Journal of Management Studies,
Journal Year:
2024,
Volume and Issue:
unknown
Published: Nov. 14, 2024
Abstract
Socially
responsible
human
resource
management
(SRHRM)
is
a
critical
component
of
an
organization's
corporate
social
responsibility
(CSR)
strategy.
It
focuses
on
promoting
sustainability
goals
and
creating
positive
environment
for
employees
to
observe,
learn,
internalize
the
ethical
values.
Drawing
learning
theory,
we
conducted
two
separate
field
studies
investigate
direct
indirect
links
between
employee
perceptions
SRHRM
practices
workplace
behaviour,
as
well
moderating
role
supervisor
leadership.
In
Study
1,
analysed
three‐wave
data
from
243
in
Taiwanese
organizations.
The
results
show
that
perceived
shape
behaviour
both
directly
indirectly
through
cognitive
(value
commitment)
morality‐based
(moral
ownership)
mechanisms.
2
validates
these
findings
using
time‐lagged
302
employee–supervisor
dyads
Vietnamese
Additionally,
this
study
reveals
relationship
stronger
when
supervisors
adopt
leadership
style.
These
offer
crucial
Asia‐Pacific
perspective,
complementing
predominantly
Western‐focused
views
HRM
CSR
research.
The
social
sciences
continue
to
move
towards
more
open
and
transparent
research
practices.
However,
these
changes
have
been
driven
by
researchers
outside
of
management
organisational
studies
are
primarily
designed
with
quantitative
methods
in
mind.
While
is
grounded
principles
that
core
qualitative
scholarship-
such
as
validity,
rigour
transparency,
trustworthiness,
many
current
practices
demonstrate
little
sensitivity
epistemologies.
In
this
paper,
we
conduct
a
mixed-methods
survey
organizational
(n
=
163)
examine
their
understanding
openness
alongside
hopes
fears
surrounding
the
use
We
find
concerned
ethical
obligations
participants
see
‘open
science’
be
positivistic
opposition
interpretivist
they
some
benefits
for
especially
potential
greater
societal
impact.
Finally,
bring
together
our
empirical
findings
on
views
community
discuss
futures
management,
encouraging
scholars
join
shape
conversation.
Business & Society,
Journal Year:
2024,
Volume and Issue:
unknown
Published: June 24, 2024
This
research
analyzes
how
family
embeddedness
affects
the
decision
of
owners
in
charge
small
entrepreneurial
firms
operating
an
emerging
country
to
participate
private-sector
corruption.
Prior
has
typically
assumed
that
those
choose
corruption
receive
immediate
economic
benefit.
We
challenge
this
assumption
and
argue
influences
owner
driven
by
pursuit
both
short-term
(profit
maximization)
long-term
non-economic
goals,
including
attaining
upper
social
class
status
(even
if
decreases
gains)
for
unit.
further
find
context
market,
trusted
intermediaries
can
be
seen
as
members
influence
them
illicit
activities.
also
contend
businesses
manage
participation
dissociating
framing
means.
Journal of Management Studies,
Journal Year:
2024,
Volume and Issue:
unknown
Published: July 4, 2024
Abstract
How
do
customers
discover
new
products?
Recent
research
has
found
that
a
firm
can
facilitate
the
discovery
and
subsequent
purchase
of
its
product
by
giving
it
an
advantageous
name.
However,
no
exists
in
isolation,
rather
competes
for
customer
attention
with
other
products
both
within
across
niches.
We
theorize
may
benefit
from
names
competitors’
niche
because
certain
trigger
positive
spillover
effect.
Specifically,
viability
should
increase
proliferation
informative
focal
attract
to
niche,
consequently
all
products,
regardless
whether
they
have
or
not.
This
beneficial
influence
be
especially
strong
when
is
new.
Additionally,
product's
market
fate
depend
not
only
on
prevalent
naming
practices
but
also
competing
find
support
our
theorizing
event‐history
analyses
CD‐drive
shipped
worldwide
optical
disk
drive
industry,
1983–1999.
Ultimately,
findings
suggest
high‐velocity
markets,
customers,
firms
enter
niches
populated
names.
Journal of Management Studies,
Journal Year:
2024,
Volume and Issue:
unknown
Published: Nov. 14, 2024
Abstract
Socially
responsible
human
resource
management
(SRHRM)
is
a
critical
component
of
an
organization's
corporate
social
responsibility
(CSR)
strategy.
It
focuses
on
promoting
sustainability
goals
and
creating
positive
environment
for
employees
to
observe,
learn,
internalize
the
ethical
values.
Drawing
learning
theory,
we
conducted
two
separate
field
studies
investigate
direct
indirect
links
between
employee
perceptions
SRHRM
practices
workplace
behaviour,
as
well
moderating
role
supervisor
leadership.
In
Study
1,
analysed
three‐wave
data
from
243
in
Taiwanese
organizations.
The
results
show
that
perceived
shape
behaviour
both
directly
indirectly
through
cognitive
(value
commitment)
morality‐based
(moral
ownership)
mechanisms.
2
validates
these
findings
using
time‐lagged
302
employee–supervisor
dyads
Vietnamese
Additionally,
this
study
reveals
relationship
stronger
when
supervisors
adopt
leadership
style.
These
offer
crucial
Asia‐Pacific
perspective,
complementing
predominantly
Western‐focused
views
HRM
CSR
research.
