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"Sheard, Geoff"
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Organizational citizenship pressure, compulsory citizenship behavior, and work-family conflict
We sought to explore the mediating effect of compulsory citizenship behavior in the relationship between organizational citizenship pressure and work-family conflict, and the moderating role of job autonomy in influencing the mediation. Through a 3-wave web-based survey of 312
employees in China, we found that organizational citizenship pressure was positively related to compulsory citizenship behavior, the positive impact of citizenship pressure on work-family conflict was mediated by compulsory citizenship behavior, and job autonomy mitigated the above mediation
effect. Our findings provide insight into the mechanisms that underpin the effect of organizational citizenship pressure on work-family conflict.
Journal Article
European Fan Regulation: Harmonization and Surveillance Are Key Topics
Sheard discusses harmonization and market surveillance in EU's Regulation 327/2011 that came into force on Jan 1, 2013. Among other things,the regulation of fan efficiency is driven by a desire to reduce carbon emissions associated with the use of fans in air movement applications. The EU is at the forefront of this regulatory drive, but it is not alone in its efforts. Within the US, the Department of Energy has declared its intent to regulate fans, and it is expected that a regulation will become effective in 2020. China, Malaysia and other Asian countries have been actively considering possible approaches to fan efficiency regulation.
Journal Article
AMCA International is More International Than Ever
Sheard discusses Air Movement and Control Association's internationalization. Only in recent years has AMCA deeply invested in its international presence and the services it provides to members outside the US. This began to change when AMCA established Asia AMCA in Singapore in 2011. Then, in 2012, European AMCA was established in Brussels. These entities each have a board of directors and staff to provide AMCA leadership and representation in their respective regions. It is this global perspective that makes AMCA uniquely positioned to advise legislators and regulators around the world, helping to harmonize both legislation and regulation.
Journal Article
Organizational trustworthiness – empirical insights from a Chinese perspective
Purpose
The purpose of this paper is to examine the nature of trustworthiness at an organizational level. A comparison of Chinese and US perspectives facilitated the identified insight into the nature of trustworthiness.
Design/methodology/approach
This paper is an exploratory study of cross-cultural perceptions of trustworthiness at an organizational level. A survey was administered to business school students, faculty members and industrial managers in a major Chinese city. Usable data collected from 398 respondents was analyzed identifying significant factors characterizing organizational trustworthiness.
Findings
Seven factors were identified that characterize organizational trustworthiness. These factors were significant for both US and Chinese respondents, with procedural fairness considered most important of the identified factors.
Originality/value
This paper contributes to trustworthiness literature at the organizational level. Prior empirical research is based on data collected from US business school students. This is the first reported study based on a comparison of data collected from Chinese and US participants. Identifying the seven significant factors characterizing organizational trustworthiness has practical value to international employers who work with the Chinese students who will become tomorrow’s Chinese employees.
Journal Article
A grounded investigation of Chinese office politics
Purpose
The purpose of this paper is to critically review the extant western literature on political skill and impression management in human resource management and organisational behaviour and applies an inductive approach to explore an equal Chinese concept of office politics in the People’s Republic of China (PRC).
Design/methodology/approach
An empirical study conducted in a wide range of Chinese organisational forms, employing an inductive approach based on critical incident technique.
Findings
Data collected from 173 employees supported this model and indicated the existence of 14 clusters of behaviours that characterise political skill, impression management and the overlap between the two. Extending impression management theory, the authors found that individual players’ political skill drives the dynamics of Chinese office politics and may help a subordinate gain a favourable image with superiors and serve as the overlap between individual political skill and impression management from the Chinese perspective.
Originality/value
The authors used a grounded theory approach to report the construct of a Chinese concept of office politics in the PRC, which is much similar to the western concept of political skill in organisation. Compared with western political skill literature, this study found both universal and cultural-specific phenomena on political perspective in Chinese organisations.
Journal Article
Visceral behaviours and leadership: a dark side of boardroom life?
Purpose - Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions. Despite the challenge of precisely defining the nature of visceral behaviour, the purpose of this paper is to provide insight into this less attractive side of boardroom life.Design methodology approach - Following a literature review of the research into the negative behaviour leaders exhibit, the paper highlights four forms of visceral behaviour based on focused and intimate qualitative case studies involving the experiences of those on the receiving end of that behaviour within a boardroom context.Findings - Based on interviews with an international sample of five chief executive officers (CEOs), plus three subordinates with substantial profit and loss responsibility, the study reveals a distinctly human experience from which no one is exempt. The idiosyncratic nature of the visceral behaviour experienced resulted in each study participant's unique experience. The authors conclude that leaders need to adopt specific measures in order to control and reduce the darker human tendencies.Research limitations implications - The experiences of study participants are presented in four case studies, providing insight into their experiences whilst also protecting their identity. The study participants were drawn from a sample of companies operating globally within a single sector of the manufacturing industry. The concepts the authors present require validating in other organisations with different demographic profiles.Originality value - The paper presents a model based on two dimensions - choice and level of mastery - that provides the reader with insight into the forms of visceral behaviour to which leaders succumb. Insight enables us to offer managers strategic suggestions to guard against visceral behaviour and assist them in mitigating its worst aspects, in both those with whom they work and themselves.
Journal Article
role-based perspective on leadership decision taking
This e-book summarizes the key influences of a role based perspective on leadership when making decisions as to how best organizational resources can be deployed. This e-book is an investigation into, and study of the contribution of theory that provides insight into the process by which executives effectively mobilise organizational resources. It differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast to the current study that is focused on practical application.
eBook
A role-based perspective on leadership as a network of relationships
Purpose - The research described in this article seeks to address the question of the extent to which a role-based perspective can provide insight into the distributed and networked form of leadership.Design methodology approach - A model provides insight into the distributed and networked form of leadership, and the roles that executives can adopt in formal, informal or temporary groups within the organisation's overall senior management team. The methodology adopted is qualitative, focusing on inquiry-based learning which enabled the authors to gather data on those aspects of the social structure within which they were embedded that related specifically to the leadership roles available to executives and the networks they formed.Findings - Generically applicable links between leadership roles are identified that provides structure to the task accomplishment networks within groups executives form when discharging their leadership responsibilities. Characterising leadership in terms of role, and the task networks that executives form, is found to facilitate improvement in the speed with which groups gain productive contributions from their members.Research limitations implications - A case study of three demographically similar multinational engineering companies engaged in the design, development and manufacture of rotating turbo-machinery provides the platform for the research. The concepts advanced will require validating in other organisations of different demographic profiles.Practical implications - The concepts advanced, and implications discussed, provide an insight into the distributed and networked form of leadership. The practical steps individual executives can take to contribute to the speed with which groups gain productive contributions from their members are highlighted.Originality value - This article attempts to assist executives within a senior management team to better adapt and coordinate their behaviour with other executives. In so doing, it is suggested that executives contribute more positively to the development of groups and the speed with which the groups of which they are a part gain productive contributions from their members.
Journal Article