Determinants of accounting information system effectiveness and moderating role of external consultants: Empirical research in the Ben Tre Province of Vietnam

The characteristics of accounting information systems (AISs) within organizations and the factors affecting their effectiveness are investigated in this study. In particular, how external consultants moderate the relationship between the determinants and AIS effectiveness is examined. A total of 167 agricultural companies in the Ben Tre Province of Vietnam were surveyed using a regression-based partial least squares structural equation model. Then, the influence of these determinants on AIS effectiveness was evaluated. The findings showed that managers' involvement and managers' accounting knowledge positively affect AIS effectiveness. Furthermore, the involvement and knowledge of managers are mitigated by external consultants, which reduces the negative influence of such involvement on AIS effectiveness. This study aims to contribute to the body of knowledge on the determinants affecting AIS effectiveness by providing agricultural companies in Ben Tre and Vietnam with insights into the effectiveness of their respective AIS activities.

Examining the fluidity of innovation teams: a conceptual framework

As innovative endeavors have become more complex and time-intensive, there has become an increasing reliance on expert teams in organizations. Expert innovation teams are comprised of team members with extensive experience and mastery in a particular discipline. These teams utilize fluid membership that expands the available knowledge of the team but creates challenges for effective teamwork. We argue that the mechanism for creating an enduring impact and developing a product to fruition requires the cognitive and social integration of fluid team members. This article focuses on how teams effectively integrate knowledge with diverse, and possibly fluid, team members and how teams can organize knowledge through planning and reflection to implement the idea successfully. Knowledge integration and team reflexivity are considered in tandem to emphasize the multi-faceted nature of generating and implementing innovative solutions and the conflicting teamwork processes that hinder innovative efforts. To understand how these competing teamwork processes required for successful innovation interact, we developed a framework that considers resilience as the factor that elicits team creative performance. In doing so, we discuss how innovation teams build resilience over time and how creative failure can lead to greater levels of innovation.

How spiritual leadership affects team safety performance: the role of team reflexivity and work interdependence

Objectives. Frequent occurrence of workplace accidents may be caused by a lack of attention by team members to safety behaviors on the spiritual level. It is very important to investigate the incentive mechanism of spirit factor on team safety performance. Methods. Based on social cognition theory and social interaction theory, this study analyzed matching data from 717 employees across 173 teams, and verified the mechanism underlying team-level spiritual leadership on team safety performance. Results. Spiritual leadership not only helped improved a team's safety performance, but also affected it through team reflexivity. Meanwhile, work interdependence positively moderated the positive relationship between team reflexivity and team safety performance, as well as the mediating role of team reflexivity. Conclusions. The findings expanded the research scope of leadership style-safety performance at the team level, and provided guidelines for managers to promote safety and healthy development of a team in practice.

Relational coordination in value-based health care

BACKGROUND

An important element of value-based health care (VBHC) is interprofessional collaboration in integrated practice units (IPUs) for the delivery of the complete cycle of care. High levels of interprofessional collaboration between clinical and nonclinical staff in IPUs are assumed rather than proven. Factors that may stimulate interprofessional collaboration in the context of VBHC are underresearched.

PURPOSE

The aim of this study was to examine relational coordination (RC) in VBHC and its antecedents.

APPROACH

A questionnaire was used to examine the association of both team practices and organizational conditions with interprofessional collaboration in IPUs. Gittell's Relational Coordination Survey was drawn upon to measure interprofessional collaboration by capturing the relational dynamics in coordinated working. The questionnaire also included measures of team practices (team meetings and boundary spanning behavior) and organizational conditions (task interdependence and time constraints).

RESULTS

The number of different professional groups participating in team meetings is positively associated with RC in IPUs. Boundary spanning behavior, task interdependence, and time constraints are not associated with RC.

CONCLUSIONS

In IPUs, the diversity within interprofessional team meetings is important for establishing high-quality communication and relationships.

PRACTICE IMPLICATIONS

Hospital managers should prioritize facilitating and encouraging shared meetings to enhance RC levels among professional groups in IPUs.

