This paper utilises the conservation of resources theory to examine the mediating role played by disengagement in the relationships between emotional exhaustion, affective commitment and turnover intentions among healthcare professionals. Structural equation modelling was conducted on data obtained from 302 healthcare professionals in a major Australian cancer hospital. Our findings demonstrate that disengagement fully mediates the relationships between emotional exhaustion and both affective commitment and turnover intentions. Recommendations for future research are suggested and practical implications discussed.

This study sets out to determine some of the key factors that foster employees' behavioural support for change management interventions. Specifically, we examine the relationships between organisational justice, organisational identification and employees' pro-change behaviour by analysing questionnairebased survey data from 137 market research employees. Full structural equation modelling results indicate that out of the four main organisational justice types, only interpersonal justice perceptions play a significant role in predicting pro-change behaviour after controlling for same source bias effects. In particular, the relationship between interpersonal justice and pro-change behaviour is partially mediated by organisational identification. The results additionally indicate that age is positively associated with pro-change behaviour and tenure with organisational identification. The study as such indicates that while perceptions of fair treatment based on respectful and courteous interactions are important in encouraging employees' behavioural engagement in change management interventions, key in this process is the role that they play in encouraging identification with the employing organisation.

While all multinational organizations face the challenge of managing tensions between local integration and global responsiveness, they are increasingly required to pursue additional, often paradoxical, objectives -such as social and commercial goals. However, we know little about how these tensions at the core of the MNC strategy interact. Based on an inductive qualitative study of four headquarters-subsidiary relationships in a Latin American Multinational Hybrid Organization, we develop a model showing the interplay of multiple tensions and management approaches to address them. This allows us to contribute to research on subsidiary roles, which we found to differ depending on how multiple tensions are addressed. Furthermore, we add to the literature on hybridity in multinational organizations by pointing out how regional differences between units of a single organization unfold. Finally, we provide some practical recommendations for the management of multinational hybrid organizations. Journal of International Business Studies (2020) 51, 906-932.

No abstract

Purpose -The purpose of this study is threefold: to better understand what predicts individuals pro-change behavior (PCB) and anti-change behavior (ACB) during organizational renewal with respect to organizational justice perceptions, given its significance for change intervention success; to identify and empirically test two new foci of organizational identification, namely manager and top management identification (TMID); and to investigate how these two new identification foci affect the relationship between various types of organizational justice and change-oriented behavior. Design/methodology/approach -Survey data from 137 market research employees on their perceptions of organizational distributive, procedural and interactional justice, manager and TMID and PCB and ACB were collected. Multiple hierarchical regression analysis was used for testing direct relationships between organizational justice and change-oriented behavior and moderation effects of manager and TMID on these relationships. Findings -The findings indicate that all types of justice predict PCB and that, in addition, interactional justice perceptions are negatively related to employees' ACB. Neither manager nor TMID had a moderating effect on the relationship between organizational justice and PCB, but both moderated the relationship between distributive justice perceptions and ACB. Moreover, identification with top management moderated the relationship between procedural justice perceptions and ACB.Research limitations/implications -The use of self-reported measures on PCB and ACB may present a too optimistic reflection of people's actual behavior during organizational change based on social desirability considerations in organizational research. Practical implications -The findings contribute to a better understanding of how organizations and change agents can foster PCB and what role a psychological bond of employees with managers and an organization's top management can play during change interventions. Specifically, organizational leaders should seek both some professional and personal credentials in order to tap into the positive self-concept element of identification and also adopt a leadership style during change which is associated with charismatic leadership behaviors. Scholars in the areas of organizational behavior and I/O psychology benefit from this study as it sheds light on the antecedents of PCB and ACB and offers two new identification foci that interact with the variables at hand. Originality/value -The creation of manager and TMID as new foci in organizational identification research and their use as a moderating force on the relationship between both PCB and ACB is unprecedented.