The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson, Rekha; Khan, Zaheer; Akhtar, Pervaiz; Merchant, Hemant

doi:10.1080/09585192.2016.1204557

Cited by 45 publications

(48 citation statements)

References 108 publications

(151 reference statements)

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“…Acquired firm employees might not develop any social interaction with their acquiring firm counterparts due to differences in organizational cultures and leadership styles (Drori, Wrzesniewski, & Ellis, 2011; Zhang et al, 2015). In the emerging market acquisitions context, research suggests that leadership plays a vital role in employee psychological safety (e.g., Rao‐Nicholson, Khan, Akhtar, & Merchant, 2016). Engaged employees will be in a better position to share their tacit knowledge during the post‐acquisitions stage, as social interaction between employees is fundamental for the successful sharing and transfer of tacit knowledge across organizational boundaries (Khan, Rao‐Nicholson, Akhtar, & He, 2017; Khan et al, 2020).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior

Tian

Ahammad

Tarba

et al. 2021

Human Resource Management

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Over the last two decades, performance management systems (PMSs) have been the focus of increasing attention. However, scant research has examined the link between individual-and organizational-level performance in the context of crossborder mergers and acquisitions. Employee withdrawal adversely affects organizations, and has thus been associated with negative consequences for organizations and regarded as a counterproductive work behavior. Our article presents an empirical investigation of determinants and consequences of employee withdrawal, and its impact on willingness to share tacit knowledge, knowledge transfer, and cross-border acquisition performance in the context of Chinese acquisitions in the UK. Based on a cross-sectional survey of 103 employees of an UK subsidiary and Chinese acquiring firm, we found that trust in the acquiring firm significantly reduces acquired firm employee withdrawal behaviors. Moreover, our findings indicate that employee withdrawal behaviors negatively impact employee willingness to share tacit knowledge.The findings further confirm that such willingness positively influences knowledge transfer, which, in turn, has a positive effect on cross border acquisition performance.Our article contributes to the PMS literature by enhancing the understanding of the process through which human resource management systems affect outcomes at different levels of analysis in the context of the cross-border acquisitions. K E Y W O R D S communication, cross border acquisition, emerging market multinational enterprises, employee withdrawal, knowledge transfer, performance, tacit knowledge, trust 1 | INTRODUCTION Over the last two decades, performance management systems (PMSs) have received increasing attention (e.g., Cappelli & Tavis, 2016). The need for performance management will remain as long as individual employees are carrying out some type of work in an organization (e.g., Varma, Budhwar, & DeNisi, 2008). In general, individual performance has been assumed to impact the performance of an organization (DeNisi & Smith, 2014). However, scant research has examined the link between individual-and organizational-level performance (e.g., DeNisi & Murphy, 2017). In this context, DeNisi and Smith (2014) called for research focusing on a better understanding of how organizations might implement systems aimed at improving both those kinds of performance. Despite the growing body of research on PMSs conducted over the last 30 years, many important unanswered questions remain in regard to their effectiveness and impact on both research and practice

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Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior

Tian

Ahammad

Tarba

et al. 2021

Human Resource Management

Self Cite

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“…Psychological safety and trust environment play a significant role in fueling intrinsic motivation [44]. Psychological safety helps develop the employees' confidence, and it ultimately strengthens the courage of the employees to take risks and show performance [45,46]. Psychological safety emphasizes an organization's environment where critical or reflective thinking is openly exercised [47].…”

Section: Psychological Safety and Employees' Performancementioning

confidence: 99%

“…In the present study, the measurement items were adapted from existing literature and tested scales of employees' performance, coordination, psychological safety, and job security [46,64,[72][73][74][75][76]. The strategy of inclusion and exclusion was adapted to make minor changes in the words and sentence structure.…”

Section: Measurementmentioning

confidence: 99%

Impact of Coordination, Psychological Safety, and Job Security on Employees’ Performance: The Moderating Role of Coercive Pressure

et al. 2021

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Based on institutional theory, the current study examines the relationship of coordination, job security, psychological safety, and coercive pressure with employees’ performance. Further, coercive pressure is treated as a boundary condition between coordination, job security, and psychological safety with employees’ performance. A survey method was used to collect data from 235 faculty members of higher education institutions (HEIs) in Pakistan. Study results show that there is a positive and significant relationship between job security and coordination with employees’ performance. The results also reveal that coercive pressure moderates job security, coordination, and psychological safety with employees’ performance. Implications for organizations and HEIs administration are discussed.

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“…First, ambidexterity literature has focused on two research streams, the micro-level and the traditional macro-level perspectives of ambidexterity (Felin et al 2015). Second, ambidexterity research has spread and applied across various disciplines, including the international business field with the main focus being the context of multinational enterprises (Haas, 2010;Hughes et al 2010), as it provides various benefits, such as superior internationalization (Han, 2007) firm performance (Vrontis et al 2017), and successful global acquisitions of emerging market multinationals (Nicholson et al 2016), among others. This interest in ambidexterity within an MNE context is also shown in practice, whereas large MNEs, such as AB Volvo and IKEA embraced the concept of ambidexterity in their core organizational tenets in order to successfully thrive in the global arena (Vahlne and Jonsson, 2017).…”

Section: Introductionmentioning

confidence: 99%

Micro-foundational ambidexterity and multinational enterprises: A systematic review and a conceptual framework

Christofi

Vrontis

Cadogan

2021

International Business Review

107

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During the past decade, ambidexterity research has broadened from its traditional macro-level focus to examine the micro-level perspectives of ambidexterity on various settings. The authors systematically review and critically appraise the literature of ambidexterity from a microfoundational perspective, within the context of Multinational Enterprises (MNEs). By synthesizing the review findings, the authors develop a comprehensive framework that maps extant literature within and across various disciplines and multiple levels of analysis. As part of their review, the authors also identify and discuss important emerging themes and fruitful areas for future research and present the implications to both research and management practice.

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The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Cited by 45 publications

References 108 publications

Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior

Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior

Impact of Coordination, Psychological Safety, and Job Security on Employees’ Performance: The Moderating Role of Coercive Pressure

Micro-foundational ambidexterity and multinational enterprises: A systematic review and a conceptual framework

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