Two-wave Research Design Research Articles

Closing the loop: does corporate sustainability capability matter for improving energy efficiency? Evidence from Pakistan

PurposeThis study aims to examine whether and how corporate sustainability capability influences energy efficiency through competitive intensity and slack resource availability.Design/methodology/approachThe authors applied a two-wave research design and administered a survey questionnaire to senior-level managers of 78 ISO-14001 and ISO-50001 certified manufacturing companies. The authors use a multi-method approach for data analysis. AMOS 23 software was applied for covariance-based structural equation modeling. In addition, SPSS 25 software was applied for hierarchical regression analysis to examine the causal relationships in the model.FindingsThe finding reveals that corporate sustainability capabilities, which include energy-saving opportunities, seizing energy-saving opportunities and resource reconfiguration, significantly improve firms’ energy efficiency. In addition, competitive intensity and slack resource availability positively moderated the relationship between corporate sustainability capability and energy efficiency.Originality/valueTo the best of the authors’ knowledge, this study is the first to examine the link between corporate sustainability capability and energy efficiency in developing countries such as Pakistan. Although the influence of various corporate sustainability capabilities on sustainable performance has been widely examined in the literature, the role of corporate sustainability capability has been limitedly explored with energy efficiency. This study extends the literature by adding to the knowledge of corporate sustainability capability that enhances boundary conditions in developing countries.

How followers' perception of followership prototype-traits fit impacts their job performance: a moderated polynomial regression analysis.

Previous studies about the drivers of follower performance focused on leadership, and most followership studies have used a single perspective to investigate this topic from the followers' lens. Therefore, the purpose of this study is to explore whether, how, and when followers' perception of followership prototype-traits fit influences their job performance. The study adopted a questionnaire survey (Study 1) and a scenario experiment (Study 2). First, in the questionnaire survey, we collected 72 leaders and 262 followers from 72 teams of 14 companies in China using a two-wave research design. Second, in the scenario experiment, we invited 160 undergraduates from a university in southwest China to participate in the experiment after verifying the effectiveness of the manipulated materials. (1) compared with the misfit, followership prototype-traits fit is more likely to stimulate followers' taking charge; (2) compared with low levels of fit, high-level followership prototype-traits fit is more likely to stimulate followers' taking charge; (3) compared with high followership prototype and low followership traits condition, low followership prototype and high followership traits condition is more likely to stimulate followers' taking charge; (4) followers' taking charge mediates the impact of the followership prototype-traits fit on followers' job performance; and (5) the impact of followership prototype-traits fit on followers' taking charge is more salient for male followers than for female followers. This study not only helps capture the bidirectional and complex process of the interaction between leaders and followers during the followership, but also obtains a more comprehensive understanding of how this interaction affects followers' behaviors and performance. The results have practical implications for improving followers' job performance by highlighting the effects of followership prototype-traits fit on followers' behaviors and performance.

How do management factors influence digital adoption in the case of a large-scale digital transformation project – A process perspective

Abstract Although practitioners and scientists agree that user adoption of new technologies is a key success factor in digital transformations, little is known about how specific management factors are related to user behavior. In particular, the temporal nature of digital transformation projects is largely neglected. Therefore, we propose a systematic, theory-based framework for the management of digital adoption (MDA) and derive specific process-oriented hypotheses for content-, process-, and context-related management factors, their relationships to user adoption, and underlying psychological processes (e.g., performance expectancy or social influence). We applied the MDA framework in the context of a large digital transformation project in a logistics company in a two-wave research design. We tested the process-oriented hypotheses based on latent change score analysis among 1,095 users. The results support the assumption that changes in management factors, largely mediated by changes in the psychological processes, lead to changes in user behavior.

Do Resources Help or Hurt? The Critical Roles of Me, Others, and Organization in Mitigating Workplace Demands.

Today's job demands-resources (JD-R) literature emphasizes the interactions between job demands and resources. However, the dynamism of JD-R processes in which individuals manage to counteract the detrimental effects of job demands on employees by flexibly adjusting resources calls this relationship into question. Hence, in this study, we depict JD-R dynamics in the workplace by developing a cross-level moderated-mediation model that unveils the different roles played by job and personal resources when they are woven together with job demands. We examine how and when the relationships among three types of resources-organizationally assigned high-performance work systems (HPWSs), psychological capital (PsyCap), and social support climate (SSC)-help employees deal with excessive workload and unhealthy emotional demands. Using a two-wave research design, we measured and tested the causal relationships of the proposed variables. We found that (1) HPWSs had a negative effect on workload, (2) workload provoked employee emotional demands, (3) the interaction between HPWSs and PsyCap increased workload, and (4) SSC mitigated the positive effect of workload on employee emotional demands. This study contributes to the JD-R theory and literature by unlocking the potential roles of various resources. Theoretical and practical implications, limitations, and future research avenues are also presented.

