Walter D. Davis

High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure

This study provides a theoretical framework illustrating how the internal social structure of the organization can mediate the relationship between high-performance work systems (HPWS) and organizational performance. HPWS positively influence the internal social structure by facilitating bridging network ties, generalized norms of reciprocity, shared mental models, role making, and organizational citizenship behavior. Although HPWS are conceptualized as a system of human resource (HR) practices, each category ofHRpractices has a differential relationship with the mediating variables. HPWS lead to (a) financial performance via administrative efficiency and (b) sustainable performance via flexibility arising from the coordination and exploitation of knowledge resources.

Performance improvement efforts in response to negative feedback: the roles of source power and recipient self-esteem

This study investigates dimensions of supervisor power and recipient self-esteem as predictors of performance improvement efforts following negative performance feedback. The study employs two stimuli (recall and scenario) administered at two different points in time with full-time employees. Results point to the importance of differentiating the types of supervisor power and assessing the extent to which different types of power moderate the self-esteem - performance improvement relationship.

An Examination of Perceived Corporate Citizenship, Job Applicant Attraction, and CSR Work Role Definition

Recent perspectives on corporate social responsibility (CSR) have called for increased research on how CSR affects individuals. Research is needed to examine whether individual differences affect the relationship between CSR and individual reactions to CSR. In response, this experimental study examined how perceptions of corporate citizenship influence job applicant attraction and work role definitions. Personal values and education concerning CSR are considered as interactive factors affecting the influence of perceptions of corporate citizenship. Results indicate that perceived corporate citizenship had a greater impact on job applicant attraction for those individuals who received prior education regarding CSR and for those who were higher in other-regarding value orientation. Furthermore, perceived corporate citizenship had a positive impact on the extent to which participants defined CSR as a personal work role responsibility. The authors also discuss the practical implications of these results for job applicant attraction and employee socialization.

The Interactive Effects of Goal Orientation and Feedback Specificity on Task Performance

This study examined the impact of goal orientation and feedback specificity on performance. Ninety undergraduate management students completed 3 phases of a computerized management decision-making simulation in conditions of low, moderate, or high feedback specificity. Learning orientation interacted with feedback specificity to predict performance in Phase 1, such that feedback specificity had a greater impact on performance for persons low in learning orientation. Performance orientation interacted with feedback specificity to predict performance in Phase 3, such that feedback specificity had a greater impact on performance for persons high in performance orientation.

Barnard on conflicts of responsibility

Purpose – The purpose of this paper is to reacquaint researchers and practitioners with Barnards contributions to understanding of the moral conditions that underlie the authenticity of organizational leadership.Design/methodology/approach – The paper identifies Barnards insights on leadership and uses them as inputs to theorizing about authentic leadership.Findings – As an outcome of theorizing, the paper identifies the conditions that are likely to lead to inauthentic, pseudo‐authentic or authentic leader behavior.Research limitations/implications – Examining authentic leadership from a historical perspective can open promising avenues for future research.Practical implications – Leadership development programs should incorporate concepts of responsibility and conflicts of responsibility in order to provide executives with the knowledge base required for ethical decision making.Originality/value – By placing contemporary discussion of authentic leadership in its proper historical context, scholars can...

The Impact of Perceived Corporate Citizenship on Organizational Cynicism, OCB, and Employee Deviance

This study examines the effects of corporate citizenship at the individual employee level. Four distinct contributions beyond the existing literature are offered. First, the relationship between perceived corporate citizenship (PCC) and employee organizational citizenship behavior (OCB) is further clarified. Second, the negative job behavior of employee deviance is considered as an outcome. Third, the attitude of organizational cynicism is positioned as a mediator of the relationships between PCC and the job related behaviors of OCB and employee deviance. Fourth, we disaggregate the PCC measure and explore its relationships with organizational cynicism, OCB and employee deviance. Findings illustrate that the four separate dimensions of PCC have differential relationships with the outcome variables.

The development of self‐efficacy during aviation training

Given that self-efficacy has been shown to be positively related to training outcomes, a better understanding of factors that affect self-efficacy in complex training contexts is needed. This study examined the development of self-efficacy in a flight-training programme. Results indicate that training performance and self-esteem predicted self-efficacy for post-training flight performance. Furthermore, prior flight experience moderated the relationships between training performance and self-efficacy, and between self-esteem and self-efficacy. Implications regarding the development of self-efficacy and the design of training programmes are discussed. Copyright

The Roles of Personality and Self-Defeating Behaviors in Self-Management Failure

This article proposes an individual-level theoretical framework of self-management failure. First, the authors introduce six self-defeating behaviors (SDBs) to the organizational literature. Second, they explain how personality may predispose employees to engage in these SDBs. Third, they define self-management failure and analyze how each SDB can undermine standard setting, operating, and monitoring. Throughout their presentation of the framework, the authors offer several research propositions. Finally, they discuss both the practical and theoretical implications of the framework.

The Effects of Goal Orientation and Client Feedback on the Adaptive Behaviors of Family Enterprise Advisors

Family enterprise advisors work on complex and unique problems for their family enterprise clients. Little attention has been given to these professionals and their abilities to provide innovative solutions. In this study, our aim is to understand more about family enterprise advisors (N = 231). To achieve this objective, we hypothesize that the effects of advisor goal orientation (i.e., learning orientation, proving orientation, and avoidance orientation) on adaptive behaviors (i.e., personal bricolage and individual innovative behavior) are mediated by the quality of feedback received from clients. The results indicate that quality of feedback partially mediates the relationships between goal orientation and these behaviors. We conclude by providing a practitioner model explaining how advisors may adapt to different family enterprise client role environments.

Corporate Citizenship and the Employee: An Organizational Identification Perspective

Social identity theory and the related concept of organizational identification provide a conceptual lens to consider how and why corporate citizenship affects individual employees. The model we develop predicts that employee perceptions of corporate citizenship (PCC) indirectly affect organizational citizenship behavior (OCB) and employee deviance. Results from a sample of working adults demonstrate that PCC directly influences organizational identification, which in turn affects employee behavioral outcomes. Organizational identification was positively related to employee OCBs and negatively related to employee deviance. Furthermore, the strength of influence of organizational identification was greater for organizationally directed OCB and deviance than it was for individually directed OCB and deviance.