CEO values, stakeholder culture, and stakeholder-based performance

Jiao, Lu; Harrison, Graeme; Dyball, Maria Cadiz; Chen, Jinhua

doi:10.1007/s10490-017-9506-3

Cited by 16 publications

(15 citation statements)

References 57 publications

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“…NFP health care and education and employment service providers) and consistent with past research (e.g. Jiao, Harrison, Dyball, & Chen, 2017; Wellens & Jegers, 2014), social performance in this research reflects client‐based performance outcomes that align with NFP social missions and engender significant social impacts. In the sections below, I discuss the relations between accountability mechanisms and NFP social performance.…”

Section: Literature Review and Hypothesis Developmentsupporting

confidence: 81%

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Jiao

2020

Financ Acc Manag

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This study investigates the multifaceted nature of accountability mechanisms in Australian not‐for‐profit organizations (NFPs), the association between organizational culture and the use of these mechanisms, and the association between accountability mechanisms and perceived NFP social performance. The findings support the theorization of multifaceted accountability mechanisms in NFPs, including upward accountability (to funders), downward accountability (to clients), and lateral accountability (to employees). The findings highlight that the use of lateral accountability mechanisms is positively associated with the use of both upward and downward accountability (i.e. external accountability) mechanisms. Also, it is found that the culture of respect for people is positively associated with the use of all three accountability mechanisms, whereas the culture of outcome orientation is positively associated with the use of upward and lateral accountability mechanisms. Further, the findings suggest that all three types of accountability mechanisms have positive relations with perceived NFP social performance.

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Section: Literature Review and Hypothesis Developmentsupporting

confidence: 81%

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Jiao

2020

Financ Acc Manag

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“…When applied to the individual manager in an organizational decision-making context, this definition implies that ‘managerial decision-making reflects managers’ personal values and preferences through the exercise of discretion while observing organizational-level objectives’ (Hemingway and Maclagan, 2004; Jiao et al, 2017: 878). For example, in a study of managerial values, Hage and Dewar (1973) found that executives’ attitudes toward innovation were associated with subsequent levels of organizational innovation.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Given the variation among individuals, the first limitation of the study concerns the focus on CEO's perception of HR capabilities and value. There are a variety of other measures of individual value orientation; broadly, they can be classified as self-interested versus other-regarding measures (Agle et al, 1999;Jiao et al, 2017) or management emphasis such as business-first value, family first value, and balanced value (Holt et al, 2017;Sorenson, 1999Sorenson, , 2000; these may give prominence to family CEOs in regard to the strategic allocation of resources and the adoption of SHRM policies and practices. In future research, the impact of these other measures' focus on CEOs' values and strategic emphasis should be examined.…”

Section: Managerial Contributionsmentioning

confidence: 99%

“…Chief executive officers (CEOs) leave an imprint of their values on firms (Agle et al, 1999; Wally and Baum, 1994), which manifests in decision processes (Jiao et al, 2017) that lead to organizational-level outcomes, such as strategic decision-making. Thus, while the significance of management’s perceptions of HRM in predicting the adoption of strategic HR practices has been noted (Chadwick et al, 2015; Guthrie et al, 2011), it is likely that the adoption of SHRM practices is, to some extent, shaped by CEOs’ perception of HR capability.…”

Section: Introductionmentioning

confidence: 99%

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Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

Tsao

Wang

Chen

et al. 2019

German Journal of Human Resource Management

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There is lively debate in the literature about the effects of family influence on employment practices. Particularly, little empirical research explores the role of family influence in driving a firm’s adoption of specific strategic human resource practices such as high-performance work systems. Drawing from the tenets of the resource-based and stewardship theories, this study examines the relationship between chief executive officers’ perceived human resource capability and firm adoption of high-performance work systems in family business, and the joint moderating effect of family management and ownership on the above linkage. Our analysis uses chief executive officer–human resource manager matched samples of 145 Taiwanese publicly listed firms, the results show that chief executive officers perceived human resource capability is significantly and positively associated with the adoption of high-performance work systems. Moreover, this relationship is found to be the strongest when the family assumes leadership in management (i.e. the firm has a family chief executive officer) and family ownership is high.

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“…Day believes that an excellent organizational culture takes into account the needs of employees and customers. Obviously, the main stakeholders in the hospital are doctors and patients, and researchers found that SC has played a prominent role in strengthening residency training programmes and enhancing organizational performance …”

Section: Introductionmentioning

confidence: 99%

Linking hospital culture to the training performance of residents: The roles of leader‐member exchange and transactional leadership style

Deng

Zhao

Lio

et al. 2019

Evaluation Clinical Practice

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Background: Hospital culture is a crucial aspect of residents' training. However, the mechanisms related to stakeholder culture (SC) and teacher-resident interaction remain unclear. The study investigated the relationship between hospital culture and training performance of residents. Also, it explored the mediating effect of teacher-resident exchange and the moderating effect of the teacher's transactional leadership style within a Chinese context. Methods: Based on stakeholder and leadership member exchange theories, we constructed a composite model. Data were collected from 296 residents from five tertiary hospitals in China. Hierarchical moderated regression analyses were used to test the hypotheses. Results: (a) Both the employee-orientation culture (EOC) (β = .14, P ≤ .05) and patient-orientation culture (POC) (β = .47, P ≤ .001) in the hospital were significantly related to residents' training performance. (b) Teacher-resident exchange fully mediated the relationship between EOC and training performance and partially mediated the relationship between POC and training performance. (c) The moderating role of transactional leadership style (TLS) in the relationship between EOC and leadermember exchange (LMX) (β = −.17, P ≤ .05) was negative; it was not significant in the interaction between POC and TLS (β = .06, P > .1). Conclusion:The results suggest that trainers should consider the value of multiple cultures and ensure balance among stakeholders rather than focusing on a single one.Furthermore, a positive interaction improves teacher-student relationship and training performance. Most importantly, educational departments should pay attention to establishing assessment tools, using rewards and incentives in residents' training.

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CEO values, stakeholder culture, and stakeholder-based performance

Cited by 16 publications

References 57 publications

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

Linking hospital culture to the training performance of residents: The roles of leader‐member exchange and transactional leadership style

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