the West Indies, St Augustine Campus, Trinidad and Tobago In the abstract, on line four, the ‘a’ should be omitted from the sentence beginning ‘Our findings suggest that inclusive leadership is a positively related’; And should read; Our findings suggest that inclusive leadership is positively related with innovative work behavior, and psychological safety mediates the effect of inclusive leadership on innovative work behavior.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127420637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"To be philanthropic when being international: Evidence from Chinese family firms","authors":"Xing-qiang Du, Quan Zeng, Yingying Chang","doi":"10.1017/jmo.2017.9","DOIUrl":"https://doi.org/10.1017/jmo.2017.9","url":null,"abstract":"Abstract This study examines the influence of internationalization on corporate philanthropy, and further investigates the moderating effect of political participation of CEO (Chief Executive Officer). Using a sample of Chinese family firms and hand-collected data on corporate philanthropy, internationalization, and CEO’s political participation, our findings show that internationalization is significantly positively associated with corporate philanthropy, suggesting that internationalization plays an important role in promoting corporate philanthropy because of the mounting interaction of corporate philanthropic consciousness among multinational companies. In addition, CEO’s political participation reinforces the positive association between internationalization and corporate philanthropy. Above findings are robust to a variety of sensitivity tests and further our conclusions are still valid after controlling for the endogeneity between internationalization and corporate philanthropy.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134522944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A within-country study of leadership perceptions and outcomes across native and immigrant employees: Questioning the universality of transformational leadership","authors":"Ann-Louise Holten, Anne Bøllingtoft, I. G. Carneiro, V. Borg","doi":"10.1017/jmo.2017.2","DOIUrl":"https://doi.org/10.1017/jmo.2017.2","url":null,"abstract":"Abstract This study investigates the universality of transformational leadership with respect to employee perceptions and three outcomes: job satisfaction, self-rated health, and well-being. We do so among employees of different national and cultural backgrounds, yet within a shared national and sectorial setting. Our study has a repeated measures design based on survey data from 2,947 employees (2,836 natives Danes and 111 immigrants) in the Danish elder care sector. While we find no difference between native Danes and immigrants in their perception of transformational leadership, we find that transformational leadership is not a universal predictor of outcomes. Although transformational leadership predicts change in none of the outcomes for immigrants, it does predict change in job satisfaction and well-being for native Danes. Based on our findings, we suggest applying a combination of universalistic and contingency paradigms when leading composite employee groups.","PeriodicalId":379470,"journal":{"name":"Journal of Management & Organization","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127090555","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}