“My contract is breached, and I want to leave, but I am embedded!” how do reluctant stayers respond?

PurposeThis study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant stayers. More specifically, reluctant stayers are defined as employees who are high on turnover intentions and off-the-job embeddedness. It proposes that employees who perceive psychological contract breaches are more likely to develop turnover intentions. Such breaches are expected to indirectly spur organizational deviance, with turnover intentions as the mediator. Finally, a moderated-mediation model is proposed where off-the-job embeddedness is expected to moderate the relationship between turnover intentions and organizational deviance.Design/methodology/approachData were collected from 231 employees across the energy sector within the Caribbean nation of Trinidad, using a two-wave research design and a path-analytic approach.FindingsThe findings provide support for the propositions that perceived psychological contract breach predicts turnover intentions and that turnover intentions mediate the contract breach–organizational deviance relationship. Further, the proposition that off-the-job embeddedness moderates the relationship between turnover intentions and organizational deviance was supported by the sample data. Consequently, reluctant stayers (employees with high turnover intentions and high off-the-job embeddedness) responded to perceived psychological contract breach with higher levels of organizational deviance when they were more deeply embedded.Originality/valueLimited studies have explored the behaviors of reluctant stayers, and hence this study adds to research on this emerging classification of employees. Furthermore, no study has yet explored the role of high turnover intentions and off-the-job embeddedness in creating reluctant stayers.

SIE identity strain, job embeddedness and expatriate outcomes: within-domain and spillover buffering effects of off-the-job relationship building

Self-initiative expatriates (SIEs) are increasingly important to the global talent pool. However, they are vulnerable to identity strain due to their self-initiative status and tendency to maintain their previous identity during temporary stays in the host country. Drawing on conservation of resources theory, we establish a resource-based model to examine the indirect effects of SIEs’ identity strain on expatriate outcomes (performance, work withdrawal, repatriation intention) through on-the-job and off-the-job embeddedness, with off-the-job relationship building as the boundary condition. With a two-wave research design, we collected data from 103 Chinese visiting scholars at 48 American universities in 2017. The results show that identity strain has indirect effects on all three expatriate outcomes through on-the-job embeddedness and an indirect effect on repatriation intention through off-the-job embeddedness. Off-the-job relationship building buffers the indirect effects of identity strain on expatriate outcomes via on-the-job embeddedness rather than off-the-job embeddedness.

Environmentally Specific Servant Leadership and Employee Workplace Green Behavior: Moderated Mediation Model of Green Role Modeling and Employees’ Perceived CSR

While employee workplace green behaviors (EWGBs), which contribute toward goals of organizational sustainability, have developed as an important research topic in the last decade, environmentally specific servant leadership (ESSL) is considered an important enhancer of employees’ green behaviors. From a social learning perspective, we developed a theoretical model to explore the mediating role of green role modeling and the moderating effect of employees’ perceived CSR on the relationship between ESSL and EWGB. In order to test the hypotheses, we adopted a two-wave research design and collected survey data from 512 employees from eight companies in Shandong Province, China. Structural equation modeling and the PROCESS macro for SPSS were utilized to analyze the data from the survey. The results of the quantitative analysis suggest that ESSL has positive impact on both employees’ in-role green behavior and extra-role green behavior. Meanwhile, green role modeling has a mediating effect on the relationship between ESSL and EWGB. Moreover, employees’ perceived CSR moderates the mediating relationship between ESSL and EWGB through green role modeling. The findings indicate that organizations should promote managers’ environmentally specific servant leadership and establish their own CSR policies and practices in order to motivate employee workplace in-role and extra-role green behaviors, which, in turn, contribute to sustainability, environmental protection and societal development. Overall, the theoretical and practical implications of our findings for the research on ESSL and EWGB are also discussed.

Fostering Green Innovation Adoption through Green Dynamic Capability: The Moderating Role of Environmental Dynamism and Big Data Analytic Capability.

Though the concept of green dynamic capability has been increasingly gaining traction among academics, practitioners, and policymakers, its association with green innovation adoption remains unclear. The present study addresses this gap and aims to provide clarity by distinguishing green innovation adoption in the context of developing countries. Drawing on dynamic capability and stakeholder theory, this research shed light on the significance of green dynamic capability for green innovation adoption. Additionally, this study examines the moderating role of environmental dynamism and big data analytics capability in the link between green dynamic capability and green innovation adoption. Adopting a two-wave research design, the sample for this study contained SMEs from Pakistan and Malaysia. Data was obtained from 220 SMEs (105 from Pakistan, 115 from Malaysia). To test the hypotheses, covariance-based structural equation modelling was performed to analyze causal relationships in the model, by using AMOS 23 software. The results showed that green dynamic capability positively impacts green innovation adoption, but environmental dynamism does not positively moderate between green dynamic capability and green innovation adoption. In addition, big data analytics capability positively moderates between green dynamic capability and green innovation adoption. We believe that this study opens a new avenue in the environmental literature under which green innovation adoption is useful for SMEs.

