Drawing on job-demands resources and self-consistency theories, this study investigates individual and contextual factors influencing managers’ intrapreneurial intention (INI). We focus on the role of personal resources (organization-based self-esteem and proactivity) related to INI. Further, we analyze job resources (top management support and role clarity) shaping INI, and their interaction with proactivity. Our data comprises 193 Kosovan managers employed in companies varying in size and industry. The results show that organization-based self-esteem and proactivity are positively related to INI. Additionally, proactivity serves as the underlying mechanism, mediating organization-based self-esteem-INI relationship. Furthermore, job resources – top management support and role clarity – strengthen the likelihood of INI among proactive employees, suggesting a moderated mediation model.

By jointly examining individual and contextual antecedents of INI, this study contributes to the debate of who the intrapreneur is and what nurtures his/her inclinations. Furthermore, this is among the few studies to examine INI using a managerial sample and in an emerging economy context.

We examine the relationship between high-performance work system (HPWS) and job satisfaction, drawing on the ‘too much of a good thing’ theory, to establish whether a non-linear relationship can explain conflicts in previous findings. Moreover, we extend the study by exploring the mediating role of work overload and the moderating role of person–organization fit (P–O fit). Based on a cross-sectional data set of 220 employees and a longitudinal data set of 373 employees from organizations in China, the empirical findings show an inverted U-shaped relationship between HPWS and job satisfaction. Results also indicate that the relationship between HPWS and job satisfaction is fully mediated by work overload, and that P–O fit negatively moderates HPWS-work overload and HPWS-job satisfaction relationships. These results shed new light on how HPWS impacts employee outcomes and practical implications for managers are discussed.

The focus of job satisfaction literature remains on the subordinate even though supervisors are responsible for evaluating employee performance, determining employee pay, raises, promotions, growth opportunities, etc., all of which impact employees’ subsequent performance that contributes (or not) to organizational success. Using a psychological contracts lens, we develop and test theoretical arguments predicting supervisors’ response to contributions is not uniformly positive depending on the type and amount of contribution involved. Across two studies, we ask supervisors to evaluate subordinates’ delivered contributions relative to promised contributions. Our results challenge the assumption that supervisors always desire larger amounts of work from their subordinates; excess contributions were associated with lower supervisors’ satisfaction with subordinates for some types of contributions. The results imply that subordinates’ contributions of work to supervisors may influence supervisors’ satisfaction with subordinates perhaps affecting their performance reviews and career opportunities.

The paper examines the relationship between CEO career horizon and strategic novelty under boundary conditions of CEOs’ temporal focus for firms in one of the emerging markets. Upper echelons theory predicts that CEOs’ risk aggressiveness decreases with diminishing career horizons. Therefore, CEOs nearing retirement are less likely to make novel strategic investments. We assert that CEOs’ career horizon influences strategic outcomes, especially risk aggressive strategic novelty outcomes contingent on the CEOs’ temporal perspective, i.e., past and future temporal focus. We test the hypotheses using archival data from 285 listed firms in India. The findings support the hypotheses by showing that CEOs’ carrier horizon positively influences strategic dynamism and distinctiveness, the two dimensions of strategic novelty. The results also suggest that past temporal focus enhances the negative influence of decreasing CEOs’ career horizons on strategic dynamism and distinctiveness. Future temporal focus, on the contrary, diminishes the negative influence of decreasing CEOs’ career horizons on strategic dynamism and distinctiveness. The findings contribute to understanding the joint role of the time static trait of CEOs, i.e., temporal focus, and time-varying trait, i.e., career horizon on strategic novelty.

This article contributes to the knowledge about diversity and inclusion by including a discussion of corporate social responsibility, communication strategies, social capital, and social identity. This article also includes archival data as use cases to demonstrate how two companies are implementing diversity and inclusion practices. I further discuss how the companies' current practices are aligned with human resource components including recruitment and selection; training and development; and compensation and rewards. I conclude by making recommendations to assist companies in building a culture of diversity and inclusion noting a multilevel approach including senior leaders, managers, and underrepresented groups.

