Impact of customer focus on technology leadership via technology development capability – a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zafar Husain ◽  
Mumin Dayan ◽  
Sushil Sushil ◽  
C. Anthony Di Benedetto
Keyword(s):  
Technology Development ◽  
Positive Impact ◽  
Moderated Mediation ◽  
Technology Leadership ◽  
Customer Focus ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Development Capability

Purpose This study aims to develop and empirically examine a model that investigates the mediating role of technology development capability (TDC) on the relationship between customer focus (CF) and technology leadership (TL). Design/methodology/approach The analysis and interpretation of a partial least square model include the following two stages: the first stage focuses on assessing the reliability and validity of the measurement model, while the second pertains to evaluating the structural model. Findings The general understanding prevailing in practice and literature is that management sponsorship (MS) has a positive impact on the relationship between CF and TDC. It is also generally understood that MS has a positive impact on TL initiatives. However, the findings of this study contradict these assumptions. Specifically, the study indicates that MS has a negative moderating effect on CF and technology development capabilities, and has no impact on CF and TL relationships. Originality/value CF, TDC and MS, and their interplay and impact in enhancing firms’ TL position, have not been explored thus far in an integrated manner in the context of the automobile industry in developing countries. The research relating to CF, technology development capabilities, technology innovation capabilities, MS and TL reported in the literature has drawn inferences from case studies, anecdotal evidence and experiences of industry leaders, experts and consultants. This study attempts to fill the gaps mentioned above by presenting and testing a new moderated mediation model that shows the relationship between CF, TDC, MS and TL.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

A moderated mediation model of employee experienced diversity management: openness to experience, perceived visible diversity discrimination and job satisfaction

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Shahin Alam ◽  
DuckJung Shin
Keyword(s):  
Job Satisfaction ◽  
Social Identity Theory ◽  
Cognitive Theory ◽  
Diversity Management ◽  
Moderated Mediation ◽  
Openness To Experience ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

PurposeThis study developed and tested a moderated mediation model on workplace diversity management. The analysis examined whether diversity management affects job satisfaction via perceived discrimination, depending on employees' openness to experience.Design/methodology/approachBuilding upon the assumptions of social identity theory, social cognitive theory and Big-Five theory, this study proposed and tested a model that analyzes the process through which diversity management influences perceived visible diversity discrimination and job satisfaction, depending on employees' openness to experience.FindingsThis study found support for the proposed moderated mediation model, which suggests that diversity management interacts with employees' openness to experience personality to influence their job satisfaction through perceived visible diversity discrimination. The results indicated that diversity management increased employees' job satisfaction in the workplace and that the relationship between diversity management and job satisfaction was further mediated by employees' perceptions of being discriminated against because of their age, gender and racial identities. The effect of diversity management on job satisfaction through perceived visible diversity discrimination was stronger when employees had high levels of openness to experience.Practical implicationsThe results of the study suggest that the diversity management is an important organizational intervention to improve job satisfaction by providing a scientific explanation of its underlying psychological process and identifying the factors associated with the process, such as personality and perception of being discriminated.Originality/valueThis study contributes to extend the diversity management literature by applying the assumptions of social identity theory, social cognitive theory and Big-Five theory together to identify the relationship between diversity management and job satisfaction and the effect of perceived discrimination and openness to experience in the relationship.

The role of marketing capability in linking CSR to corporate financial performance

2019 ◽  
Vol 53 (7) ◽  
pp. 1333-1354 ◽  
Author(s):  
Sean Yim ◽  
Young Han Bae ◽  
Hyunwoo Lim ◽  
JaeHwan Kwon
Keyword(s):  
Conceptual Framework ◽  
Signaling Theory ◽  
Moderated Mediation ◽  
Marketing Capability ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Practical Implications

