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A B S T R AC TBased on three case studies, we constructed an inductive process model of collective turnover, those instances in organizational life when two or more people choose to leave their organization in close temporal proximity based on shared social processes. The model highlights three phases through which an escalating interaction process that culminates in collective turnover unfolds. First, two or more members of an organizational group experience unresolved dissatisfaction with some aspect of their organization. Second, individual negative experiences are transformed into shared group perceptions through group sensemaking and emotional contagion that occurs in cohesive groups that view themselves as superior to others. Third, when group members feel no hope of improvement but have other opportunities available and few constraints on leaving, they collectively decide to leave their organization, begin searching for placements, and, turn over. We propose theoretical and practical implications of this model. K E Y WO R D Scollective turnover emotion group cohesion process model sensemaking turnover Turnover is an important organizational phenomenon that has invited close attention for decades (e

This study focuses on how founding institutions impact intraorganizational capabilities and how such imprints may have different external manifestations in subsequent historical eras. We introduce the concept of exaptation to organizational theory, identifying an important process whereby the historical origin of a capability differs from its current usefulness. Three founding conditions-branching policy, modernization, and political culture-influenced banks' development of capabilities for managing dispersed branches, and these capabilities subsequently led to variation in banks' propensity to engage in acquisitions.

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Purpose This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB). Design/methodology/approach Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model. Findings The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification. Practical implications This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification. Originality/value This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

Quantum dot (QD) light-emitting diodes (QLEDs) with an inverted architecture suffer from charge-injection imbalance and severe QD charging, which degrade device performance. Blocking excess electron injection into QDs is crucial for efficient inverted QLEDs. It is observed that polyethylenimine (PEI) has two opposite effects on electron injection: one is blocking electron injection by its intrinsic insulativity and the other one is promoting electron injection by reducing the work function of ZnO/PEI. In this work, the insulating nature of PEI has been dominantly utilized to reduce electron injection and the charge-injection balance is realized when PEI becomes thicker and blocks more excess electrons. Furthermore, PEI contributes to QD charging suppression and results in a smoother surface morphology than that of ZnO nanoparticles, which is beneficial for leakage current reduction and QD deposition. As a result, the optimized QLED with 15 nm PEI shows a 2.5 times improved efficiency compared to that of the QLED without PEI. Also, the QLED possesses the maximum external quantum efficiency and current efficiency of 16.5% and 18.8 cd/A, respectively, accompanied with a low efficiency roll-off of 15% at 1000 cd/m, which is comparable to that of the reported inverted red QLED with the highest efficiency.

Research summary: Inconclusive findings about the effect of national cultural differences on post‐acquisition performance may be created by the failure to distinguish among the different cultural dimensions and the asymmetry of cultural differences. To demonstrate a different approach, this study focuses on one dimension of national cultural values—power distance value (PDV) and develops a framework for the asymmetric effect of PDV differences in creating two types of conflicts. The analysis of 2,115 cross‐border acquisitions in the global information technology industry shows that PDV differences undermine the long‐term post‐acquisition performance of acquirers. This effect is stronger when acquirers are higher than targets in PDV than when the opposite is the case. This asymmetric effect of PDV difference depends on national status difference, business relatedness, and acquisition experience. Managerial summary: National cultural differences can create “cultural clashes” to undermine the value creation by cross‐border acquisitions. During integration, individuals react to the acquirer–target hierarchy according to their respective power distance value (PDV): the extent to which they value equality (low PDV) or hierarchy (high PDV). PDV divergence results in two types of conflicts, depending on whether acquirers are higher or lower than targets in PDV. The two types of conflicts vary in the magnitude of their harmful effect on post‐acquisition performance. Both types of conflicts are more detrimental when acquirers are higher than targets in country status and when individuals need to interact more intensely. Acquisition experience can both help and harm post‐acquisition performance. These findings offer important implications for managing cross‐border acquisitions. Copyright © 2016 John Wiley & Sons, Ltd.

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