The attention-based view contends that executives possess limited attentional capabilities that must be carefully allocated across different strategic issues. Although many scholars contend that narrow strategic attention breadth leads to better performance, others argue that broad strategic attention breadth may be more beneficial due to better opportunity scanning. We posit that the relationship between strategic attention breadth and performance will be inverted U-shaped, where strategic attention breadth is positively related to firm performance up to an optimal point, after which firms will see declining benefits due to executive cognitive overload. Furthermore, we propose that executives’ assessment of strategic opportunities will be influenced by the firm’s corporate social responsibility perspective, as the firm’s environmental and ethical commitment may mitigate executive blind spots and enhance opportunity selection. We support our hypotheses with multiple measures of firm performance and a content analysis of annual reports corresponding to a 5-year longitudinal sample of 2,245 S&P 500 firms.

Former refugee women’s entrepreneurial journeys are embedded in social, cultural, and legal environments in their home, transition, and host countries. Their multiple context embeddedness creates contradictions and identity issues. Thus, women adopt behaviours that make them visible or invisible simultaneously when navigating these contradictions. Using intersectionality and translocational positionality lenses, this study explored this phenomenon. We collected narrative data using semi-structured interviews from refugee women resettled in New Zealand. The findings illustrate that multi-country social processes, that is, ‘translocational’ experiences, create (in)visibility paradoxes for women entrepreneurs. Women dynamically create visibility for themselves through reliance on or defiance of ethnic, cultural or refugee identities in their ventures and by creating a business identity aligning with the host country’s values. In contrast, cultural conformity and playing a role behind the ‘shopfront’ make women invisible. This study synthesises these paradoxical entrepreneurial strategies, develops a conceptual framework and contributes to women’s entrepreneurial identity studies.

Management scholarship targeted at addressing grand societal problems such as national wellbeing is very few and remains highly fragmented. Hence, this study examines macro talent management (MTM) on national wellbeing and the moderating role of natural resource endowment (NRE). It applies dynamic system generalised method of moments estimator to longitudinal data from 78 developing countries. The results show that MTM can improve subjective and economic national wellbeing. Also, NRE positively moderates the relationship between MTM and national wellbeing facets. Besides, convergence in both subjective and economic national wellbeing is possible, driven significantly by MTM but with heterogeneous regional paths. This study contributes to talent management and wellbeing theories at the macro-level, and further demonstrates that countries can achieve national wellbeing synergies because of MTM practices. Moreover, it incorporates NRE as a macro-level boundary condition into the human capital theory to demonstrate that NRE complements MTM to accelerate national wellbeing facets.

The study determined whether psychological empowerment and work–life balance jointly mediate between transformational leadership and in-role performance of employees in Nigerian not-for-profit (NFP) universities using data collected through a 360-degree performance review of employees. Data were collected from the employees, their supervisors, colleagues, and customers. A sample of 360 comprising 36 faculty finance officers (the employees), 36 assistant faculty finance officers (colleagues), 36 deans of faculties (supervisors), 36 finance supervisors (supervisors), 108 undergraduate and 108 postgraduate students (customers) from Nigerian universities were surveyed using Multifactor Leadership Questionnaire, employees' in-role performance questionnaire, four dimensions of psychological empowerment questionnaire, and work–life balance questionnaire. The reliabilities of the questionnaires were estimated using Cronbach's α technique. Data collected were analyzed using descriptive statistics and correlations at the preliminary level, while three separate Hierarchical Multiple Regression and 5000 re-samples BC bootstrapping method on PROCESS macro were used to test the hypotheses to determine the total, direct, and indirect effects of the study variables. The study established that psychological empowerment and work–life balance jointly and significantly mediated the high relationship between transformational leadership and the in-role performance of the faculty finance officers. The implications for researchers and organizational practitioners, limitations, and suggestions for future research were discussed.