To share or not to share: How perceived institutional empowerment shapes employee perceived shared leadership

The present study aims to expand the existing research by uncovering the overlooked role of situational factors in shaping employee perceived shared leadership. To further advance this field of research, our study introduces a novel situational phenomenon called perceived institutional empowerment. Based on social information processing theory and adaptive leadership theory, we assume that perceived institutional empowerment may have a positive impact on perceived shared leadership via a chain mediating mechanism of perceived organizational support (POS) and psychological safety. Using a sample of 302 participants from a large Chinese service company, the hypotheses were successfully validated. Theoretical and practical implications are discussed in our study.

Psychological Safety and Creativity in Teams: A Mediated Moderation Model of Shared Leadership and Team Diversity

The current study extends the literature on psychological safety and team creativity by exploring the questions of whether, how and when psychological safety influences team creativity positively. Specifically, the current study proposes that psychological safety has a positive impact on team creativity and this impact is mediated by shared leadership. Furthermore, the study introduces team diversity as a potential moderator in the relationships between psychological safety and team creativity through shared leadership. It is found that the direct effect of psychological safety on team creativity is more positive when team members perceive high diversity. Using a sample of 135 members working in teams in R&D departments in the electronics industry, the hypotheses were largely supported. Theoretical contributions, practical implications and future research directions are discussed.

Does shared leadership always work? A state-of-the-art review and future prospects

Purpose

The purpose of this study is to sort out the potential dark sides of shared leadership, so as to promote a more comprehensive and balanced views of the impact of shared leadership and provide directions for future research.

Design/methodology/approach

Through extensive database and manual searches, 766 literature records were obtained. After three rounds of literature screening, 17 studies were retained. On this basis, the 17 studies were coded and analyzed.

Findings

From the perspectives of individual motivation, hierarchical functionalism and leadership role configuration, the existing studies have explored the negative impacts of shared leadership on team members, formal team leaders and the overall work teams. Specifically, for team members, shared leadership may cause negative consequences like power struggle, role stress and knowledge hiding. For formal team leaders, shared leadership may cause negative consequences like psychological territorial loss, leadership motivation declines and the dualistic paradox of self and group. For the overall work teams, shared leadership may cause negative consequences like team performance inhibition, low decision-making efficiency, team responsibility dispersion and team creativity decline. Meanwhile, contextual factors play a key role in determining the effects of shared leadership.

Originality/value

Through a systematic review of the negative impact of shared leadership, this study responds to the research calls for exploring the dark sides of shared leadership, provides the academic community with a more comprehensive and balanced view of the impact of shared leadership, and identifies several directions for future research.

Research Hotspot and Trend of Employee Creativity Based on Bibliometric Analysis

Employee creativity is the foundation of organizational competitiveness, and it is also the important theme of creativity research. Based on the knowledge graph theory, this article uses the Citespace software to conduct a bibliometric analysis of 1,168 importance literature from the Web of Science and draws the co-citation and co-word clustering knowledge graph to explore research hotspots and trends of employee creativity. The research found that: First, the research on the connotation, dimensions, and behavior of employee creativity is still in the initial stage; second, the research on the psychological, behavioral, and management factors that affect employee creativity is the key content of common concern; and third, it needs to comprehensively consider relevant factors from the combination of individuals, groups, and organizations about employee creativity research. On this basis, this article proposes the main directions for future research.

Authentic leadership, perceived insider status, error management climate, and employee resilience: A cross-level study

Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices.

Observing Leadership as and in Networks: A Multilevel Investigation of Shared Leadership, Discrete Emotions, and Knowledge Behaviors

Purpose

With an increasing demand for shared leadership to address complex, dynamic, and diverse knowledge situations, more attention should be paid to the knowledge behaviors of emergent leaders in teams. However, there is thus far a lack of research into the multilevel nature of shared leadership. Using a dual network lens, this study considers two aspects of shared leadership: “shared leadership as networks” (SLAN) and “shared leadership in networks” (SLIN). Based on emotion appraisal theory, this study investigated the impact of SLIN on leaders’ productive and counterproductive knowledge behaviors through discrete emotions (pride and fear of losing power) and the moderating role of SLAN in guiding their emotions and subsequent behaviors.

Methods

A social network approach was employed to obtain data among 431 employees from 72 teams in China. We identified 350 emergent leaders via leadership sociograms. Statistical analysis methods, including multilevel regression analysis, Monte Carlo simulation, and simple slope analysis, were utilized to test our hypotheses.

