This study deals with the issue whether collectivism-oriented human resource management (HRM) system influences individual creative contribution to research teams in particular in an Asia-Pacific context. It is argued that, given certain environmental factors, such as high person-organization value congruence among team members and task interdependence, the collectivism-oriented HRM system should have a positive effect on individual creative contribution to the research teams. A multi-level theoretical model is proposed accordingly, which is then tested with data from 40 research teams and 168 individuals in Chinese universities. The results demonstrated that collectivism-oriented HRM helps to enhance individual creative contribution through the path of value congruence. Moreover, the relationship between value congruence and individual creative contribution was moderated by task interdependence. These findings offer novel insight into how an organization can develop its HRM system and improve individual creative contribution in research teams.

There is limited research that addresses the inclusion of individuals with autism in the workforce. Autism employment in information technology (IT) is a new phenomenon and there is no established theory to draw from to investigate this phenomenon. In this paper, we review the existing literature on autism employment and present a theoretical framework to study information technology workplace readiness to equitably include individuals with autism. Our proposed framework extends Annabi and Lebovitz’s organizational interventions mitigating individual barriers theoretical framework to include Ajzen’s Theory of Planned Behavior constructs. The framework will contribute to advancing the knowledge and understanding of the needs of individuals with autism, the knowledge and attitudes of neurotypical information technology employees, and organization and employment characteristics. Ultimately, this work will lead to discoveries that broaden participation of individuals with autism in the information technology industry and beyond.

After two decades of expanding leadership scholarship and mounting critique regarding dominant leadership theory, there is a need for a radical revitalisation of leadership thinking. A dialogic, humanist and contextualised orientation to leadership, long progressed by Ken Parry charts a direction for this work. But a truly revitalised leadership field must also involve a multi-dimensional and explicitly values-driven approach that places the roles, rights and responsibilities of leaders and followers – and the relationships between them – at its heart.

Team emotional intelligence is expected to have a significant impact on intrateam conflict and team effectiveness. However, to date, there has been a dearth of empirical evidence of this link. Taking a comprehensive approach, our study contributes to the literature on intrateam conflict and team emotional intelligence. Data collected from 79 teams in South Korean companies reveal that team emotional intelligence is negatively related to team process (i.e., task conflict and relationship conflict) and positively related to team effectiveness (i.e., team performance, innovation, and cohesion). In addition, team emotional intelligence has a moderating effect on decoupling task conflict and relationship conflict. Our findings also indicate that team emotional intelligence decreases the negative effects of task conflict on team effectiveness, and of relationship conflict on team cohesion. We conclude this study with a discussion of limitations and implications for future research.

There has been growing scholarly interest in the relationship between high-performance work systems and firm performance. Yet, limited research attention has been given to the impact of high-performance work systems on firm performance during skills shortages. In this study, we empirically examine the influence of high-performance work systems on firm performance in the midst of skills shortages. Results from a study of 211 US firms with 50 or more employees demonstrate that internal skills shortages are not related to firm profitability. Findings further show that the use of high-performance work systems is more detrimental to firm performance for firms when they face an internal skills shortage. These results are discussed and future research directions are offered.

Autistic individuals often face significant challenges to obtaining and maintaining meaningful employment – more so than other disability groups. Work placements appear to be an important step to promote employment outcomes, yet there remains a lack of knowledge about the real-life experiences of those involved in such schemes. This study is the first to take a multi-informant, longitudinal approach to examine corporate work-placement schemes: specifically, an internship for autistic graduates at Deutsche Bank, UK. Semi-structured interviews were carried out with interns, their hiring managers and the colleagues who worked alongside them. Results demonstrated positive, meaningful experiences for the majority of those involved, however, some interns also reported anxiety, difficulties in judging communication and confusion regarding office rules. The current findings contribute to a better understanding of the experiences of skilled autistic individuals in work, and should inform the creation of subsequent programmes aimed to promote employment opportunities for autistic people.

This paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.

Leader development has traditionally focused on adults. However, evidence suggests that these efforts are limited to developing and refining skills, encouraging some reflection, and helping the learners plan for the future. The underlying problem is that these are people whose brains are fully developed and relatively set. Hence, adult leader development works with what is already there. In this controversial essay, we argue that leader development activities should instead be directed towards children. Their brains are forming and leader development work will create and shape the leaders of tomorrow. We draw the important caveat that relatively little is known about influencing leadership in young brains making this a fertile and exciting, if challenging, area for leader development research.

Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

This study contributes to our understanding of the mediating and moderating processes through which satisfaction with developmental human resources practices are linked with organizational citizenship behaviour. Our model posits that the effect of satisfaction with developmental human resources practices on organizational citizenship behaviour is mediated by perceived organizational support and is moderated by job breadth. The methodology consisted of collecting data from 331 nurses who were surveyed about their satisfaction with developmental human resources practices, perceived organizational support, organizational citizenship behaviours and job breadth. Results support this model.

The nexus of legacy and leadership is an understudied area. Drawing on the legacy of leadership researcher, Professor Ken Parry, and incorporating several well supported themes of the phenomenon of leadership, the similarities between legacy and leadership are explored. Key themes include followership, sensemaking, change, context, the social influence process, and leadership as artifact.

The literature exploring the impact of lesbian, gay, and bisexual (LGB) supportive employment policies on work and life satisfaction and how these relationships reflected business outcomes is largely derived from the LGB workforce in Western countries. To our knowledge, empirical evidence from LGB workforce in Thailand is very limited. To address this shortcoming, this study aims to identify and evaluate the work-related supportive factors that influence job and life satisfaction of Thai LGB employees. Theoretically, the study offers novel aspects of LGB employees’ perception toward their workplace environment in different social and cultural context of Thailand. Online surveys were administered to 144 LGB individuals, and the results highlight the effects of three types of support at work – supervisor, organizational, and coworker – on Thai LGB employees’ job and life satisfaction. The findings also provide insights for human resources managers to attract and retain LGB employees.

Even though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

Leaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

With the rapid advancement of innovative technology, coupled with IT being a core function in contemporary business, there has been an upward trend of multi-national companies (MNCs) reporting a skill deficit in areas such as data analytics and cybersecurity (Columbus, 2017. IBM predicts demand for data scientists will soar 28% By 2020. Forbes; NeSmith, 2018. The cybersecurity gap is an industry crisis. Forbes). In a recent survey with over 3,000 CIOs, 65% indicated their organizations were unable to maintain par with the progression of technology in areas such as data analytics and security due to a lack of adequate talent (Harvey Nash & KPMG, 2018. CIO survey 2018). Although, organizations have recently started to expand their talent pipeline following a neurological breakthrough: research as well as anecdotal evidence suggests adults with mild forms of autism display above-average intelligence, increased attention focus, and high visual–spatial abilities; a combination in high market demand for roles such as software testing, data analysis, cybersecurity, and engineering due to their uncanny ability with pattern recognition, information processing, analytics, and attention to detail.

These auspicious developments come at the helm of an increasing rate of governments around the world implementing provisions to their labour regulations towards equitable hiring of people with disabilities (Myors et al., 2017. Perspectives from 22 countries on the legal environment for selection. Handbook of Employee Selection. 659–677. Research Collection Lee Kong Chian School of Business.). Some, such as France, Japan, Kenya, Korea, and Taiwan, have gone so far as to set quota targets (Myors et al., 2017. Perspectives from 22 countries on the legal environment for selection. Handbook of Employee Selection. 659–677. Research Collection Lee Kong Chian School of Business.). The implication for organizations is that they need to develop disability-inclusive recruitment and selection systems along with work designs and environments that are disability friendly. But what does this mean in practice? What does a disability-inclusive recruitment and selection system look like?

Enter DXC Technology (DXC): born out of a merger between global conglomerate Computer Science Corporation and Hewlett Packard Enterprise, generating close to $25 billion annually in revenue, with clients across more than 70 countries, they strategically became a pioneer in the digital transformation that was taking place globally. In the wake of the breakthrough in employment diversity, DXC recognized this as an opportunity to gain a critical edge within the increasingly competitive talent pool market. First, design a program of their own for recruiting and selecting adults with high functioning autism. Next, through a collaboration with various universities including the University of Queensland and Macquarie University, Neurodiversity Hubs were established; an initiative designed to assist neurodivergent students with obtaining work experience and internships. In doing so, they faced the following key challenges: How could they design a recruitment and selection strategy for neurodivergent individuals that was equitable, ethical, and efficient? In particular, where could they find suitable neurodivergent candidates, what criteria should they use to select them, and how should they handle unsuccessful candidates to ensure beneficial outcomes for all stakeholders?

