Weitere Artikel dieser Ausgabe durch Wischen aufrufen
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Perceived integrity of managers affects employee attitudes. Yet its impact on employee behavior and organizational performance is unknown. Addressing this gap, we examine the effect of perceived integrity in leadership on both subjective firm performance and objective employee productivity. Applying dynamic capabilities theory, we propose that perceived integrity in leadership may not only directly affect the outcome variables but also moderate the effect of the firm’s multiple-strategy implementation on outcome variables. We test the hypotheses using multiple informants from a transitional economy with an ineffective legal and incomplete institutional environment, which could seriously challenge the leader’s commitment to integrity. As hypothesized, perceived integrity is associated with manager’s perception of firm performance directly and objective employee productivity through its moderating role in the firm’s implementation process of dual strategies. The results illustrate that perceived integrity in leadership plays as an important driver for employee productivity in dual-strategy and non-strategy firms. We provide detailed discussions about the integrity challenge and call for additional future research on this topic.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage Publications.
Atuahene-Gima, K., & Ko, A. (2001). An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation. Organizational Science, 12(1), 54–74.
Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573–582.
Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 36(3), 421–458.
Barreto, I. (2009). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.
Berry, J. W. (1980). Introduction to methodology. In H. C. Triandis & J. W. Berry (Eds.), Handbook of cross-cultural psychology (Vol. 2, pp. 1–28). Boston, MA: Allyn and Bacon.
Berthon, P., Hulbert, J. M., & Pitt, L. (2004). Innovation or customer orientation? An empirical investigation. European Journal of Marketing, 38(9/10), 1065–1090.
Bhuian, S. N., Menguc, B., & Bell, S. M. (2005). Just entrepreneurial enough: The moderating effect of entrepreneurship on the relationship between market orientation and performance. Journal of Business Research, 58(1), 9–17.
Bogliacino, F., & Pianta, M. (2009). The impact of innovation on labour productivity growth in European industries: Does it depend on firms’ competitiveness strategies? IPTS Working Paper on Corporate R&D and Innovation 13, pp. 1–26.
Bommer, W. H., Johnson, J. L., Rich, G. A., Podsakoff, P. M., & Mackenzie, S. B. (1995). On the interchangeability of objective and subjective measures of employee performance: A meta-analysis. Personnel Psychology, 48(3), 587–605.
Boso, N., Story, V. M., & Cadogan, J. W. (2013). Entrepreneurial orientation, market orientation, network ties, and performance: Study of entrepreneurial firms in a developing economy. Journal of Business Venturing, 28(6), 708–727.
Brik, A. B., Rettab, B., & Mellahi, K. (2011). Market orientation, corporate social responsibility, and business performance. Journal of Business Ethics, 99(3), 307–324.
Brown, M. E. (2007). Misconceptions of ethical leadership: How to avoid potential pitfalls. Organizational Dynamics, 36(2), 140–155.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.
Chen, F. (2000). Subsistence crises, managerial corruption and labour protests in China. The China Journal, 44(July), 41–63.
Child, J., & Tse, D. K. (2001). China and the impacts on international business. Journal of International Business Studies, 32(1), 8–21.
Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Boston, MA: Harvard Business School Press.
Christensen, C. M., & Bower, J. L. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(March), 197–218.
Cohen, A., Fiorini, K., Culham, T., & Bai, H. (2013). The circle of leadership integrity within business organizations. In A. Stachowicz & W. Amann (Eds.), Integrity in organizations: Building the foundations for humanistic management. New York: Palgrave Macmillan Publishers.
Conway, J., & Lance, C. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325–334.
Craig, S. B., & Gustafson, S. B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. Leadership Quarterly, 9(2), 127–145.
Crook, T. R., Todd, S., Combs, J., Woehr, D., & Ketchen, D. (2011). Does human capital matter? A meta-analysis of the relationship between human capital and firm performance. Journal of Applied Psychology, 96(3), 443–456.
Davis, A. L., & Rothstein, H. R. (2006). The effects of the perceived behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67(4), 407–419.
Dawes, J. (1999). The relationship between subjective and objective performance measures in market orientation: Further empirical evidence. Marketing Bulletin, 10(1), 65–76.
Dobni, C. B., & Luffman, G. (2003). Determining the scope and impact of market orientation profiles on strategy implementation and performance. Strategic Management Journal, 24(6), 577–585.
Elenkov, D. S., Judge, W., & Wright, P. (2005). Strategic leadership and executive innovation influence: An international multi-cluster comparative study. Strategic Management Journal, 26(7), 665–682.
Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and work engagement. Leadership & Organization Development Journal, 38(3), 368–379.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
Gong, T. (2015). Managing government integrity under hierarchy: Anti-corruption efforts in local China. Journal of Contemporary China, 24(94), 684–700.