Results

This study indicates that (1) SLIN is positively associated with pride (B = 0.33, p < 0.001), which in turn increases knowledge sharing (B = 0.37, p < 0.001); (2) SLIN is positively related to fear of losing power (B = 0.21, p < 0.05), which in turn is negatively associated with knowledge sharing (B = −0.23, p < 0.001) and positively associated with knowledge hiding (B = 0.19, p < 0.001); (3) SLAN moderated these aforementioned indirect effects.

Conclusion and Originality

First, by defining and differentiating between SLAN and SLIN, this study expands a new perspective on SLIN and facilitates the further development of multilevel shared leadership. Second, this study responds to recent calls for more research on leadership networks and individual-level outcomes of shared leadership. Moreover, it offers a novel theoretical framework to illustrate the impact of SLIN on their knowledge behaviors. Finally, the focus on the moderating role of SLAN identifies a significant contextual factor that prevents the dysfunctional effects of SLIN. These original discoveries enrich the literature on team leadership, emotions, and knowledge management. Further, our novel findings may be of interest to practitioners as they help organizations and teams manage the complex impacts of SLIN on knowledge behaviors in the contexts of an ongoing “affective revolution” and team-based organizational structures.

The impact of authoritarian leadership on employee creativity: the joint moderating roles of benevolent leadership and power distance

Purpose

This research explores the influence of authoritarian leadership on employee creativity as mediated by employee creative self-efficacy, moderated by benevolent leadership and power distance.

Design/methodology/approach

A survey sample of 325 employees was collected from Chinese companies in different industries. The hypotheses were tested adopting a hierarchical regression and a bootstrapping test.

Findings

Employee creative self-efficacy partially mediated the association between authoritarian leadership and employee creativity. The negative impacts of authoritarian leadership on employee creative self-efficacy can be moderated by benevolent leadership. Additionally, the moderation effects of benevolent leadership can be moderated by power distance, which means that these moderation effects of benevolent leadership are significant only in subordinates with low levels of power distance.

Practical implications

An organization should be conscious of the perniciousness of an authoritarian leader and is better for leaders not to show contradictory behaviors to employees. Moreover, when leaders exhibit inconsistent behaviors, they should be sensitive to employee power distance.

Originality/value

Previous studies have been done to explore the predictors of employee creativity. Yet, studies for the impacts of destructive leadership styles on employee creativity are lacking. This study introduces employee creative self-efficacy as a mediator of the relationship between authoritarian leadership and employee creativity. In addition, benevolent leadership and power distance are identified as two boundary conditions to explore the impacts of authoritarian leadership.

Enhancing employees’ creativity through entrepreneurial leadership: can knowledge sharing and creative self-efficacy matter?

Purpose

This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the moderating role of creative self-efficacy between knowledge sharing and employee creativity.

Design/methodology/approach

The authors collected data from 307 employees and their immediate supervisors working in IT-based organizations.

Findings

The authors noted that entrepreneurial leaders positively affect employees’ creativity and knowledge sharing positively explains this association. The authors further noted individuals high in creative self-efficacy strengthen the association between knowledge sharing and employee creativity.

Research limitations/implications

The authors used a cross-sectional design to collect data that may restrict causality. Still, the study suggests management learn, develop and implement entrepreneurial skills that foster knowledge sharing to enhance creativity. In addition, hiring individuals with creative self-efficacy would further encourage creativity.

Originality/value

Drawing upon social exchange theory, the authors are first to examine knowledge sharing as a mediating mechanism between entrepreneurial leadership and employee creativity. In addition, the authors examined creative self-efficacy as a conditional variable on the association between knowledge sharing and employee creativity.

Humor of the Leader: A Source of Creativity of Employees Through Psychological Empowerment or Unethical Behavior Through Perceived Power? The Role of Self-Deprecating Behavior

Although we use humor in our daily communication, there still needs to cognize its effects on the attitudes and behavior of the employees. Based on benign violation theory (BVT), the study proposes that leader's humor (LH) conveys social information about counter norms. The BVT has been amalgamated with social information processing theory (SIPT) to develop hypotheses assuming the consequences of LH on the attitude and behavior of the employees. This study hypothesizes that even though LH is linked positively with employee creativity via leader-member exchange and psychological empowerment in sequence (blessing path), it may also send information to the employees about the acceptability of norm violation. This perception ultimately leads to power perception and, causes unethical behavior in the series (curse path). Moreover, this study also postulates that leader's self-deprecating humor (LSDH) moderates these indirect effects by enhancing the blessing and reducing the curse, which emerged from LH. Quantitative data of 630 software engineers from software houses based in Pakistan provided support to test the hypotheses. The results demonstrate that LH is a double-edge sword that enhances blessing (creativity) as well as curse (employee unethical behavior), whereas LSDH augments the blessing and throttles back the curse. Theoretical and managerial implications have also been discussed.