Purpose The authors use signaling theory in proposing a conceptual framework that simultaneously incorporates both the mediating effects of corporate reputation (CR) and the moderating effects of marketing capability (MC) into the corporate social responsibility (CSR)–corporate financial performance (CFP) link and theorize a single moderated mediation model. The empirical results of the research confirm the theorized moderated mediation model among the four variables, where a firm’s CR plays a mediating role in the relationship between CSR and CFP, and a firm’s MC moderates the effect of CSR on CR exclusively in the first link. Both theoretical and practical implications of the moderated mediation model are discussed. Design/methodology/approach This study uses structural equation model estimations with the relevant secondary datasets collected from publicly available databases. Findings The empirical results confirm the theorized moderated mediation model in the conceptual framework that uses signaling theory. Specifically, the results identify the moderating role of MC in only the CSR- CR link (but not in the CR and CFP link), such that CR plays a moderated mediation role in the CSR–CFP link. Research limitations/implications The current research is not without limitations. These limitations mainly stem from data sets used in the empirical analyses. More details are discussed in the limitations and future research directions section. Practical implications The empirical findings suggest that a firm needs to develop a consolidated CSR-marketing program, simultaneously satisfying stakeholders’ needs for both the firm’s socially desirable business practices and value-creating marketing programs to increase its CR, which will, in turn, lead to better profitability for the firm. Originality/value To the best of the authors’ knowledge, the current research is the first to use signaling theory in building a conceptual framework that theorizes a moderated mediation model regarding the simultaneous effects of CR and MC on the relationship between CSR and CFP and to empirically test this conceptual framework of the single moderated mediation model. By doing so, the current research clarifies an unanswered question in the literature of whether the underlying mechanism in the CSR–CFP link is based on a mediated moderation or moderated mediation of CR and MC.

Exploring the affective mechanism linking perceived organizational support and knowledge sharing intention: a moderated mediation model

2017 ◽  
Vol 21 (4) ◽  
pp. 946-960 ◽  
Author(s):  
Chang-Wook Jeung ◽  
Hea Jun Yoon ◽  
Myungweon Choi
Keyword(s):  
Knowledge Sharing ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Organizational Tenure ◽  
The Relationship

Purpose The purpose of this paper is to investigate the moderated mediation model in which the effect of perceived organizational support (POS) on knowledge sharing intention is mediated by levels of individual affective commitment to the organization, while the relationship between POS and affective commitment is moderated by organizational tenure. Design/methodology/approach Hypotheses on mediation, moderation and moderated mediation were tested with data collected from Korean for-profit organizations. Conditional process analyses with bootstrapping supported all three hypotheses. Findings The findings demonstrate that the relationship between POS and knowledge sharing intention is mediated by affective organizational commitment. In addition, the mediation effect is strengthened when an individual’s organizational tenure is low. Theoretical and practical implications and directions for future research are followed. Originality/value This study contributes to the literature on knowledge sharing by providing a basis for understanding the mediating mechanism through which POS influences knowledge sharing intention, and, ultimately, organizational functioning via individual affective attitude. This is the first attempt examining the role of organizational tenure as a key contingency factor in knowledge sharing. By investigating the underlying logic of individual intention to share knowledge, this study expands the current spectrum for knowledge management.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Job insecurity and performance in public and private sectors: a moderated mediation model

2020 ◽  
Vol 7 (2) ◽  
pp. 237-253
Author(s):  
Antonio Chirumbolo ◽  
Antonino Callea ◽  
Flavio Urbini
Keyword(s):  
Job Insecurity ◽  
Moderated Mediation ◽  
Performance Outcomes ◽  
Economic Sector ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study was to extend our knowledge of the relationship between quantitative and qualitative job insecurity and performance. On the basis of stress theories, we hypothesised that qualitative job insecurity (QLJI) would mediate the negative effect of quantitative job insecurity (QTJI) on two different indicators of performance: task performance (TP) and counterproductive work behaviours (CPWBs). In addition, the authors hypothesised that the effect of QTJI on QLJI would be moderated by the economic sector (public vs private) in which employees worked. Therefore, the authors empirically tested a moderated mediation model via PROCESS.Design/methodology/approachParticipants were 431 employees from various Italian organisations. Data were collected using a self-report questionnaire measuring QTJI, QLJI, TP and CPWBs.FindingsThe results indicated that economic sector moderated the relationship between quantitative and QLJI. Both quantitative and QLJI were related to performance outcomes. Furthermore, QLJI mediated the effect of QTJI on TP and CPWB. However, this mediation was particularly apparent among employees in the private sector, supporting our hypothesised moderated mediation model.Practical implicationsThe results suggest that managers of private and public organisations need to apply different policies to reduce the impact of job insecurity on CPWBs and increase the TP of their employees.Originality/valueThis study attempted to examine the job insecurity–performance relationship in more depth. For the first time, the effects of both job insecurity dimensions on performance were simultaneously investigated, with economic sector as a moderator and QLJI as a mediator.

