Organizational-level Antecedents Research Articles

Towards a Conceptual Model of AI-Mediated Knowledge Sharing Exchange of HRM Practices: Antecedents and Consequences

Increased adoption of artificial intelligence (AI) enabled human resource management (HRM) has moved from developing functional applications to actively engaging employees in their use of such applications. Employees share explicit and tacit knowledge using an AI-mediated knowledge sharing (AI-MKS) exchange through HRM-focused AI applications. However, there exists limited understanding of the antecedents and outcomes of such an AI-MKS exchange. Research on this topic is timely as emerging research points to mixed (positive and negative) effects of such technological adoption. Therefore, this article employs a dual review strategy, wherein a narrative review follows a systematic literature review to develop a theoretical model for understanding the causes and consequences of an AI-mediated knowledge-sharing exchange using AI-enabled HRM applications. We integrate the theoretical literature on knowledge sharing, HRM, and AI-mediated social exchange for building our theoretical model. Specifically, the systematic literature review points to an individual, social, technological, and organizational level antecedents of knowledge sharing, which interact with various types of an AI-MKS social exchange to deliver high levels of personalization, hyperpersonalization, and individualization for employees as well as deliver HR effectiveness.

Better safe than sorry: the role of anticipated regret and organizational ethical climate in predicting workplace safety behavior

PurposeBased on the theory of reasoned action, this study aims to illustrate how employees’ safety behavior can be enhanced in the workplace by specifically examining how anticipated regret leads to workplace safety behavior and the contextual factor of organizational ethical climate.Design/methodology/approachThe authors adopted a quantitative approach and designed their survey from validated scales in prior studies. Data were obtained from two different sources, including 149 employees and 31 immediate supervisors. Hierarchical linear modeling techniques were applied to test the hypotheses.FindingsThe results showed that anticipated regret was significantly related to safety compliance and safety participation; egoistic ethical climate was negatively correlated with safety compliance and safety participation, while benevolent ethical climate was only positively correlated with safety participation. For cross-level moderating effects, both benevolent and principle ethical climate moderate the relationship between anticipated regret and safety participation, whereas all three ethical climates did not moderate the relationship between anticipated regret and safety compliance.Research limitations/implicationsIt contributes to current literature by identifying critical determinants of employees’ safety behavior, which would enable practitioners to manage safety in the workplace and foster a safe working environment. Specifically, fostering benevolent ethical climate can better promote employees’ perceptions of the importance of discretionary safety behavior.Originality/valueThis study suggests that organizational practitioners could use the salience of anticipated regret to promote the safety behavioral intentions of employees in the workplace. Further, the authors examined a multilevel framework, which elaborates individual- and organizational-level antecedents of employee safety behavior as well as the impact of cross-level interactions on employee safety behavior.

Multi-level antecedents of public sector innovation? An ethnography of a large UK postal services organization

Abstract This paper examines professional and organizational-level antecedents of public sector innovation using findings from a 9-month ethnography conducted within the marketing department of a large UK postal organization. The analysis centres on vignettes of two cross-functional projects to develop product and service innovations that involved external design agencies. The data are based on observation of the marketing teams, semi-structured interviews, and documentary analysis. The study highlights that social practices characteristic of communities of practice are antecedent to the generation of absorptive capacity, but also shows that the learning produced by communities of practice is mediated by relations of power associated with these groups and interaction with organizational absorptive capacity. This paper develops the theory of absorptive capacity by shifting attention away from ‘prior knowledge’ in enabling acquisition of external knowledge to highlighting the role of intensive interaction, organizational context, and power relations in shaping knowledge creation for learning and innovation.

