{"title":"The linkage of “family” and “business”: the dual socialization growth path of successors——A multi-case analysis based on the adjustment and adaptation of familiness dynamic capability","authors":"Jiong Wu, Ziyu Zhou","doi":"10.1007/s10490-025-10045-1","DOIUrl":"10.1007/s10490-025-10045-1","url":null,"abstract":"<div><p>Exploring the possible succession resistance faced by successors has been a hot topic in family business research in recent years. However, the majority of extant studies predominantly concentrate on macro-level succession challenges, while insufficient scholarly attention has been devoted to examining the developmental trajectory of successors from a micro-level and dynamic perspective. This multi-case study of three family firms at distinct succession stages, employing grounded theory, reveals that successor socialization diversity influences the complexity of cross-generational growth patterns, moderated by familiness dynamic capabilities. Key findings reveal: (1) Successors experience dual socialization, incorporating both “family” and “business” dimensions. (2) Familiness is considered as a dynamic capability. The essence of dual socialization evolution is the iterative process of “identification-acquisition-recombination” of familiness dynamic capabilities. (3) The adjustment and adaption of familiness dynamic capabilities further shape the complexity of intergenerational growth. This study provides practical guidance for family firms to develop systematic succession plans. In addition, it provides novel theoretical insights for improving the success rate of succession and improving institutional safeguards in family firms.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1095 - 1126"},"PeriodicalIF":9.7,"publicationDate":"2025-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148750490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The dual-edged sword effect of team task-related faultlines on team creativity","authors":"Cunhu Xi, Xiaoqian Qu, Yingqin Zhang","doi":"10.1007/s10490-025-10046-0","DOIUrl":"10.1007/s10490-025-10046-0","url":null,"abstract":"<div><p>Using the categorization-elaboration model as a framework, we investigate how team task-related faultlines affect team creativity. The empirical results based on a sample of 58 teams indicate that team mastery motivational climate positively moderates the relationship between team task-related faultlines and knowledge share. Team performance motivational climate positively moderates the relationship between team task-related faultlines and knowledge hiding. Knowledge share is positively related to team creativity, whereas knowledge hiding is negatively related to team creativity. Knowledge share mediates the interaction effect of team task-related faultlines and team mastery motivational climate on team creativity. Knowledge hiding mediates the interaction effect of team task-related faultlines and team performance motivational climate on team creativity. This study is the first to integrate the perspectives of team motivational climates and team knowledge management processes, uncovering the underlying mechanism through which team task-related faultlines influence team creativity via dual mediation channels of knowledge share and knowledge hiding, under the moderating effects of team mastery and performance motivational climates. This research not only enriches the theoretical contributions in the domain of team task-related faultlines and team creativity but also offers significant practical insights for managing innovation in diverse teams.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1225 - 1247"},"PeriodicalIF":9.7,"publicationDate":"2025-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148752371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Making the debt paid off: the effect of work contact during family time on unethical pro-family behavior","authors":"Ken Cheng, Yifei Wang, Chenqi Cai","doi":"10.1007/s10490-025-10041-5","DOIUrl":"10.1007/s10490-025-10041-5","url":null,"abstract":"<div><p>Drawing on social exchange theory, we examined the impact of work contact during family time on unethical pro-family behavior. With two experiments and two survey studies, we found that the more work contact during family time employees experienced, the more unethical pro-family behavior they would conduct, and this effect was mediated by felt organizational indebtedness to family. Moreover, the effect of work contact during family time on felt organizational indebtedness to family and the indirect link between work contact during family time and unethical pro-family behavior through felt organizational indebtedness to family were stronger among employees with higher family centrality. These findings not only enrich the existing knowledge about the effects of work contact during family time and their boundary conditions, but also extend social exchange theory by shedding light on a particular case of multiparty exchange. Practical implications, limitations, and future directions are discussed.