Moderating Effect Of Power Distance Research Articles

Network power and firm innovation: the moderating roles of power distance and procedural justice

PurposeThis study aims to investigate the influence of network power on exploratory and exploitative innovation and examines the moderating effects of power distance and procedural justice on these untested relationships.Design/methodology/approachThis study uses survey data collected from firms in China and explores the influential mechanisms of network power, power distance and procedural justice in firm innovation.FindingsThis study empirically shows that network power has an inverted U-shaped effect on exploratory and exploitative innovation. Power distance weakens the effect of network power on exploratory and exploitative innovation, and procedural justice enhances the effect of network power on exploratory and exploitative innovation.Research limitations/implicationsThis study extends resource dependence theory and contributes to the literature on innovation management. Future studies should use different collection channels or research methods to provide more evidence for model promotion. In addition, the dynamic power game among network members and the roles of other mediators or moderators warrant further consideration.Practical implicationsManagers should exercise power strategies properly and ensure that their innovation income exceeds expenditures. Managers need to pay serious attention to power distance and procedural justice in the network and formulate suitable cooperation strategies based on actual conditions.Originality/valueThis study applies the resource dependence theory to investigate the influence of network power on exploratory and exploitative innovation. In addition, the moderating roles of power distance and procedural justice in the above relationships, which have rarely been discussed in previous studies, were tested.

Linking servant leadership to followers' thriving at work: self-determination theory perspective.

Previous studies have confirmed that servant leadership has a positive impact on thriving at work, however, the psychological mechanism in this process has not been fully understood. Based on Self-Determination Theory, this study examines the mediating effect of basic psychological needs and the moderating effect of power distance on the relationship between servant leadership and followers' thriving at work. The results from the between-subject experimental design (Study 1) indicate that servant leadership can satisfy followers' three basic psychological needs. And the results from a questionnaire survey of 455 civil servants at two-time points (Study 2) indicate: (1) Servant leadership has a significantly positive impact on followers' thriving at work; (2) All three basic psychological needs satisfaction serve as a mediator in the relationship between servant leadership and followers' thriving at work; (3) Power distance negatively moderates the relationship between servant leadership and the satisfaction of three basic psychological needs, meaning that the lower on the power distance, the stronger the positive relationship between servant leadership and the satisfaction of three basic psychological needs; (4) Power distance negatively moderates the mediating effects of competence needs satisfaction and relatedness needs satisfaction in the relationship between servant leadership and followers' thriving at work, indicating that the lower on the power distance, the stronger the mediating effects. Our findings highlight the important role of servant leadership in fostering followers' thriving at work and explore the critical role of basic psychological needs satisfaction. This provides empirical evidence to further refine theories regarding thriving at work, and suggests that in order to promote employee thriving, it is important to guide leaders to reevaluating and repositioning their roles.

Impact of supervisor phubbing on workplace incivility and workplace presenteeism: mediation and moderation effect of self-esteem and power distance

PurposeSupervisor phubbing is an increasingly common behavior depicted by supervisors despite the significance of supervisor–subordinate interactions. This study explores the impact of this behavior on workplace incivility and workplace presenteeism and analyzes the mediating role of self-esteem and the moderating role of power distance.Design/methodology/approachData were collected from employees belonging to IT sector. The research was cross-sectional in nature and the data were collected using a structured questionnaire.FindingsThe findings indicate a significant impact of supervisor phubbing on self-esteem, workplace incivility and workplace presenteeism. Additionally, results reveal the mediating role of self-esteem between supervisor phubbing and workplace presenteeism. However, the moderating effect of power distance on the relationship between supervisor phubbing and self-esteem was not supported.Originality/valueThe research contributes to the existing literature and theory, especially in the area of supervisor phubbing and communications management. The study suggests a need for comprehensive approach that involves both organizational policies and individual behavior change.

How Daily Job Insecurity Links to Next-Day Ingratiation: The Roles of Emotional Exhaustion and Power Distance Orientation.