Personnel motivation in knowledge transfer offices: The role of university-level and organizational-level antecedents

Knowledge transfer offices (KTOs) have become key actors in economic growth, innovation, and social and technological progress. Accordingly, scholars have dedicated increasing attention to KTOs' activities and performance. Surprisingly, these topics have mainly been addressed at the macro level through environmental and institutional variables, while scant attention has been given to the effect of micro- and behavioral dynamics on KTO outcomes. By considering four Italian KTOs, our paper aims to better understand the motivational aspects of KTO employees—and particularly the antecedents of such motivation. Focusing on self-determination theory (SDT), we link the three basic needs (relatedness, competence and autonomy) that explain KTO employees' intrinsic motivation to specific university-level and organizational-level antecedents. With regard to the former, we show that university government plays a key role in satisfying the need for autonomy among KTO personnel, while KTO organizational antecedents are more important in addressing the needs for competence and relatedness.

Antecedents and measures of organizational effectiveness: A systematic review of literature

The purpose of this paper is to systematically review the academic literature on organizational effectiveness (OE) through an analysis of 134 contributions. While OE is the most important goal for an organization, research views on this construct are diversified. Over time, the literature has increasingly focused on antecedents, measures, and more diversified approaches to OE. This paper contributes to the OE literature by developing an integrated conceptual model that considers the levels of antecedents (individual, group, and organizational) as well as measures of OE (financial, operational, structural, and attitudinal). Previous research has focused primarily on organizational-level antecedents and non-financial measures of OE. The paper also discusses the barriers hampering the measurement of OE. An agenda for future research is also provided.

An empirical investigation into organizational level antecedents of value co-destruction in Lisbon, Portugal: A hospitality sector case

In recent years, scholars have begun to dedicate their attention to destructive relationships as a critical component of organizational life. Prior research has approached it from various points of view, such as trust and partnering, project management, and relational coordination. The purpose of this research is to explore organizational level antecedents of value co-destruction in Lisbon, Portugal within the hospitality sector. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality sector of Lisbon, Portugal where 600 responses were obtained for analysis. All participants were employees from the hospitality sector. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.

The organizational identification and well-being framework: theorizing about how sport organizations contribute to crisis response and recovery

ABSTRACT During crises, sport organizations are said to play an important social role by facilitating community recovery; however, the literature lacks an overarching theoretical framework to explain how. Drawing on the social identity approach, we argue sport organizations can enhance well-being during crises to the extent that they foster shared identification among current and potential members. The Organizational Identification and Well-being Framework reflects this assertion, illustrating leadership functions to create an organization’s in-group identity that satisfies the needs of members in response to a crisis. It further outlines the SPRInT (Social support, Purpose and meaning, Relatedness, In-group norms, and Trust) pathways, which mediate the effect of organizational identification on member well-being. Our framework extends prior work examining organizational-level antecedents of identification with a sport organization by considering how identity leadership functions may foster organizational identification for individuals both internal and external to the organization. Moreover, it demonstrates how sport organizations may lead shared responses to address community needs and contribute to population well-being.

Prioritizing Green HRM practices from policymaker’s perspective

PurposeThis study aims to identify and prioritize Green human resource management (GHRM) practices from the policymaker’s perspective in the United Arab Emirates (UAE)-based manufacturing and service sectors to facilitate sustainable environmental performance.Design/methodology/approachDrawing upon the ability–motivation–opportunity (AMO) and corporate environmentalism theory, this study uses the analytic hierarchy process (AHP), a multi-criteria decision-making model, to rank the most influential enablers of GHRM practices. Data were collected from 24 C-suite executives of UAE-based manufacturing and service units.FindingsTop management orientation for Green, Green organizational culture and Green corporate strategic planning were the most critical enablers that promote GHRM practices in the UAE’s manufacturing and service firms. Past research has mostly overlooked the strategic variables and focused only on organizational level antecedents based on HR bundles of practices.Research limitations/implicationsData were collected only from UAE firms, hence limiting its generalizability. The study shall help organizations operating in emerging countries adopt the best GHRM practices toward Green goal agendas.Originality/valueThis research provides an AHP framework that can be used to conceptualize and prioritize GHRM practices, which aids in a firm’s Green decision-making and transition toward sustainable Green growth. This study furthers understanding of GHRM practices play out at the various levels-of-analysis within organizations to present a comprehensive paucity of integrative and multi-level studies over recent years. The study may be relevant for other organizations in other national contexts with similar governance homogeneity.