Greenwood, M., & Freeman, R. E. (2018). Deepening ethical analysis in business ethics. Journal of Business Ethics, 147(1), 1–4.
Grinstein, A. (2008). The relationships between market orientation and alternative strategic orientations. European Journal of Marketing, 42(1/2), 115–134.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.
Haslam, S. A., Ryan, M. K., Kulich, C., Trojanowski, G., & Atkins, C. (2010). Investing with prejudice: The relationship between women’s presence on company boards and objective and subjective measures of company performance. British Journal of Management, 21, 484–497.
Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. Strategic Management Journal, 24(10), 997–1010.
Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. (2007). Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50, 1385–1399.
Hollander, E. P. (1978). Leadership dynamics: A practical guide to effective relationships. New York: Free Press.
Hulpke, J., & Lau, C. (2008). Business ethics in China: A human resource management issue. The Chinese Economy, 41(3), 58–67.
Hunt, S. D., & Vasquez-Parraga, A. Z. (1993). Organizational consequences, marketing ethics, and salesforce supervision. Journal of Marketing Research, 30(1), 78–90.
Hurley, R., & Hult, G. T. M. (1998). Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing, 62(3), 42–54.
Ireland, R. D., Kuratko, D. F., & Morris, M. H. (2006). A health audit for corporate entrepreneurship: Innovation at all levels: Part II. Journal of Business Strategy, 27(2), 21–30.
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67(2), 219–229.
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85–98.
Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53–70.
Kacmar, K. M., Andrews, M. C., Harris, K. J., & Tepper, B. J. (2013). Ethical leadership and subordinate outcomes: The mediating role of organizational politics and the moderating role of political skill. Journal of Business Ethics, 115(1), 33–44.
Katila, R., & Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of Management Journal, 45(6), 1183–1194.
Kellerman, B. (2007). Bad leaders. Leadership Excellence, 24(9), 17.
Kim, T., & Leung, K. (2007). Forming and reacting to overall fairness: A cross-cultural comparison. Organizational Behavior and Human Decision Processes, 104(1), 83–95.
Kimberly, J. R. (1976). Organizational size and the structuralist perspective: A review, critique and proposal. Administrative Science Quarterly, 21(4), 571–597.
Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69(2), 24–41.
Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.
Kuratko, D. F., Ireland, R. D., & Hornsby, J. S. (2001). Improving firm performance through entrepreneurial actions: Acordia’s corporate entrepreneurship strategy. Academy of Management Executive, 15(4), 60–71.
Leff, N. (1964). Economic development through bureaucratic corruption. In A. Heidenheimer & M. Johnston (Eds.), Political corruption (pp. 307–338). New Brunswick, NJ: Transaction Publishers.
Li, A., & Cropanzano, R. (2009). Do East Asians respond more/less strongly to organizational justice than North Americans? A meta-analysis. Journal of Management Studies, 46(5), 787–805.
Li, Y., Zhao, Y., Tan, J., & Liu, Y. (2008). Moderating effects of entrepreneurial orientation on market orientation–performance linkage: Evidence from Chinese small firms. Journal of Small Business Management, 46(1), 113–133.
Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114–121.
Lukas, B. A., & Ferrell, O. C. (2000). The effect of market orientation on product innovation. Journal of the Academy of Marketing Science, 28(2), 239–247.
Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135–172.
Menguc, B., & Auh, S. (2006). Creating a firm-level dynamic capability through capitalizing on market orientation and innovativeness. Journal of the Academy of Marketing Science, 34(1), 63–73.
Merlo, O., & Auh, S. (2009). The effects of entrepreneurial orientation, market orientation, and marketing subunit influence on firm performance. Marketing Letters, 20(3), 295–311.
Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill.
Morgan, T., Anokhin, S., Kretinin, A., & Frishammar, J. (2015). The dark side of the entrepreneurial orientation and market orientation interplay: A new product development perspective. International Small Business Journal, 33(7), 731–751.
Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30(8), 909–920.
Moriarty, R. T., & Kosnik, T. J. (1989). High-tech marketing: Concepts, continuity, and change. Sloan Management Review, 30(4), 7–17.
Ncube, L. B., & Wasburn, M. H. (2006). Strategic collaboration for ethical leadership: A mentoring framework for business and organizational decision making. Journal of Leadership & Organizational Studies, 13(1), 77–92.
Olson, E. M., Slater, S. F., & Hult, G. T. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of Marketing, 69(3), 49–65.
Pablos, P. O. D., & Lytras, M. D. (2008). Competencies and human resource management: Implications for organizational competitive advantage. Journal of Knowledge Management, 12(6), 48–55.
Palanski, M. E., & Yammarino, F. J. (2007). Integrity and leadership: Clearing the conceptual confusion. European Management Journal, 25(3), 171–184.