Work stress and employee wellbeing have gained heightened attention since the COVID-19 pandemic. Until now, organizations have primarily sought to conceptualize these variables as an individual-level phenomenon; thereby neglecting the potential influence of social dynamics within the workplace. Drawing on conservation of resources and emotional contagion theories, this study examines the extent to which team-level emotional contagion moderates the impact of stress on wellbeing, factoring in multilevel effects. Data from 237 professional services employees nested within 41 teams was analyzed. The results show support for emotional contagion as a team-level moderator between individual-level work stress and employee wellbeing. The role of organizational resources in shaping stress and wellbeing outcomes was also significant. This study underscores the significance of team dynamics and organizational resources in shaping employee wellbeing. Well-targeted, stress alleviation, and team-contagion enhancing initiatives will have a more positive impact on wellbeing, than individually targeted stress alleviation initiatives in isolation.

Based on self-determination theory, this research relied on person-centered analyses to show how the distinct components of psychological need states combine to produce distinct profiles. We also explored contemporarily antecedents (perceptions of the organization’s environmental corporate social responsibility and negative moral emotions related to the organization’s environmental (ir)responsibility) and organizational outcomes (affective organizational commitment, turnover intentions, and cyberslacking). Questionnaire surveys were completed by 525 French employees. Four profiles characterized by configurations of psychological need states were identified and showed well-differentiated patterns. Negative moral emotions predicted membership in the most detrimental need states profiles while corporate social responsibility perceptions did not. As expected, we found opposite patterns of associations between profile membership and affective organizational commitment and turnover intentions, while the highest levels of cyberslacking were found in the most positive need states profiles. The results add to person-centered research and emphasize the importance of psychological experiences in the workplace and organizational outcomes.

Drawing on social resources theory and social exchange theory, we propose that two forms of employee proactive behaviors, namely voice and taking charge, influence a leader’s perception of their employees and hence affect the interpersonal relationships within the dyad. We introduce an expanded construct, termed as the leader perceived constructiveness, as a mediating mechanism that links the effects. We further propose two conditional factors that also govern the effects. Pairwise data collected from Taiwanese employees and supervisors in two separate studies provide support for the theorized hypotheses and confirm that the indirect relationship between employees’ proactive behaviors and leader–member exchange (LMX) is augmented by their past performance. Our study advances the literature by adopting a more follower-centered framework. Moreover, by demonstrating how and when employee-initiated behaviors affect upwardly and improve the dyad outcome, we also contribute to the LMX literature and provide useful insights for managerial practice.

This article advances research at the intersection of macro talent management (TM) and the career capital of expatriates. It does so by reporting the findings of a qualitative study of self-initiated expatriates’ strategies of engaging the practices of a city-level TM institution to facilitate career capital formation. Strategies of engaging city-level practices of TM have diverse, at times paradoxical implications. Self-initiated expatriates employ strategies of engaging institutional practices to (1) support global career mobility without considerable adjustment, (2) develop local networks and careers in the host country, and (3) even actively escaping an expanding sphere of international institutions. The article explains how dynamics of career capital formation occur as (un)anticipated consequences of being exposed to institutional logics of adopted TM practices. Corporate and market-oriented logics of TM realized in an international city institution ambiguously combined with community logics, for some self-initiated expatriates resembling those of traditional expatriate institutions.

Do perceptions of work conditions prompt employees to adopt entrepreneurial behaviors? Does well-being play a role in this relationship? This paper proposes an integrated model of the associations between perceptions of work conditions (job resources and job demands) and the dimensions of entrepreneurial behaviors (innovative behavior, proactive behavior, and risk-taking behavior). Following the job demands-resources model, we also explore whether employees' well-being (work engagement and emotional exhaustion) mediates the association between work conditions and employees' behavior. Survey data of 257 R&D employees from the chemical sector in Spain were analyzed. The research concludes that different work conditions correlate with the dimensions of entrepreneurial behavior of employees (EBE) in different ways. Job demands are associated with innovative work behavior. Feelings of engagement are related to the dimensions of EBE and play a mediating role between job resources and EBE. Moreover, feelings of exhaustion and risk-taking behavior are connected.