Understanding constant connectivity to work: How and for whom is constant connectivity related to employee well-being?

Over the past few decades, the widespread use of mobile work devices (MWDs: e.g., laptops and smartphones) has enabled constant connectivity to work. This study advances previous work on the effects of constant connectivity for employees by focusing on how and for whom constant connectivity might be related to employee well-being. Additionally, organizational-level antecedents of constant connectivity are investigated. This paper reports on two survey studies that a) operationalize constant connectivity and its organizational antecedents and b) investigate the relationship between constant connectivity and employee well-being. The findings demonstrate that constant connectivity is negatively related to employees' well-being due to the inability to disengage from work. Moreover, this negative association exists independently of employees' boundary preferences. The findings further suggest that perceived alignment between perceived functional, physical, and symbolic connectivity aspects of MWDs and occupational identity, susceptibility to social pressure, and the visibility of co-workers' communication practices all contribute to constant connectivity in the workplace.

Organizational level antecedents of value co-destruction in hospitality industry: an investigation of the moderating role of employee attribution

ABSTRACT The recent upsurge in theoretical advances in value co-creation in service organizations provides the credo to uncover the likely predictors of value co-destruction which may sometimes be the end point of the co-creation process. Thus, this paper aims to investigate how hotel employees’ perception of leadership support, supportive organizational climate and management’s commitment to value co-creation predicts value co-destruction in their organization. The survey was designed to solicit data that will help in answering our main research question; what organizational level factors are responsible for mitigating the deleterious effect of value co-destruction in hospitality industry? In total, 475 hotel employees from sub-Saharan Africa (Nigeria) were surveyed to gather data that was subjected to SEM analysis. The findings confirm leadership support, supportive climate and management’s commitment as predictors of value co-destruction while employee attribution only moderates the relationship between management’s commitment to value co-creation and value co-destruction. This study unearths the importance of organizational involvement in militating against value co-destruction. Within the specific context of hoteling, management’s commitment to value co-creation is moderated by employee attribution style. Practical implications with industry focused best practices are recommended.

Overcoming destructive deviance: propositioning an integrated conceptual framework

PurposeThis study aims to provide a review of antecedents of destructive deviance and classify them into three levels, namely, personal, interpersonal and organizational level in the proposed integrated conceptual framework. Furthermore, it proposes three levels of interventions to prevent or modify destructive deviance.Design/methodology/approachSystematic literature review of the past 23 years was carried out for the current study to identify the antecedents of destructive deviance.FindingsThis study proposes an integrated conceptual framework incorporating three levels of antecedents and interventions for overcoming destructive deviance. Findings classified the antecedents of destructive deviance into three categories, namely, personal, interpersonal and organizational level variables. Similarly, the proposed interventions were classified into three levels, namely, individual (employee resilience, mindfulness), interpersonal (mentoring, peer support) and organizational-level interventions (talent management, internal corporate communication) that organizations should concentrate on to reduce destructive deviance and facilitate health and well-being of employees.Practical implicationsThis study posits three-level interventions to reduce or transform negative characteristics and overcome the negative impact of interpersonal and organizational level antecedents on destructive deviance among employees. The suggested three-level interventions not only reduce the negative characteristics and transform negative behaviors but also lay a significant pavement for fostering positive emotions among employees.Originality/valueThis study classifies the antecedents of destructive deviance into three categories, namely, personal, interpersonal and organizational-level antecedents. Further, this study offers three-level interventions for overcoming destructive deviance among employees.