Numerous empirical studies consistently support the detrimental impact of job insecurity (JI) on employees. However, a new perspective suggests that individuals perceiving JI may proactively take measures to protect their positions. Drawing from the conservation of resources theory, this study argues that perceived resource loss due to JI motivates employees to engage in ingratiating behaviors for expanding their social capital. Additionally, this study empirically establishes the mediating role of emotional exhaustion and the moderating effect of power distance. A daily diary design was used to examine the relationship between daily JI and next-day ingratiation. Our analyses of data collected from 134 full-time employees across 10 consecutive working days using multi-level model. Our results showed that daily JI was found to affect next-day ingratiation (γ = 0.14, p < 0.01), and this relationship was mediated by emotional exhaustion (indirect effect = 0.07, p < 0.05, 95% CI [0.01, 0.13]). Power distance moderated the relationship between emotional exhaustion and ingratiation (γ = 0.25, p < 0.001), and further moderated the indirect effect of JI on ingratiation via emotional exhaustion. Our study has revealed that JI serves as a catalyst for employees to engage in resource creation behavior, thereby contributing to a deeper understanding of the implications of JI as an independent variable for both scholars and businesses.

Perspective taking and public acceptance of nuclear energy: Mediation of trust in government and moderation of cultural values

Given the increasing severity of global climate change, many countries such as China adopt nuclear energy as a priority strategy in energy policy because of its advantages of low carbon emissions and high electricity generation efficiency. However, public acceptance of nuclear energy (PANE) is a key factor that the government should to consider in making nuclear energy policy. Hence, understanding how to improve PANE is important. Based on the motivated information processing theory, this study explored the influence of perspective taking (PT) on PANE via competence-based and integrity-based trust in government, along with the moderating effects of power distance and uncertainty avoidance. The findings, based on 1,052 valid Chinese samples collected by an online questionnaire survey, indicated that PT was positively related to PANE. Competence-based and integrity-based trust in government mediated the effect of PT on PANE. Moreover, the results demonstrated power distance strengthens whereas uncertainty avoidance weakens the positive effect of PT on competence-based and integrity-based trust in government. These findings have important theoretical and practical implications for understanding the formation of PANE from perspective of public motivational factor related to information processing (i.e., PT), trust in government, and culture values.

Jokes and quarrels: a cross-cultural investigation of humor and conflict transformation in groups

Purpose This study aims to investigate the relationship between different styles of humorous communication (i.e. controlling and liberating) and conflict transformation in groups, in particular the transformation of task and process conflicts into relationship conflict. This study also examines the extent to which power distance moderates the association between controlling humor and relationship conflict. Design/methodology/approach The authors collected data using a survey from 536 participants from two different countries varying in power distance (Romania and The Netherlands) working in groups in organizations from various sectors. Findings Supporting the hypotheses presented in this study, multi-level data analyses showed that liberating humor has a positive association with task conflict, while controlling humor has a positive association with both process and relationship conflict. Moreover, task and process conflict mediate the relationship between liberating and controlling humor (predictors) and relationship conflict (outcome). The hypothesis regarding the moderating effect of power distance was not fully supported by the data. Originality/value To the best of the authors’ knowledge, this study is the first to explore the multilevel interplay of humor and intragroup conflict in cross-cultural settings and shows how various types of humor can shape the emergence of conflict and its transformation.

The moderating effects of power distance on corporate social responsibility and multinational enterprises performance

The moderating effects of power distance on corporate social responsibility and multinational enterprises performance

The role of prescriptive social norms on employees' cyberloafing: the moderating effect of power distance and co-workers' interdependency

PurposeWhen pluralistic ignorance about cyberloafing is increased, individuals engage more in cyberloafing. Cyberloafing has become a great challenge in business organisations, and it is believed that many organisations do not complete their daily activities as a result of employee cyberloafing. Using the social norms theory as the main theoretical framework, the current study aims to assess the effects of prescriptive social norms on employee cyberloafing with the moderating effects of power distance and co-worker interdependency.Design/methodology/approachThe data sample included 237 employees from six large organisations in the service sector. This study used a survey to collect data at different times and analysed the data using hierarchal regression and Hayes Process Macro.FindingsFindings revealed that there exists a positive and significant impact of supervisors' approval of cyberloafing on employees' cyberloafing. Co-workers' approval of cyberloafing does not have any impact on employee cyberloafing. Power distance was found to moderate the relationship between supervisors' approval of cyberloafing and employees' cyberloafing. However, co-workers' interdependency did not moderate the relationship between co-workers' approval of cyberloafing and employees' cyberloafing.Originality/valueThis research examines employees' cyberloafing behaviours and highlights the adverse consequences of prescriptive social norms in a work environment characterised by co-workers' interdependence and power distance.