Networking and development idiosyncratic deals

2017 ◽  
Vol 22 (7) ◽  
pp. 816-828
Author(s):  
Sylvie Guerrero ◽  
Hélène Challiol Jeanblanc
Keyword(s):  
Design Methodology ◽  
Organizational Politics ◽  
Moderated Mediation ◽  
Research Model ◽  
Mediation Model ◽  
Idiosyncratic Deals ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Support Seeking ◽  
The Relationship

Purpose The purpose of this paper is to explore the antecedents of development idiosyncratic deals (i-deals) from an organizational politics and a situationist perspective. The paper tests a moderated mediation model in which networking skills is indirectly related to development i-deal in a context of high hierarchical plateau. Design/methodology/approach The authors test the research model with a sample of 252 engineers, 88 percent male, who work in an economically wealthy region of France and who are thus well positioned to negotiate development i-deals. Findings The authors lead analyses with the Preacher et al.’s macros on SPSS. Results support the hypotheses. The authors find that support-seeking behaviors partially mediate the relationship between networking skills and development i-deals, and that this relationship is significant only in a context of high plateauing. Originality/value Overall, this study contributes to a deeper understanding of i-deal antecedents by bridging the literatures on i-deals and careers. It also shows that socially skilled employees are able to seek support and in turn, to proactively negotiate development i-deals. This process is a way to cope with perceptions of hierarchical plateau.

Autonomy and citizenship behavior: a moderated mediation model

2016 ◽  
Vol 31 (1) ◽  
pp. 280-295 ◽  
Author(s):  
Rhokeun Park
Keyword(s):  
Organizational Support ◽  
Moderated Mediation ◽  
Organizational Strategy ◽  
Citizenship Behavior ◽  
Job Autonomy ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationships between job autonomy and organizational citizenship behavior (OCB), and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The hypotheses were tested by a moderated mediation model using multilevel survey data that were collected in South Korea in 2008. Findings – This study found that POS mediated the relationship between autonomy and OCB regardless of organizational strategy, and that job autonomy was more strongly related to POS in companies with an analyzer strategy than with a defender strategy. The results also indicated that the indirect relationship between job autonomy and OCB via POS was stronger in companies with an analyzer strategy than in companies with a defender strategy. Research limitations/implications – This study provides a new mechanism in the relationship between job autonomy and OCB using social exchange theory. An analyzer strategy should not be treated as a hybrid of defender and prospector strategies. Practical implications – While all organizations may benefit from providing employees with job autonomy regardless of organizational strategy, companies with an analyzer strategy in particular should provide their employees with sufficient autonomy. Originality/value – The present study bridged the gap between the macro and micro approaches through multilevel analyses. This study is unique in that it examined the vertical fit between job autonomy and organizational strategy while focussing on individual employee outcomes.

The impact of customer organization socialization: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hongshen Liu ◽  
Zhihui Huang
Keyword(s):  
Customer Service ◽  
Moderated Mediation ◽  
Service Performance ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Organization Socialization ◽  
The Impact ◽  
The Relationship

PurposeBased on a dyadic perspective, the purpose of this paper is to include the contributions of employee and customer in a service process and to examine the underlying mechanism of customer organization socialization on service performance.Design/methodology/approachThe authors used a unique survey data pertaining to the service industry. The authors collected their data from multiple sources (customers, front-line employees and these employees' managers) in the divisions of a large service organization – Ping An Insurance (Group) Company of China. The authors adopted hierarchical regression moderated path analysis approach to examine our moderated mediation model.FindingsThe authors find that both the quality of customer service and the quality of employee service play as moderators in the relationship between customer organization socialization and service performance. And quality of customer service moderates the relationship between customer organization socialization and quality of employee service.Originality/valueThe literature has focused primarily on service performance improvement based on the dyadic perspective of customer and employee. The research develops a moderated mediation model and contributes to the literature by empirically examining customer organization socialization.

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