Is big data driving cooperation in the c-suite? The evolving relationship between the chief marketing officer and chief information officer

The chief marketing officer (CMO) and chief information officer (CIO) often fight for recognition and impact on strategic decision-making within the top management team – if they are included at all. Technological improvements have greatly increased the ability to gather customer data, which elevates the roles of the CMO and CIO while increasing their dependence on each other. The research on the relationship between senior executives outside of that with the CEO is limited; this paper fills that gap by exploring CMO/CIO cooperation. To analyze the dynamics of the CMO/CIO relationship, this research introduces a conceptual framework that captures three antecedents of cooperation: interdependence, CMO/CIO relationship structure, and CMO/CIO diversity. In cases in which dependence between the two executives is asymmetric, this paper proposes four cooperation mechanisms expected to mediate the relationship between these individual and organizational level antecedents and CMO/CIO cooperation. When the two executives cooperate, it leads to strategically aligned decision-making that increases business performance by integrating technology, data, and the customer into strategic decision-making.

Selling Value in Business Markets: Individual and Organizational Factors for Turning the Idea into Action

Modern business-to-business firms focus increasingly on understanding and selling value, as a strategic priority and to achieve marketing and sales excellence. Yet many companies struggle to implement their value orientation, without sufficient knowledge of how to translate it into sales practice. This study therefore examines value-based selling (VBS) as an implementation of value-based marketing at the sales force level. The proposed motivation–opportunity–ability framework integrates individual- and organizational-level antecedents, outcomes, and moderators in an attempt to explain the adoption and performance outcomes of VBS in business markets. Multilevel path modeling with cross-sectional survey data from 944 salespeople and managers in 43 sales organizations confirms the prediction that VBS enhances salespeople's performance, beyond that achieved with established selling approaches. However, firms need specific types of salespeople and dedicated organizational support for effective VBS implementation. A salesperson's learning orientation and networking competencies emerge as critical antecedents. Organizational value assessment tools can compensate for individual salespeople's lack of learning orientation; reference marketing efforts also strengthen the performance outcomes of VBS. Finally, VBS is most effective in organizational settings where perceived customers value demandingness is lower, enabling salespeople to use VBS as a proactive selling approach.

Organizational and Individual Level Antecedents of Psychological Capital and its Associated Outcomes: Development of a Conceptual Framework

The importance of positivity in life has been recognized long time back with the pioneering works of Seligman. Positive psychology as a field was founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within them, and enhance their experiences of love, work and play. However, the potential need to incorporate the principles of positive psychology to enhance the lives of employees at workplace has been identified very lately. This review article starts with the journey from positive psychology to positive organizational behaviour (POB) followed by the elaborated conceptual development of psychological capital (PsyCap) and its uniqueness in relation to other positive constructs. Next section of the article presents evidence of major theoretical contributions in developing the field of POB and PsyCap along with distinction between states versus trait paradigm in Psychology. The purpose of this article is to provide an overview of recently introduced concept of PsyCap and reveal its antecedents and consequences. We have synthesized and integrated recent empirical research examining the nature of the construct of PsyCap and develop a conceptual framework regarding its individual and organizational antecedents and consequences for further understanding of the relevant issues in the area of PsyCap and POB. The organizational level antecedents of PsyCap included in this article are work engagement, organizational justice, workplace social support and authentic leadership. Likewise, individual level antecedents of PsyCap covered in this article are sense of humour and positive emotions. The major potential outcomes of PsyCap in the present article included both desirable (mental health, organizational citizenship behaviour (OCB), creative performance and ethical performance) and undesirable (incivility) work-related organizational outcomes. Several preliminary propositions have been offered to guide future research and the role of PsyCap within a broad theoretical and empirical context is discussed. Finally, we have discussed the gaps in the relevant literature, major issues for future research on PsyCap along with implications and interventions about how management can enhance each within their employees for performance management, leadership development and HR development.

Organizational-level Antecedents of Manager Perceptions of Stakeholder Attributes (WITHDRAWN)

Manager perceptions of stakeholder salience and stakeholder attributes of power, legitimacy and urgency have been widely recognized in research and practice as factors affecting organizational strategy formulation, accountability practices, and performance, both social and financial. However, little empirical research has examined the organizational-level antecedents of manager perceptions of stakeholder attributes. This study draws on the attention-based view of the firm to examine the effect of organizational stakeholder culture on manager perceptions of stakeholder attributes. We examine this effect in a sample of 621 Australian not-for-profit organizations, a unique context in which organizations pursue dual and potentially conflicting objectives and deal with multiple stakeholders. The study demonstrates the importance of stakeholder culture in affecting manager perceptions of stakeholder attributes generally, and differentially for normative and derivative stakeholders.

Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behavior: Evidence from airline industry

In light of Signaling theory, this study investigates the mediating role of perceived organizational support (POS) in the relationship between high-performance work practices (HPWPs) and counterproductive work behavior (CWB). Judgmental sample of flight attendants in Iran was used to asses this relationship. The results of multiple regression analysis indicate that empowerment, reward and promotion as indicators of HPWPs are negatively related to CWB. Further, the results support the mediating role of POS in this relationship. Specifically, results indicate that POS acts as the partial mediator in the relationships between empowerment, reward and CWB. Moreover, results support full mediating role of POS in the relationships between promotion and CWB. This study advances our understanding of organizational level antecedents of CWB and mediating role of POS as the social mechanism through which HPWPs predict employees’ behavioral outcomes.

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

This article extends the conceptual knowledge of average relative subjective age in organizations by exploring organizational-level antecedents and consequences of employees, on average, feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socioemotional selectivity to build a theoretical framework for relative subjective age in organizations. We hypothesize that companies in which employees, on average, perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and, in turn, experience higher company performance. We further hypothesize that employees' average experience of high work-related meaning relates to a lower subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset, including 107 companies with 15,164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both researchers and practitioners that it is not employees' chronological age but their subjective age, a factor that can be influenced, which drives organizational performance outcomes.

Nonstandard work arrangements and configurations of firm and societal systems

In this study, we proposed and empirically confirmed that the use of nonstandard working arrangements (NSWAs) varies according to firm system and societal cluster. Utilizing the configurational, institutional and cultural perspectives, we explored antecedents to the use of four NSWAs across firms in six countries, expanding the scope of variables examined in relation to NSWAs and capturing context as a way of broadening the theory base on the subject. We found a tendency toward greater use of NSWAs among firm systems that foster internal socialization and career advancement over time as well as national contexts that promote employment protection and/or Institutional Collectivism. Finally, we found national context to be a significant determinant of firm system, reinforcing the importance of aligning national with organizational-level antecedents to the study of NSWAs.

Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs

Managerial intentionality plays an important role in a firm's selection of its internationalization path. In relation to small and medium sized enterprises (SMEs), most studies focus on the individual traits that foster managerial intentionality without considering organizational-level antecedents. This study seeks to address this gap by focusing on two organizational antecedents: the firm's exploration and exploitation orientations, and its slack resources. The firm's orientations affect the application of different learning processes, including knowledge acquisition, information interpretation, and knowledge diffusion, and they shape the subjective norms prevalent in the organization, thereby influencing managers’ intentions. Slack resources can affect managers’ intentions not only by offering them leeway to explore new alternatives but also by encouraging complacency. We test our hypotheses on a data set of 132 SMEs. Our findings show that an explorative orientation plays an important role in management intentionality to internationalize, and that slack resources moderate this relationship.

Subjective Age in Organizations – Performance Consequences and Antecedents

This paper extends the knowledge of the concept of subjective age in organizations by exploring organizational-level antecedents and consequences of employees on average feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socio- emotional selectivity to build a theoretical framework for subjective age in organizations. We hypothesize that companies in which employees on average perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and in turn experience higher company performance. We further hypothesize that employees’ average experience of high work-related meaning relates to a younger subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset including 107 companies with 15.164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both audiences that it is not employees’ chronological age but their subjective age, a factor that can be influenced, that drives organizational performance outcomes.