A Moderated Mediating Model of Inclusive Leadership on Workgroup Inclusion Among Healthcare Employees

The objective of this study is to investigate the effect of inclusive leadership on building the perception of workgroup inclusion within the workgroup of healthcare professionals with a moderating effect of power distance. A sample size of 500 doctors was selected. These participants were recruited from six public teaching hospitals providing inpatient care in Pakistan. The main reason for selecting public teaching hospitals is, that they have more defined departments and workgroups. Smart PLS has been used to statistically analyze the collected data, and the results confirmed the support of all hypotheses. It was found psychological safety climate mediates the relationship between inclusive leadership and workgroup inclusion. Power distance also plays an important role as moderating variable in the relationship between inclusive leadership and psychological safety climate. The study has clear practical implications for managers and leaders, especially in health care settings that they need to look at the positive aspects of the work outcome of inclusive leadership. They need to train the managers to develop inclusive leadership traits among them. This emphasizes a need for managers to develop inclusive leadership styles or skills among them. Meanwhile, the negative effect of power distance also illustrates that organizations and sectors need to promote an equal culture organization.

Influence of Self-Sacrificial Leadership on the Pro-Organizational Unethical Behavior of Employees: A Moderated Mediating Model.

PurposeBased on the theory of social identity, this study focuses on the influence mechanism of self-sacrificing leadership on employees’ pro-organization unethical behaviors, as well as the moderating effect of power distance and the mediating effect of organizational identity between self-sacrificing leadership and employees’ pro-organization unethical behaviors.MethodsThis work surveyed 286 employees in 12 companies in Guizhou province to test the research hypothesis model. Statistical analysis methods were used for data analysis.ResultsThe results reveal that self-sacrificial leadership has an indirect positive influence on unethical pro-organizational behavior of employees by positively influencing organizational identification. The higher the power distance of employees, the weaker the positive correlation between self-sacrificing leaders and organizational identity, and the lower the power distance of employees, the stronger the positive correlation between self-sacrificing leaders and organizational identity.ConclusionThis study reveals the influence mechanism of self-sacrificing leadership on employees’ pro-organization non-ethical behaviors from a new perspective and confirms the effects of power distance and organizational identity on creative performance. Unethical behavior under the cloak of “pro-organization” has a potential destructive effect on stakeholders, organizations and even the whole society. It is of great practical significance to identify its influencing factors and effectively avoid them.

The effect of abusive supervision on safety behaviour of Chinese underground miners: a multi-level moderated mediation analysis

PurposePrior research has suggested that abusive supervision has negative impacts on various work outcomes. However, little attention has been paid to the relationship between abusive supervision and employees’ safety behaviour. The purpose of this study is, therefore, to address these limitations by developing and testing a theoretically based conceptual model that explicitly considers the underlying mechanism and boundary condition of the relationship between abusive supervision and safety behaviour of underground coal miners in China.Design/methodology/approachAt Time 1, the authors conducted a survey of 630 employees to assess their supervisors’ abusive leadership behaviours, their own power distance beliefs and their self-reflection. At Time 2, the authros sent questionnaires to the leaders and invited them to evaluate employees’ safety behaviour in the workplace. After cleaning the survey data, the authors tested our model using a multi-level analysis on a sample (n = 458) of underground miners across 96 coal mining sites in China.FindingsThe authors propose that abusive supervision decreases employees’ safety compliance/participation by reducing reflection but strengthening rumination. The authors further find that the linkage from abusive supervision to reflection/rumination to safety compliance/participation is affected by power distance.Originality/valueTo the best of the authors’ knowledge, This is one of the first empirical studies to investigate the mediating effects of a deep cognitive processing variable – namely, self-reflection – and the moderating effects of power distance on the relationship between abusive supervision and safety behaviour.

Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

Sexual harassment and organizational behaviors: the moderating effect of power distance

PurposeBased on the cognitive appraisal theory, the current research extended the content domain of sexual harassment research by examining the moderating effect of power distance orientation, a cultural value on the relationship between sexual harassment and organizational behavior.Design/methodology/approachFor this, this study used a survey method and multiple regression analyses with 285 Korean employees.FindingsAs a result, first, the more unwanted sexual attention employees perceived from their leaders, the less likely they were to be affectively committed to their organization. Second, the more sexual coercion employees perceived from their leaders, the more likely they were to have turnover intention. Third, the negative relationship between unwanted sexual attention and affective commitment is stronger for the employees who are low rather than high in power distance orientation. Finally, the positive relationship between sexual coercion and turnover intention is stronger for the employees who are low rather than high in power distance orientation.Originality/valueThe study expanded the content area of sexual harassment research by showing the control effect of the power distance direction.

