Chief Executive Officer Tenacity and Employee Intrapreneurial Behavior: The Mediating Role of Corporate Social Responsibility

Huang, Zheng

doi:10.3389/fpsyg.2022.829567

Cited by 3 publications

(5 citation statements)

References 60 publications

(108 reference statements)

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“…According to the upper echelons theory (Hambrick and Mason, 1984), top executives are the decision-makers behind CSR initiatives, and their values, experience and perceptions can determine the thinking processes and the strategic choices of enterprises, which ultimately affect CSR (Godos-Dı ´ez et al, 2020;Pan et al, 2020). In line with this view, scholars have found that the attributes of top executives such as tenacity (Huang, 2022), political ideologies (Chin et al, 2013) and academic background (Ma et al, 2020), significantly affect CSR. Previous studies have indicated that CSR is an important determinant in stimulating green innovation (Halkos and Skouloudis, 2018;Kraus et al, 2020;Song et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…The upper echelons theory has been used in organizational management literature to explain how leaders impact the decision-making process and corporate behaviors (Hambrick and Mason, 1984). Thus, top executives play a crucial role in the strategic decision-making choices of companies (Huang, 2022). In addition, Huang (2022) further argues that corporate social responsibility (CSR) is based on strategic decision-making choices of top management.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, top executives play a crucial role in the strategic decision-making choices of companies (Huang, 2022). In addition, Huang (2022) further argues that corporate social responsibility (CSR) is based on strategic decision-making choices of top management. According to the upper echelons theory (Hambrick and Mason, 1984), top executives are the decision-makers behind CSR initiatives, and their values, experience and perceptions can determine the thinking processes and the strategic choices of enterprises, which ultimately affect CSR (Godos-Díez et al , 2020; Pan et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Previous studies have indicated that CSR is an important determinant in stimulating green innovation (Halkos and Skouloudis, 2018; Kraus et al , 2020; Song et al , 2019). Numerous studies used the upper echelons perspective to examine the mediating role of CSR in the relationship between the attributes of top executives and firm-level outcomes (Huang, 2022; Yook and Lee, 2020). However, few studies have examined the mediating role of CSR in top executive smog risk perception–green innovation relationship.…”

Section: Introductionmentioning

confidence: 99%

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Smog risk perception, corporate social responsibility, and green innovation: evidence from China

Liu

Guo

Zhang

et al. 2023

SRJ

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Purpose The purpose of this study is to investigate the main effect of top executive smog risk perception on green innovation and to examine the mediating role of corporate social responsibility (CSR) in the positive relationship between smog risk perception and green innovation along with the moderating role of smog knowledge. Design/methodology/approach A theoretical framework is developed based on the upper echelons theory to argue that top executive smog risk perception can be closely related to green innovation. Hierarchical analysis is conducted using a sample of eight firms in China. Findings Hypothesis testing indicates that physical health risk perception and mental health risk perception positively affect green innovation, and that these effects are positively mediated by CSR. In addition, smog knowledge moderates the relationship between physical health risk perception and green innovation. Research limitations/implications The findings extend current studies on green innovation by highlighting the role of top executives’ perceptions beyond studying top executives’ attributes. The findings suggest that top executives should actively respond to smog pollution and fulfill CSR. Originality/value Previous studies have suggested that top executives’ demographic characteristics are the determining factors of green innovation. This empirical paper fills a gap in the literature by exploring the impact of top executive smog risk perception on green innovation within the framework of the upper echelons theory.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Smog risk perception, corporate social responsibility, and green innovation: evidence from China

Liu

Guo

Zhang

et al. 2023

SRJ

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“…Conversely, when employees feel that the organization is belittling their contributions and well-being, they reduce their emotional commitment to the organization and their performance. Therefore, ensuring POS for telecommuting employees in order to stabilize their performance has become a major challenge for organizational management during the pandemic [2].…”

Section: Introductionmentioning

confidence: 99%

Analysis of the Cognitive Load of Employees Working from Home and the Construction of the Telecommuting Experience Balance Model

Wei

Wang

2022

Sustainability

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Adapting to working from home caused physical and psychological difficulties, leading to work–family imbalance and lower employee performance during the COVID-19 pandemic. This study intends to identify the relationship between variables affecting telecommuting experience and improve employees’ perceived organizational support by constructing a balanced model of telecommuting experience. An online questionnaire survey was conducted with 142 employees from different organizations telecommuting during the epidemic in Xi’an. The NASA-TLX scale was used to quantitatively evaluate the cognitive load of employees working from home, and the Analytic Hierarchy Process method was applied to map negative experience factors with cognitive load to obtain the weight value of each factor. Finally, a balanced model of telecommuting experience was constructed through a system map. The results show that mental demand was the key factor affecting employees’ telecommuting experience. A good telecollaboration system could effectively manage work tasks and reduce the psychological load of employees. Frustration and temporal demand also significantly affected employees’ telecommuting experience, mainly due to work–family conflict. Adopting flexible work hours and organizing online sharing activities could reshape employees’ social relationships with their families and colleagues, effectively improving the telecommuting experience. The empirical study validated the effectiveness of the telecommuting experience balance model.

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Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

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PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

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Chief Executive Officer Tenacity and Employee Intrapreneurial Behavior: The Mediating Role of Corporate Social Responsibility

Cited by 3 publications

References 60 publications

Smog risk perception, corporate social responsibility, and green innovation: evidence from China

Smog risk perception, corporate social responsibility, and green innovation: evidence from China

Analysis of the Cognitive Load of Employees Working from Home and the Construction of the Telecommuting Experience Balance Model

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

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