Research on innovation management has pointed out that the capitalization of collaborative innovation practices is influenced by firms’ internal context. This paper aims to answer the following question: which organizational factors help to overcome the challenges that firms face in the different phases of the collaborative innovation process? For this purpose, previous literature is revised and three case studies are analyzed by means of applying a framework that structures the collaborative innovation process in three areas of relevance (i.e., development, integration and commercialization of the innovation). The results of the analysis inform the proposal of a theoretical framework that identifies the organizational context factors that determine the success or failure of collaborative innovation practices in each of the stages of the process.

In today’s global business environment teams are fast becoming the norm. Collaboration is an essential factor in leveraging team effectiveness, and organizations are looking for strategies to increase collaboration among their teams. In this study, we administered an eSurvey to 308 professionals working in face-to-face and virtual teams to investigate emotional intelligence and strengths, opportunities, aspirations, and results as strategies to support the collaborative process. Results found the regression of collaboration on emotional intelligence (controlling for age, ethnicity, and education) was significant (p<.01). Results also found a significant indirect effect between emotional intelligence and collaboration as mediated by strengths, opportunities, aspirations, and results (β=0.110, Z=2.444). We focus on understanding the effect of emotional intelligence on team collaboration as mediated by strengths, opportunities, aspirations, and results. Recommendations are provided for increasing emotional intelligence and strengths, opportunities, aspirations, and results among team members. Our research has important implications for teams and their pervasive use in business.

This study analyzes the effects of gender diversity in management on organizational performance using Korea Workplace Panel Survey data for 2005, 2007, and 2009. Few studies have examined this relationship for firms outside the United States, particularly in Asian countries. Similar to previous research, our findings show that gender diversity in management has a U-shaped relationship with firm productivity. Second, the curvilinear relationship between gender diversity in management and firm productivity is stronger in service-oriented industries relative to manufacturing industries, with the highest level of employee productivity within homogeneous management groups. Third, we include a measure of workplace family-friendly policies to moderate the relationship between gender diversity in management and organizational performance. We find that the U-shaped pattern also holds in firms with a large number of family-friendly policies. This suggests that gender diversity in management has considerable influence on the productivity of Korean firms through interactions with family-friendly policies.

Recently, an increasing number of organizations conduct collaborative innovation by establishing interorganizational teams comprising employees from different organizations. Given that employees face immense challenges because of organizational culture differences in interorganizational teams, this study focused considerably on cultural intelligence in the interorganizational context. This cultural intelligence refers to the ability of individuals to deal effectively with organizational culture differences. Our research particularly explored the effect of employees’ cultural intelligence on their creative performance and the moderating effects of two types of team conflicts through hierarchical linear modeling. The sample was obtained from 54 interorganizational teams that included 275 employees. Results confirmed a positive relationship between employees’ cultural intelligence and their creative performance and the positive relationship will be stronger in higher relationship conflicts and lower task conflicts. The theoretical and practical implications of this study were also discussed.

We introduce and explore the notion of hegemonic dividend in the context of a country which does not have hierarchy attenuating means such as legal measures to protect workforce diversity. This paper explains the consequences of two hierarchy enhancing ideologies on workforce diversity in Turkey; meritocracy, an ideology that privileges merit, and ‘biat’, an ideology of subservience to the structures of power. We illustrate how these two ideologies operate as a duality, as meritocracy vanes with dire circumstances for workforce diversity in nation-branding efforts of Turkey. Drawing on Bourdieu and Gramsci, we illustrate hegemonic dividend in the increasingly hegemonic system in which journalism, as a state apparatus, is embedded in Turkey, where privileged few are sustaining and advancing their positions of power by appealing to and submitting themselves to the revisioned nation brand. We focus on the news industry as it commands a special position of power in terms of creating, modifying and controlling the discourses of a nation brand. We argue that failing to protect and promote workforce diversity with hierarchy attenuating measures exposes nation branding practices to discriminatory and hierarchy enhancing ideologies that negate efforts to achieve humanisation and democratisation of work.