High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking.

Feedback seeking relates positively to organizational identification and task performance. However, an individual generally views seeking feedback as risky. It remains unclear whether, why, and when ethical leadership impacts on feedback-seeking behavior. This research aimed to explore the mediating role of psychological safety in the relationship between ethical leadership and nurses’ feedback seeking and to further explore the moderating effect of power distance in this mechanism. After eliminating invalid surveys, the sample included 458 pairs. The SPSS PROCESS macro was used for the data analysis. The results indicate that ethical leadership positively affected nurses’ feedback-seeking. Ethical leadership influences feedback seeking through psychological safety. With high power distance, ethical leadership significantly positively influenced psychological safety and then positively affected feedback-seeking behavior. In sum, in the context of high-power distance, ethical leadership is especially important for psychological safety and feedback-seeking behavior.

Differential moderating effects of collectivistic and power distance orientations on the effectiveness of work motivators

PurposeThe purpose of this paper is to investigate the moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate for organizational interest. An integrated theoretical framework which incorporated cultural influence on need priority and on legitimacy of social exchange was established to develop the hypotheses.Design/methodology/approachThis study used the methodology of information-integration theory to test the research hypotheses.FindingsThis study found that power distance orientation enhanced the effectiveness of extrinsic motivator but mitigated that of intrinsic motivator, and was irrelevant to that of reciprocal motivator. In contrast, collectivistic orientation mitigated the effectiveness of extrinsic motivator but enhanced that of reciprocal motivator, and was irrelevant to that of intrinsic motivator.Practical implicationsManagers may use reciprocal motivators for employees with high collectivism in order to increase their willingness to cooperate for the interest of the organization. Meanwhile, extrinsic motivators may be utilized for employees with high power distance but may not be as effective for those with low power distance. However, managers should not expect intrinsic motivators to be as attractive to those with high power distance as to those with low power distance.Originality/valueBy integrating multiple cultural orientations and multiple work motivators in one study, this research clarified the differential moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate. Potential confounding problems in prior studies derived from the correlation between cultural values and coexistence of multiple motivators were discussed.

ÖRGÜTSEL ADALET İLE ÖRGÜTSEL SİNİZM ARASINDAKİ İLİŞKİDE GÜÇ MESAFESİNİN DÜZENLEYİCİ ETKİSİ

İşgörenler çalışma yaşamlarında, kurumlarının politika ve uygulamalarına karşılık olarak çeşitli iş tutumları geliştirmektedirler. Bu tutumlardan biri olan örgütsel sinizm de, kurumlardaki adil, dürüst, doğru ve samimi olmayan, tutarsız politika, ilke ve uygulamaların varlığında ortaya çıkabilmektedir. Yapılan çalışmanın temel amacı, çalışanların örgütsel adalet algılamaları ile örgütsel sinizm tutumları arasındaki ilişkinin ve bu ilişkide güç mesafesinin düzenleyici etkisinin incelenmesidir. Bu amacı gerçekleştirmek için veriler bankacılık sektöründeki çeşitli kurumların 255 işgöreninden anket soru formu ile toplanmıştır. Değişkenler arasındaki ilişkiler yapısal eşitlik modellemesi ile analiz edilmiştir. Araştırmanın sonuçları; dağıtımsal adaletinin duyuşsal ve davranışsal sinizmi, etkileşim adaletinin bilişsel ve duyuşsal sinizmi negatif etkilediğini; güç mesafesinin dağıtımsal adalet ile davranışsal sinizm ve etkileşim adaleti ile davranışsal sinizm arasındaki ilişkide düzenleyici bir etkiye; prosedürel adaletinin dağıtımsal adalet ile bilişsel sinizm ve etkileşim adaleti ile bilişsel sinizm arasındaki ilişkide düzenleyici bir etkiye sahip olduğunu ortaya koymuştur.