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1127 - 1159"},"PeriodicalIF":9.7,"publicationDate":"2025-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148751970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Navigating the balance: how congruence between authoritative and benevolent leadership enhances employee thriving via relational identification","authors":"Liqian Yang, Qian Zhang, Hao Gong, Qi Zhang","doi":"10.1007/s10490-025-10040-6","DOIUrl":"10.1007/s10490-025-10040-6","url":null,"abstract":"<div><p>Previous research has typically conceptualized leader authority and benevolence as dimensions of paternalistic leadership, combining the two in a composite measure of paternalistic leadership. This study expands the focus to the congruence between authoritative leadership (AL) and benevolent leadership (BL) and its impact on employee outcomes. Drawing on relational identification theory, we theorize that AL-BL congruence plays a critical role in shaping relational identification, which, in turn, promotes thriving at work. Using polynomial regression and response surface analysis with survey data from 336 employees in China, we find that higher AL-BL congruence strengthens relational identification, with congruence at high levels amplifying this effect more than at low levels. Further, relational identification mediates the positive relationship between AL-BL congruence and employee thriving. Our findings advance the paternalistic leadership literature by demonstrating that the congruence of AL and BL, not just their absolute levels, drives its effectiveness in fostering employee thriving. Practically, our results suggest that leaders should align authoritative and benevolent behaviors to cultivate stronger relational identification bonds and enhance employee thriving.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1045 - 1069"},"PeriodicalIF":9.7,"publicationDate":"2025-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148751974","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Weichieh Su, Hidetaka Aoki, Junichi Yamanoi, Eric W. K. Tsang
{"title":"Corporate misconduct in Japan: a view from comparative corporate governance","authors":"Weichieh Su, Hidetaka Aoki, Junichi Yamanoi, Eric W. K. Tsang","doi":"10.1007/s10490-025-10038-0","DOIUrl":"10.1007/s10490-025-10038-0","url":null,"abstract":"<div><p>This study investigates the factors affecting corporate misconduct by examining the transformation of corporate governance in Japan. We hypothesize that the traditional Japanese business system, which adheres to stakeholder logic, is less prone to misconduct, whereas the infusion of shareholder logic by foreign institutional investors increases the likelihood of corporate misconduct. We test our hypotheses using a sample of Japanese firms from 2009 to 2013. The results indicate that foreign ownership is positively associated with corporate misconduct. Furthermore, under stakeholder logic, long CEO tenure mitigates the effect of foreign ownership on misconduct while, under shareholder logic, stock options intensify this effect. This study highlights that incompatible corporate governance practices may have negative consequences for corporate behavior.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"843 - 867"},"PeriodicalIF":9.7,"publicationDate":"2025-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://link.springer.com/content/pdf/10.1007/s10490-025-10038-0.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148750786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yidong Tu, Yajun Fan, Shuoli Wang, Silu Chen, Wei He
{"title":"Bad supervisors destroy good practices: abusive supervision undermines the effect of socially responsible human resource management on employees’ volunteering","authors":"Yidong Tu, Yajun Fan, Shuoli Wang, Silu Chen, Wei He","doi":"10.1007/s10490-025-10034-4","DOIUrl":"10.1007/s10490-025-10034-4","url":null,"abstract":"<div><p>Socially responsible human resource management (SRHRM) is expected to benefit society, and this logic relies on the assumption that supervisors will execute this system well. However, supervisors who engage in abusive supervision undermine the effectiveness of HRM practices. Drawing on the affect theory of social exchange, we examine how abusive supervision moderates the relationship between SRHRM and employees’ positive/negative affect and the indirect effect of SRHRM on employees’ volunteering via employees’ affect. Through a field study (<i>n</i> = 256) and an experimental study (<i>n</i> = 383), we find that abusive supervision undermines the effectiveness of SRHRM in increasing positive affect and decreasing negative affect. Furthermore, SRHRM has an indirect effect on employees’ volunteering through increasing positive affect, while this pathway is weakened when abusive supervision is high. The theoretical and practical implications of this study are further discussed.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1071 - 1093"},"PeriodicalIF":9.7,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148752134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The influence of innovation performance deficit and CSR as a nonmarket strategy: The contingent role of competitive strategy","authors":"Xi Zhong, Ge Ren","doi":"10.1007/s10490-025-10033-5","DOIUrl":"10.1007/s10490-025-10033-5","url":null,"abstract":"<div><p>Previous studies implicitly assume that when firms’ innovation performance is lower than the average innovation performance of their peers (innovation performance deficit), their market competitiveness is reduced, and their survival is threatened. We challenge the implicit assumption in the prior literature that firms rely solely on market strategies to address innovation performance deficits and explore the impact of innovation performance deficits on corporate social responsibility (CSR), which is a typical nonmarket strategy. Combining the behavioral theory of the firm and the strategic CSR literature, we argue that an innovation performance deficit will motivate firms to enhance their CSR performance. CSR can serve as a strategic tool to help firms mitigate the leakage of valuable knowledge, gain better access to stakeholder insights, and thus address innovation performance deficits. Furthermore, we argue that the relationship between innovation performance deficit and CSR is likely nuanced and may vary according to the type of competitive strategy. A cost leadership (differentiation) strategy weakens (strengthens) the positive relationship between innovation performance deficit and firms’ CSR. We confirm our hypotheses by conducting empirical tests on China’s listed companies from 2010 to 2021.