Does greater CEO power come with more responsibility? Previous scholarly work in this field entails divergent results on this question. Based on the upper echelons theory and CEO power literature, this study aimed to explore the mechanisms underlying how different sources of CEO power, including structural, ownership, expert, and prestige power, affect firms’ corporate social responsibility (CSR) practices and whether such relationships are moderated by firm visibility. Using a panel dataset comprising 6604 yearly observations of Chinese publicly traded firms from (...) 2009 to 2019, we found that structural power is negatively related to CSR practices and that expert power is positively related to CSR practices, whereas ownership power and prestige power have no direct relationship with CSR practices. Our results show that firm visibility weakens the negative relationship between structural power and CSR practices and strengthens the relationship between expert power and CSR practices, respectively. Overall, this study reconciles the mixed results of previous studies on the impact of CEO power on CSR and integrates the effect of firm visibility as a contextual factor. This article concludes with practical recommendations on how to manage CSR engagement. (shrink)

Status in an organization is considered a significant antecedent to an employee's work-related behaviors. However, the relationship between knowledge workers' informal status and "taking charge" has been ignored in previous human resource management (HRM) research. Based on the self-consistency theory, this study examines the mechanisms underlying the influence of knowledge workers’ informal status on taking charge. Data were collected from 337 dyads of employees and their immediate supervisors in 24 enterprises and companies. Based on moderated mediation analysis, results indicated that (...) knowledge workers’ informal status is positively related to taking charge and organization-based self-esteem (OBSE). OBSE fully mediated the relationship between knowledge workers’ informal status and taking charge, while person-job fit (P-J fit) and person-supervisor fit (P-S fit) each moderated the relationship between knowledge workers’ informal status and OBSE, in addition to the indirect effect of knowledge workers’ informal status on taking charge. Specifically, the indirect effect was strongest when P-J fit or P-S fit was high. The theoretical and managerial implications of the findings, limitations of the study, and future research directions are discussed. (shrink)

Adopting a configurational perspective, this study explored the pathways for small and medium-sized enterprises to achieve high levels of radical innovation. On the basis of dynamic capabilities theory, six causal conditions for radical innovation were identified at both external and internal levels—that is, environmental turbulence and absorptive capacity. The results of a fuzzy-set qualitative comparative analysis of 82 Chinese SMEs identified four solutions for high radical innovation. The six causal conditions interacted interdependently and different combinations of these conditions were equally (...) effective pathways for SMEs to achieve radical innovation. Hence, SMEs could generate radical innovation through flexibly allocating resources and capabilities based on the environmental circumstances. By using the fsQCA method, this study contributes to the related literature with an investigation of the complex causal relationship between environmental turbulence, absorptive capacity, and SMEs’ radical innovation. The results resolve some prior contradictory findings and provide new insights for future research. Other theoretical contributions, practical implications, and directions for future research are also discussed. (shrink)

Based on implicit leadership theory, we examine the congruence effect of leader-follower power distance orientation on follower trust in a supervisor and work engagement, which in turn influences employees’ task performance. Results of Polynomial regressions on 526 dyads supported the congruence effect hypothesis. The results show that (1) the congruence of leader-follower power distance orientation leads to better performance; (2) under the condition of congruence, Subordinate task performance is higher when leader-follower power distance orientation matching in low-low ratings congruence than (...) it is in high-high ratings congruence; (3) under the condition of asymmetrical incongruence, the follower had higher task performance when a leader’s power distance orientation is lower than a follower’s power distance orientation; (4) trust in supervisor and the work engagement mediates the effect of congruence of leader-follower power distance orientation on employees’ task performance; (5) trust in supervisor also mediates the effect of congruence of leader-follower power distance orientation on employees’ work engagement. (shrink)

Business Ethics, the Environment &Responsibility, Volume 31, Issue 3, Page 682-701, July 2022.

Based on the self-verification theory, this research proposed a multi-level model for exploring whether, how, and when differentiated leadership had curvilinear effects on relationship conflict within a team and further on team members’ counterproductive work behaviors toward individuals (CWBI). Drawing on a sample of 297 team members nested in 78 teams, we found that differentiated empowering leadership had no direct curvilinear effects on relationship conflict. However, the results showed that the team competence variance could moderate the curvilinear relationship between differentiated (...) empowering leadership and relationship conflict. Specifically, only in teams with high competence variance among members, differentiated empowering leadership had a U-shaped effect on relationship conflict. Moreover, differentiated empowering leadership interacted with team competence variance had a downstream effect on team members’ CWBI through relationship conflict. We ended up by discussing the theoretical and practical implications of these findings. (shrink)