Make an Environmental Impact Beyond the Organizational Boundary through Green Leisure Crafting

In this research, we aimed to investigate whether green transformational leadership and green training may contribute to employees’ green leisure crafting, thereby improving their green behaviors in private life. We also investigated whether employees’ green value may amplify the impact of green leisure crafting on their green behaviors. The hypotheses are underpinned by self-determination theory and supply-value fit. Using a two-wave research design and studying a group of working individuals from a variety of industries in Taiwan (N=374), we found that green leisure crafting fully mediated the relationships between green transformational leadership and green training and green behaviors in private life and that green value strengthened the positive effect of green leisure crafting on green behaviors. Theoretical contributions, pragmatic implications, and future research avenues are discussed at the end of this research.

How to Expand and Fill the Self in Organizations: The Role of Interpersonal Processes in the Employee Organizational Identity Construction.

In the era of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), the fluidity of organizations and the variability of individual work gradually replace the traditional stability and continuity. The question of how to connect employees and organizations has long intrigued researchers and practitioners. Employee organizational identity is the stable force that binds employees to organizations. Drawing on social identity theory, we argue the role of interpersonal processes in the employee organizational identity construction. We suggest that an employee’s relationship-building behaviors can promote employee organizational identity through the connected self. The indirect effect is stronger for employees who make more social comparisons because they are more sensitive to social influence. We collected data through questionnaires of 333 employees using a two-wave research design in China. The results indicate that an employee’s relationship-building behaviors enhance employee organizational identity. The connected self fully mediates the positive relationship between relationship-building and employee organizational identity. The outcomes also show that the positive effect of relationship-building toward connected self is intensified, when an employee engages in more social comparisons. The findings imply that interpersonal processes play an important role in the employee organizational identity construction. Then, the theoretical and practical implications are discussed.

“Reluctant stayers do not get what they want”: the relationship between procedural injustice and workplace incivility

PurposeResearch has explored the behavioural responses of reluctant stayers to various organisational perceptions. This study extends current research to explain how employees who perceive procedural injustice respond, when they intend to leave but are unable to, due to limited job alternatives. This study postulates that employees who perceive procedural injustice are more likely to develop turnover intentions. Procedural injustice is expected to indirectly influence workplace incivility, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace incivility, to form a moderated-mediation model.Design/methodology/approachData was collected from 204 retail employees across five major shopping malls within the Caribbean nation of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research hypotheses.FindingsThe findings provided support for the propositions that procedural injustice predicts turnover intentions, that turnover intentions mediate the procedural injustice – workplace incivility relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace incivility.Originality/valueThis study addresses a clear research gap since no study has examined how employees' perceptions of procedural injustice affect their behaviour when they intend to leave but are unable to, due to limited job alternatives. This study extends research on the behaviour of reluctant stayers.

When will an unethical follower receive poor performance ratings? It depends on the leader’s moral characteristics

ABSTRACT Leaders have been thought to play a vital role in influencing employees’ unethical behavior. However, what happens to leaders and followers in the aftermath of unethical conduct has received little attention in the literature. Drawing from the correspondent inference theory, we examine the conditions under which leaders attribute their followers’ unethical behavior to poor moral character and eventually assign them low performance ratings. Through a two-wave research design and data from 290 matched employee–leader dyads, we found that a leader is more likely to infer that a follower who has engaged in unethical behavior is of poor moral character when the leader has a higher moral identity, and the leader will impose lower performance ratings on this follower when the leader prefers lower moral decoupling.

Nurturing service-oriented organizational citizenship behavior among tourism employees through leader humility

Though the effectiveness of leader humility has been established, does leader humility activate followers to serve customers in the tourism sector beyond their assigned roles? Our study aims to address this question by drawing upon the conservation of resources theory to propose that leader humility promotes service-oriented organizational citizenship behavior (service-oriented OCB) among tourism employees through the mediating role of their job crafting. Our study further assumes the moderating role of socially responsible human resource practices (SRHR practices) for the relationship between leader humility and employee job crafting. Utilizing a two-wave research design, the study garnered the data from 894 employees and 136 managers working in tour companies based in Vietnam. The analysis of the data via the multilevel structural equation modelling lent credence to the proposed research model. Our study not only advances the leadership humility literature in the tourism discipline but also provides a guideline for practitioners on how to optimally adopt leader humility in promoting service-oriented OCB among tourism employees.