The direct and moderating effects of power distance on carbon transparency: An international investigation of cultural value and corporate social responsibility

AbstractThere are limited studies on the influence of national culture on corporate social responsibility, and thus, the issue is underexplored. Using an international sample, we show that higher power distance decreases corporate carbon transparency. In addition to this direct effect, we find that power distance also plays a moderating role in the relationship between carbon performance and carbon transparency. We report evidence of a negative association between carbon disclosure and carbon performance in our sample firms, which suggests that disclosure is driven by legitimation purposes. Further findings demonstrate that the tendency toward legitimation is more pronounced in countries with high power distance, which implies that a lower concentration of power promotes corporate social responsibility and reduces carbon opaqueness. Overall, our findings significantly enhance understanding of the role of culture in managerial response to climate change. Such an understanding is extremely important because climate change must be managed by people, and people are influenced by the underlying national cultural preference.

Ethical leadership and work engagement

PurposeThe purpose of this paper is to investigate the mediating role of psychological empowerment in the relationship between ethical leadership and employee work engagement as well as the moderating effect of power distance orientation.Design/methodology/approachWith a multi-wave survey, this paper uses a sample of 251 employees from the banking sector in Pakistan to test the hypotheses.FindingsThe results reveal that psychological empowerment partially mediates the relationship between ethical leadership and employee work engagement. Besides, power distance orientation mitigates the positive relationship between ethical leadership and psychological empowerment as well as the indirect effect of ethical leadership on employee work engagement via psychological empowerment.Originality/valueThis study contributes to the existing ethical leadership literature by identifying psychological empowerment as an additional mediator and power distance orientation as a boundary condition, in the relationship between ethical leadership and employee work engagement.

Linking authoritarian leadership to employee creativity

PurposeThe present study aims to examine how and when authoritarian leadership affects employee creativity. Based on social exchange theory and team identification literature, the present research attempts to simultaneously explore how leader–member exchange (LMX) and team identification serve as two important mediating processes in the relationship between authoritarian leadership and employee creativity. Furthermore, this research uncovers the mechanism under which conditions the effects of authoritarian leadership will be magnified or minimized.Design/methodology/approachA survey has been conducted in China by using a questionnaire to collect data. The study sample consisted of 325 employees. LISREL 8.7 and SPSS 18.0 were used to test the mediating and moderating effects, respectively.FindingsResults from 325 employees revealed that both LMX and team identification mediated the negative relationships between authoritarian leadership and employee creativity. Specifically, the relationship between two mediators was that LMX was positively related to team identification. In addition, the relationship between authoritarian leaderships and LMX and team identification was moderated by power distance, such that the negative relationships will be weaker with high power distance and stronger with low power distance.Practical implicationsFirst, firms and managers should recognize and take actions to reduce the negative effects of authoritarian leadership, such as effective selection system and interventional mechanisms because authoritarian leadership is important in influencing employee creativity. Second, managers are suggested to take specific actions, such as increasing communications and team-building activities, to promote LMX and team identification, thereby enhancing employee creativity. Third, managers should engage in behaviors that motivate employee creativity, such as empowerment behaviors, other than authoritarian leadership, when the employee has low power distance.Originality/valueThe primary contribution of this research is that two psychological processes (i.e. LMX and team identification) have been identified through which authoritarian leadership is related to employee creativity. Meanwhile, this study explores the relationship between LMX and team identification. Moreover, the current research deepens our understanding of power distance by empirically examining the moderating effect of power distance. Overall, the findings extend our understanding about the relationship between authoritarian leadership and employee creativity and contribute to literature on authoritarian leadership and creativity.

İSTİSMARCI YÖNETİM VE TÜKENMİŞLİK: LİDER-ÜYE ETKİLEŞİMİ VE GÜÇ MESAFESİNİN DÜZENLEYİCİ ETKİSİ

The abusive supervision that affects the subordinate-superior relations negatively in organizations is increasingly important in the literature. One of the most significant effects of abusive supervision behaviors is the burnout of employees, which causes a lot of negative consequences in terms of both individual and organizational. On the other hand, there are various variables that increase or decrease the effect of abusive supervision on burnout. In our study, the leader-member exchange and power distance were taken into account. The aim of this study is to demonstrate the moderating effects of power distance and leader-member exchange on abusive supervision and burnout relationship. Within this scope, a questionnaire composing scales of abusive supervision, leader-member exchange, power distance and burnout has been formed. The questionnaires have been applied to a governmental factory in Bandirma through convenience sampling technique between May 2-15, 2017. 363 employees have been participated to the study. The results of the study showed that there was an enhancing effect of abusive supervision on burnout and variables of leader-member exchange and power distance have a moderating effect on the relationship between this relationship