The Emergence of Shared Leadership in Innovation Labs

Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.

Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices

Plural leadership has gained a lot of attention, challenging traditional individualistic leadership models and moving the focus to the dynamic and collective nature of leadership. This leadership paradigm seems particularly relevant in situations where plurality is involved to cope with complexity and uncertainty: a valid example is the context of innovation. In this study, we explore how plural leadership works in the context of employee-driven innovation (EDI), since these initiatives can provide interesting insights about the interactions between formal and informal leaders. Our empirical analysis supports the idea that EDI involves plural leadership. We identified some similarities with two of the streams theorized by Denis, Langley and Sergi (2012) in “Leadership in the Plural”, namely “sharing leadership in teams” and “producing leadership through interaction.” Through multiple case studies, it was possible to extend those streams and to deepen our understanding of the relationship between formal and informal leaders. We conceptualized two leadership roles (i.e., process leadership and content leadership), which enable plural leadership to meet the competing demand of exploration and exploitation, and we revealed elements that help explain why and when leadership is shared between multiple individuals.

Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement

Purpose

The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.

Design/methodology/approach

Using a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.

Findings

Results indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.

Practical implications

The study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.

Originality/value

The findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).

When Leadership Powers Team Learning: A Meta-Analysis

Team learning behavior is found to be one of the most effective team processes, as learning behavior at the team level (e.g., sharing, discussing, and reflecting on knowledge and actions) enables teams to adapt existing or develop new knowledge. Team leadership behavior is considered a critical accelerant for creating conditions that are essential to engage in team learning behavior, such as a safe environment. Yet despite the growing amount of research in team learning, this relationship remains unclear. Meta-analytic techniques were used to examine when team leadership behaviors support team learning behavior and how the task type moderates that relationship. Forty-three empirical studies reporting 92 effect sizes were synthesized. Analyses show that team leadership behavior explains 18% of the variance in team learning behavior. Furthermore, results indicate that person-focused leaders foster team learning for both adaptive and developmental tasks, whereas task-focused leaders influence team learning for adaptive tasks only.

Job satisfaction and turnover intention in China

Purpose

This paper aims to examine the moderating effects of job alternatives and policy support on the relationship between job satisfaction and turnover intention.

Design/methodology/approach

A questionnaire survey was conducted in China. The study sample consisted of employees from organizations of different sizes, ownerships and industry types. Finally, 462 valid questionnaires were obtained.

Findings

Cognitive job satisfaction has a stronger negative effect on turnover than affective job satisfaction, and both effects depend on the factors related to ease of movement. Cognitive job satisfaction is more effective when job alternative is low and policy support is high, whereas affective job satisfaction leads to lesser turnover when job alternative is high and policy support is low.

Research limitations/implications

First, the demography of the respondents may have limited the generalizability of our findings. Second, this study has the limitation common to all cross-sectional studies. Third, this study focuses on turnover intention of employees rather than actual turnover rates. Finally, although the authors have identified specific factors related to ease of movement as the moderators by drawing upon the organizational equilibrium theory and current HRM literature, there may be other moderators that can affect the relationship between job satisfaction and turnover.

Practical implications

HRM managers should apply organizational HRM to the local institutional environment, especially to the human resource policies of local governments, which vary significantly across regions in China.

Social implications

HRM managers should be very cautious to approach career development task in China, especially when they have an attitude of whatever works in mature economies will surely work in organizations in Chinese society.

Originality/value

The findings extend previous career development literature that assumes unconditional effects of job satisfaction on turnover intention. With the objective of exploring the effects of conditional factors, the current study explores the special role of job alternatives and policy support in the job satisfaction – turnover relationship in the context of China. Additionally, the findings provide support for the application of organizational equilibrium theory in the context of China.