Palanski, M. E., & Yammarino, F. J. (2009). Integrity and leadership: A multi-level conceptual framework. Leadership Quarterly, 20(3), 405–420.
Pastoriza, D., & Ariño, M. A. (2013). Does the ethical leadership of supervisors generate internal social capital? Journal of Business Ethics, 118(1), 1–12.
Pearson, G. J. (1993). Business orientation: Cliché or substance? Journal of Marketing Management, 9(3), 233–243.
Pillay, P. (2014). Integrity leadership. African Journal of Public Affairs, 7(2), 27–38.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavior research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
Podsakoff, P. M., & Organ, D. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.
Prottas, D. J. (2008). Perceived behavioral integrity: Relationships with employee attitudes, well-being, and absenteeism. Journal of Business Ethics, 81(2), 313–322.
Rosenbusch, N., Brinckmann, J., & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of Business Venturing, 26(4), 441–457.
Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration. Journal of Marketing, 76(3), 130–147.
Schwab, B. (1996). Research notes and communications: A note on ethics and strategy: Do good ethics always make for good business? Strategic Management Journal, 17(6), 499–500.
Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185–196.
Simons, T. L. (2002). Behavioral integrity as a critical ingredient for transformational leadership. Journal of Organizational Change Management, 12, 89–104.
Simpson, P. M., Siguaw, J. A., & Enz, C. A. (2006). Innovation orientation outcomes: The good and the bad. Journal of Business Research, 59(10/11), 1133–1141.
Singh, S., Darwish, T. K., & Potocnik, K. (2016). Measuring organizational performance: A case for subjective measures. British Journal of Management, 27, 214–224.
Stern, N., McKee, D., & Rose, G. M. (2007). Developing the organization’s sensemaking capability: Precursor to an adaptive strategic marketing response. Industrial Marketing Management, 36(6), 731–744.
Stock, R. M., & Zacharias, N. A. (2011). Patterns and performance outcomes of innovation orientation. Journal of the Academy of Marketing Science, 39(6), 870–888.
Suh, T. (2005). Exploring a global pattern of e-business activities and strategic orientation. Journal of the American Academy of Business, 6(1), 309–314.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Teece, D. J., & Pisano, G. (1994). The dynamic capabilities of firms: An introduction. Industrial and Corporate Change, 3, 537–556.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.
Toor, S., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547.
Van Bruggen, G. H., Lilien, G. L., & Kacker, M. (2002). Informants in organizational marketing research: Why use multiple informants and how to aggregate responses. Journal of Marketing Research, 34(4), 469–478.
Vij, S., & Bedi, H. S. (2016). Are subjective business performance measures justified? International Journal of Productivity and Performance Management, 65(5), 603–621.
Wall, T. D., Mitchie, J., Patterson, M., Wood, S. J., Sheehan, M., Clegg, C. W., et al. (2004). On the validity of subjective measures of company performance. Personnel Psychology, 57(1), 95–118.
Walsh, G., & Beatty, S. E. (2007). Customer-based corporate reputation of a service firm: Scale development and validation. Journal of the Academy of Marketing Science, 35(1), 127–143.
Wedeman, A. (2012). Growth and corruption in China. China Currents, 11(2), 1–9.
Wei, Y. S., Samiee, S., & Lee, R. P. (2014). The influence of organic organizational cultures, market responsiveness, and product strategy on firm performance in an emerging market. Journal of the Academy of Marketing Science, 42(1), 49–70.
Wiklund, J., & Shepherd, D. (2005). Entrepreneurial orientation and small business performance: A configurational approach. Journal of Business Venturing, 20(1), 71–91.
Xin, K. R., & Pearce, J. L. (1996). Guanxi: Connections as substitutes for formal institutional support. Academy of Management Journal, 39(6), 1641–1658.
Yu, O. (2008). Corruption in China’s economic reform: A review of recent observations and explanations. Crime, Law and Social Change, 50(3), 161–176.
Zahra, S. A. (2008). Being entrepreneurial and market driven: Implications for company performance. Journal of Strategy and Management, 1(2), 125–142.
Zhou, K. Z., Gao, G. Y., Yang, Z., & Zhou, N. (2005). Developing strategic orientation in China: Antecedents and consequences of market and innovation orientations. Journal of Business Research, 58(8), 1049–1058.
Zhou, K. Z., Li, J. J., Zhou, N., & Su, C. (2008). Market orientation, job satisfaction, product quality, and firm performance: Evidence from China. Strategic Management Journal, 29(9), 985–1000.
Zinkhan, G. M. (2002). Relationship marketing: Theory and implementation. Journal of Market-Focused Management, 5, 83–89.
- How Does Perceived Integrity in Leadership Matter to Firms in a Transitional Economy?
Yinghong Susan Wei
- Springer Netherlands
Journal of Business Ethics
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta