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While conflicts (cognitive and affective) have been considered as important process variables to better understand the mixed findings on the relationship between top management team functional diversity and organizational innovation, such an input-process-outcome model is still incomplete without considering the environmental factors. This study was formulated to assess the importance of both competitive and institutional environments in moderating such upper echelon effects within a transition economy. The chief executive officers and chief technology officers of 122 Chinese firms were surveyed and both competitive uncertainty and institutional support were found to shape top management team decision making processes and their outcomes.

Integrating research on parental demands, learning, and expatriate adjustment, we examine potential nonlinear influences of two Stressors - parental demands and perceived culture novelty - on general adjustment of expatriates and their spouses. Using a sample of 170 matched pairs of Japanese expatriates and spouses assigned to the US, we found a quadratic effect of parental demands and a cubic effect of cultural novelty on spouse general adjustment but not on expatriate general adjustment. Implications and directions for future research are discussed.

Acritical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee’s job performance behaviors and whether this influence is contingent on that coworker’s own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we developed and tested a moderated mediation model to explicate such influence. Two multisource, field-design studies conducted in Hong Kong support the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker–employee exchange and two types of employee job performance behaviors—task performance and organizational citizenship behavior (OCB). Furthermore, coworker OCB fostered employee job performance behavior both directly and interactively, acting as a moderator to weaken the relationships between employee role ambiguity and the two types of job performance behaviors.

Drawing on emerging multilevel theorizing in human resources management, we tested a multilevel model of high‐performance work systems (HPWS), using data obtained from 324 managers and 522 employees in 76 Japanese establishments. Results from cross‐level analyses indicated that the relationships between establishment‐level HPWS and employee job satisfaction and affective commitment were fully mediated by establishment‐level concern for employees climate. These results shed new light on the mechanisms through which HPWS impacts employee outcomes and serve to bridge between macro and micro perspectives of human resource management. The research and practice implications of the findings are discussed.

Global employee mobility is a very important concern for multinational enterprises (MNEs), as such individuals are critical strategic human capital resources for MNEs. Ensuring that expatriates (one type of globally mobile employees) maintain high organizational commitment and assignment completion intentions (“attachment” to international posting) is a critical consideration for MNEs’ human resources management. However, we have a very limited understanding of how the configurations of structures (decentralization, formalization, and global knowledge integration) – practices set in place to control and coordinate foreign subsidiaries by MNEs – influence expatriates’ attachments during international assignments. We address this research question by adopting the structural contingency theory and extending it to examine the impact of structural configurations on expatriate managers’ outcomes. We develop and test a set of hypotheses using survey data obtained from 192 expatriate general managers employed by nine American global hotel chains. We find that these three structural characteristics create various configurations differing in their effectiveness in retaining expatriates’ attachment outcomes. Our findings highlight the importance of examining configurations of structural characteristics, which underscores the difficulties of managing expatriate managers for MNEs as well as providing further insights into the complexities associated with structural configurations necessary to manage them well.

We apply the fit theory to develop a multilevel framework of expatriate staffing effectiveness and argue that the advantages of utilizing expatriate managers are more salient in subsidiaries with market-seeking mandates in the host country. This effect is stronger if the parent firm places more emphasis on value appropriation than value creation. Such an impact is further moderated by the economic development of the host country, a country-level facilitating condition affecting the adaptability and value creation of the expatriates. The results based on a multilevel analysis of a panel dataset of foreign subsidiaries of South Korean global enterprises from 2006 to 2013 support our predictions.

In this study, we integrated social exchange theory with a spillover perspective to examine the relationships between two facets of perceived organizational support (POS) among expatriated managers (at Time 1), their work and general adjustment (at Time 2), affective commitment (at Time 2), and job performance (at Time 3). A longitudinal survey sampled 165 expatriate managers in China across three time periods. POS in the current assignment and in off-the-job life were found to interact with each other to predict work and general adjustment. Work and general adjustment were related to higher affective commitment by the expatriate employees, which, in turn, led to better job performance. The theoretical and practical implications of these results are discussed.

Prior reviews of the CEO turnover and succession literature suggest that empirical findings on organizational implications continue to be equivocal. In this paper, we develop a conceptual framework for examining the impact of CEO turnover and succession on organizational capabilities. Using the social network perspective as a theoretical lens, we identify conditions in which CEO turnover is expected to influence organizational exploration and exploitation capabilities. We also identify contingencies under which CEO succession will moderate the impact of CEO turnover on organizational capabilities. Our framework provides a useful lens through which to view the consequences of CEO turnover and succession and sheds some light on the equivocal findings to date.

In this study, we examined nonlinear/interaction effects associated with the antecedents and consequences of psychological workplace strain, using cross‐sectional (N= 165) and longitudinal (N= 133) data collected from Western expatriates in China. The results of this study indicate that family characteristics interact to affect the level of psychological workplace strain experienced by expatriates. In addition, we find an inverse u‐curve relationship between psychological workplace strain and supervisory rated job performance for both cross‐sectional and longitudinal analyses. Finally, the empirical results lend support to the hypothesized positive relationship between work adjustment measured at Time 1 and job performance measured at Time 2. Implications for expatriate adjustment research and practice are discussed.