In this study, we integrate work–family enrichment and upper echelons theories to examine how and when chief executive officers’ (CEOs’) family experiences impact their firms’ performance. We argue that CEO family harmony has an indirect effect on their firms’ product innovation performance through top management team (TMT) behavioral integration. Additionally, we propose that CEO founder status strengthens the effects of CEO family harmony. Our analysis of data from 101 CEOs and 458 TMT members in various high-tech industries in China indicates that the positive relationship between CEO family harmony and firms’ product innovation performance is mediated by TMT behavioral integration. Moreover, CEO founder status increases the direct effect of CEO family harmony on TMT behavioral integration and its indirect effect on firms’ product innovation performance through TMT behavioral integration. These findings have theoretical and practical implications and provide new research directions in the study of CEO family–work spillover and CEO–TMT interfaces.

While employees actively seek out workplaces that offer meaningful work experiences, the concept of meaningful work remains notably underexplored within the turnover literature. The present study addresses this gap by examining the role of work meaningfulness among knowledge workers and its direct and indirect effects on turnover intentions and job satisfaction through the lens of self-determination theory. Our findings show significant effects on turnover intentions and job satisfaction, with work meaningfulness emerging as a stronger predictor of job satisfaction, while still contributing to reducing turnover intentions. Most extant literature focuses on sources and ways to enhance work meaningfulness. We contribute to more recent research on its relationship with its outcomes especially the link with turnover intentions, offering insight into a relationship that has produced few, but conflicting,results.

The innovation value of open government data (OGD) drives firms to the participation in OGD-driven innovation. However, to fully excavate the innovation value of OGD for firms, it is essential to explore the factors and mechanisms that affect OGD-driven innovation capacity. On the basis of the technology–organization–environment (TOE) framework, a theoretical model affecting OGD-driven innovation capacity is proposed for analysis by partial least squares structural equation modeling with 236 sample data from China. The results indicate that top leaders’ support positively impacts on OGD-driven innovation capacity in firms. And we also prove that technical competence, organizational arrangement, and innovation support partially mediate the relationship between top leaders’ support and OGD-driven innovation capacity on the basis of the TOE framework. Consequently, the findings provide new research perspectives and practical guidance for promoting OGD-driven innovation capacity in firms.

The effectiveness of entrepreneurial leadership (EL) at different levels has been widely recognized by scholars who have carried out substantial exploration; however, the empirical studies on the effectiveness of EL are scattered and their results are mixed. This study aims to organize these findings, advance knowledge about the multilevel effectiveness of EL and clarify the heterogeneity in the relationship between EL and effectiveness outcomes. Based on a systematic review of the extant literature and the construction of an integrated framework, this study examines the influence of EL on effectiveness outcomes at multiple levels and the moderators of this relationship through meta-analysis of 35 empirical studies including 35 independent samples. The results show that EL can improve effectiveness outcomes at different levels of organization, team and individual; cultural context obviously moderates this relationship, whereas the moderating effects of enterprise type and EL measure are all not significant. This study helps to determine the specific association of EL with effectiveness outcomes at different levels, and identify important factors influencing this relationship, which broadens the understanding of leadership effectiveness and provides certain value for enterprises to give full play to the role of EL at all levels.

This research uses signaling theory to combine the perspective of investment results with existing venture capital (VC) standards and reexamines the factors that influence the attractiveness of innovative internet tech startups to VC from the perspective of equal opportunity startups. Taking the financing status of 310 startups in China's sharing economy as an example and using regression analysis, we empirically test the influence of entrepreneur and firm characteristics on attracting VC. Our results show that among founder characteristics, the entrepreneur's entrepreneurial experience alone is insufficient to attract VC. Industrial experience and political background have a positive influence on attracting VC. Among firm characteristics, market-entry order and business group (BG) affiliation positively influence attracting VC. This is a new and relevant discovery. In the Chinese market, investors are more inclined to provide financial support to entrepreneurs or startups that have already gained legitimacy from the government or business groups.