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 1","pages":"443 - 472"},"PeriodicalIF":5.8,"publicationDate":"2025-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147865803","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The implications of COVID-19 for employee health: the moderating roles of perceived government benevolence, leader empathy, and family centrality","authors":"Kong Zhou, Jia Hu","doi":"10.1007/s10490-025-10031-7","DOIUrl":"10.1007/s10490-025-10031-7","url":null,"abstract":"<div><p>This study examines the influences of the COVID-19 pandemic on employees’ health, seeking to uncover effective managerial practices that can help employees cope with this pandemic. Drawing on the stress-reactive rumination theory, we theorized that daily newly cured and confirmed COVID-19 cases influenced employees’ burnout and physical health via COVID-19 rumination. In addition, we theorized that perceived government benevolence, leader empathy, and family centrality modify these effects of the COVID-19 pandemic. Empirical results based on multiwave, daily diary data from 152 full-time employees across ten executive working days largely support our conceptual model. Specifically, daily newly cured COVID-19 cases are positively related to employees’ health (i.e., decreased burnout and improved physical health) via decreased COVID-19 rumination, and daily newly confirmed COVID-19 cases are negatively related to employees’ health (i.e., increased burnout and deteriorated physical health) via increased COVID-19 rumination. Furthermore, we found that daily newly cured COVID-19 cases were more negatively related to COVID-19 rumination when perceived government benevolence was higher, when leader empathy was higher, or when family centrality was higher. We discussed the theoretical and practical implications of these findings.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 2","pages":"1195 - 1223"},"PeriodicalIF":9.7,"publicationDate":"2025-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148752309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Haoding Wang, Haixiao Chen, Ji Tao, Youping Zhu, Lifang Gao
{"title":"Overwhelmed by expectations? Exploring the curvilinear effects of leaders’ creativity expectations?","authors":"Haoding Wang, Haixiao Chen, Ji Tao, Youping Zhu, Lifang Gao","doi":"10.1007/s10490-025-10037-1","DOIUrl":"10.1007/s10490-025-10037-1","url":null,"abstract":"<div><p>While mainstream research suggests that leaders’ creativity expectations can motivate employees’ creativity, some studies indicate that overly high expectations may induce substantial stress, with counterproductive effects. This observation suggests that the association between leaders’ expectations and employees’ creativity may not be simply positive and linear. Drawing on the conservation of resources theory, this study explores the nuanced relationship between leaders’ creativity expectations and employees’ creativity; we propose that this relationship exhibits an inverted U-shaped pattern and is mediated by employees’ emotional exhaustion. We argue that moderate expectations can energize employees and alleviate emotional exhaustion, fostering creativity. However, when expectations surpass a certain threshold, they create excessive stress, which increases employees’ emotional exhaustion and stifles creativity. We further posit that leaders’ objectification amplifies the curvature of this inverted U-shaped relationship. Utilizing data from a multi-wave, multi-source field study and a scenario-based experiment, we validate our model and offer valuable insights into the dynamic interplay between expectations and creativity. These results offer both theoretical contributions and practical implications for managing creativity in the workplace.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 1","pages":"207 - 238"},"PeriodicalIF":5.8,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147865663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A from-the-top view of strategic flexibility: a study of CEO social class, TMT regulatory focus, and environment uncertainty","authors":"Man Yang, Heng Liu, Hanqing Zhao, Joakim Wincent","doi":"10.1007/s10490-025-10036-2","DOIUrl":"10.1007/s10490-025-10036-2","url":null,"abstract":"<div><p>Strategic flexibility is the key to navigating turbulent and complex times, yet its managerial antecedents lack adequate examinations. With interest in testing an explanation from the ‘strategic fit’ paradigm, where the top management is the key, we develop a new theory integrating CEO, TMT, and environmental attributes. We propose that the CEO’s social class is an important contextual factor that influences the effects of TMT posture in terms of two types of regulatory focus on firm strategic flexibility, which is further contingent upon different environmental conditions. The empirical findings from two studies support the prominent role of CEO social class in the relationships between TMT promotion/prevention focus and firm strategic flexibility. Moreover, the moderation effects of CEO social class are stronger when the firm faces higher market or regulatory uncertainty, a typical situation faced by firms in the Asia Pacific. Our study highlights that the interaction of the CEO’s social status and the TMT’s regulatory focus is important to understand if and how firms are executing strategic flexibility in turbulent times.</p></div>","PeriodicalId":8474,"journal":{"name":"Asia Pacific Journal of Management","volume":"43 1","pages":"73 - 111"},"PeriodicalIF":5.8,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147865807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}