Postsocialist suburban governmentality: A shift from reactive to proactive discourse in the case of Brno, Czech Republic

The article brings a perspective of governmentality theory to the studies on residential suburbanization of the European postsocialist cities. By examining the accounts of the mayors of fringe urban districts and municipalities located in the metropolitan area of Brno, the second-largest Czech city, we identify two interlinked discourses – the reactive discourse and the proactive discourse, both underlined by a specific sociospatial imaginary of rurality. The lens of governmentality theory led to the focus on the mayors' understanding of the process, their position within it, the political tools they did (not) apply and the legitimation of their decisions. The two-wave research design (2006–2009 and 2019, 26 interviews in total) enabled us to capture the substantial change in the intensity of these discourses over time to examine how they relate to the construction of the boundaries of municipal responsibility within the challenging suburbanization process.

Moral Leadership and Unethical Pro-organizational Behavior: A Moderated Mediation Model.

In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. We conducted two studies with two distinct samples: one on a sample of 161 MBA students, and the other on a sample of 205 enterprise employees in China. Data were collected through a self-reported questionnaire based on a two-wave research design and analyzed through Structural Equation Modeling. Results showed that moral leadership increased UPB through promoting identification with supervisors while reducing UPB via increasing taking responsibility. Additionally, the results also showed that moral courage moderated the mediating effects of identification with supervisors and taking responsibility upon the relationship between moral leadership and UPB. We contribute to the literature by demonstrating that moral leadership exerts its paradoxical effects on UPB indirectly through its impact on identification with supervisors and taking responsibility and therefore offers a better understanding of how and when moral leadership influences UPB. A number of managerial implications are also discussed.

Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

PurposeEmerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships.Design/methodology/approachA sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships.FindingsThe findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance.Originality/valueThis study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

“I want to leave, but there is nowhere to go”

PurposeLimited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model.Design/methodology/approachEmployee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships.FindingsThe findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance.Originality/valueThis study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.

HUMOR AS CATALYST AND NEUTRALIZER OF LEADERSHIP EFFECTIVENESS

ABSTRACT This study examines the effects of (in)consistent leadership behaviors in promoting (or suppressing) relevant work outcomes for temporary employees such as interns. Specifically, to better understand the drivers of internship effectiveness, we hypothesized that supervisor humor interacts with leadership style, sending implicit messages about the organizational and supervisory relationship, thus shaping interns’ attitudes and behaviors. Using a sample of 164 interns, we empirically examined the moderating effect of humor (affiliative and aggressive) on the relationship between leadership styles (transformational and laissez-faire), attitudes (satisfaction and stress), and behaviors (negligence and job acceptance intentions) using a two-wave research design. Our findings were consistent with the hypotheses, suggesting that humor needs to be tailored to leadership styles to predict interns’ attitudinal and behavioral responses, with different types of humor interacting differently across leadership styles. Implications for further research are discussed.

An examination of the curvilinear relationship between workplace ostracism and knowledge hoarding

PurposeThe purpose of this paper is to explore the curvilinear relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding by using the conservation of resources theory. In addition, the paper predicts one possible situational context (political skill) that may influence employees’ reaction to ostracism.Design/methodology/approachUsing a two-wave research design, the authors collected data from 240 samples in a Chinese diversified company. Hierarchical regression models were used to test the hypotheses.FindingsThe authors found that the relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding was U-shaped. Moreover, political skill moderated the linkage between workplace ostracism and knowledge hoarding such that the U-shaped association was stronger for people higher, rather than lower, in political skill.Originality/valueBy exploring a curvilinear relationship between ostracism and knowledge hoarding, the study enriches the knowledge hoarding literature by adding a substantive predictor of knowledge hoarding. The findings can also extend the workplace ostracism literature by providing a new conceptual analysis of interpreting the inconsistent findings involving the influence of workplace ostracism. Moreover, identifying political skill as a moderator can gain a better understanding of when and why an ostracized employee’s knowledge hoarding behavior can be less likely.

Reform in public organizations: the roles of ambidextrous leadership and moderating mechanisms

ABSTRACTReform in public organizations is vital to the improvement of public services and public trust. The primary aim in this research is to investigate the role of ambidextrous leadership in catalysing organizational reform. The research further seeks an insight into moderating mechanisms for this effect. The research employed a two-wave research design to collect data from 531 employees and 186 department managers working in governmental agencies in Vietnam context. The results from the data analysis shed light on the effect of ambidextrous leadership on organizational reform as well as the mechanisms in which employees’ role breadth self-efficacy and public service motivation moderate such an effect.