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This paper proposes a curvilinear relationship between team proactive personality and team performance. We found that team proactive personality has an inverted-U shaped relationship with team performance through team cohesion and team potency; team political skill as a moderator mitigated the negative (downward) trend of the curvilinear relationship. [ABSTRACT FROM AUTHOR]

Although there is consensus that the proactive personality is beneficial in the workplace, an unanswered question is whether proactive individuals are always appreciated by peers. This research depicts an "initiative paradox" by examining how peers respond to the focal proactive team member. Drawing upon trust literature and relative deprivation theory, we argued that peers respond to the proactive member in two different ways: showing trust to the proactive member or feeling relatively deprived of their common resources, and accordingly, less or more likely to ostracize the proactive member. The proactive member's prosocial motive and proself motive moderate these relationships. In study 1, we collected a three-wave hospital data (including 799 nurses nested in 116 nursing teams) and found that prosocial motive strengthens the positive effect of proactive personality on peers' trust and proself motive strengthens the positive effect of proactive personality on peers' feelings of relative deprivation. In study 2, we tested the full model (the first-stage moderated mediation model) with a three-wave data from 448 waiters in 132 restaurants in the catering industry in China. Results show that prosocial motive strengthens the indirect effect of proactive personality on ostracism through peers' trust and proself motive strengthens the indirect effect of proactive personality on ostracism through peers' feelings of relative deprivation." [ABSTRACT FROM AUTHOR]

For nearly fifty-years, international business (IB) research has long acknowledged the role of managerial characteristics as a driver of multinational success. Yet existing perspectives in this research stream has remained fairly limited, casting Multinational Corporation (MNC) managers' perceptions, demographic characteristics, and risk preferences as dominant and unique for guiding decisions. Largely absent is a consideration of the role of managers' values by which managers' decision-making process is driven -- rendering prior literature incomplete for understanding the role of managers' values in the intensive and information-overloaded decision-making environment. Integrating different strands of literature on political ideology from strategy and political science fields with the firm internationalization research, the current paper illustrates the importance of managerial values by offering a theoretical model of how managers' political ideology plays out in influencing internationalization decisions situated at different stages, backed by set of propositions. It highlights the need for IB scholars to consider managers' value as a crucial predictor and systematically brings the notion of managers values into the IB space. The article concludes with drawing implications for future IB research. [ABSTRACT FROM AUTHOR]

This study examines the relationship between status and uncertainty-increasing and uncertainty-decreasing investments. Focusing specifically on financial uncertainty, we argue that middle-status firms engage in more uncertainty-increasing investments than low-and high-status firms, whereas higher-status firms engage in more uncertainty-decreasing investments than lower-status firms. Regardless of whether the focus is on uncertainty-increasing investments or uncertainty-decreasing investments, the extent to which firms perform above their historical and social aspirations mitigates the relationship between status and uncertainty-increasing and -decreasing investments. We find broad support for our arguments in a longitudinal sample of privately-owned Chinese firms traded on the Shanghai and Shenzhen stock exchanges. Specifically, social aspirations in the form of same-industry comparisons mitigates the inverted-U relationship between status and uncertainty-increasing investments, whereas social aspirations in the form of both same-industry and same-status comparisons mitigates the linear relationship between status and uncertainty-decreasing investments. [ABSTRACT FROM AUTHOR]

Moving beyond the three roles of board of directors, this study proposes the affective and emotional impact of board on strategic decisions. We propose that a non-CEO executive's death will raise board's awareness of mortality and make them more compassionate towards CEOs. Board will thus be more likely to reduce CEO's job demands in the pay-setting process and the final compensation. We further propose that because in the negotiation process like CEO pay-setting a more powerful party will be more likely to express his or her emotions while a less powerful party will hide the emotions and affects, the main effect is contingent upon the power dynamics between CEO and board. Such effect will be strengthened if CEO has more power indicated by CEO duality and firm performance, and weakened if board is more independent. A longitudinal analysis of 1,834 firms with 8,945 firm-year observations generally support our propositions. Our study contributes significantly to literature of board roles, CEO compensation, and corporate leaders' death. [ABSTRACT FROM AUTHOR]

Strategy scholars have increasingly documented the evidence that corporate leader death affects strategic decisions. They have neglected, however, the impact on a firm's decision choices between short-term or long-term investments and the importance of group boundary separating leaders. To address these questions, the present study focuses on how a corporate leader's death can exert differential magnitude of impact on firm investment horizon in the period from 1992 to 2012. We argue that risk aversion and attention to immediate gains resulting from the psychological anxiety when the corporate leaders are exposed to peer death lead corporate leaders to prefer short-term investments. This effect is stronger for a non-CEO executive death than an independent director death, but the impact of an independent director death will be reinforced when board members and executives engage in more frequent interactions. We discuss the implications of our theory for the research on firm long-term orientation and leader turnover. [ABSTRACT FROM AUTHOR]

This study examines the roles played by world cities in the location decisions of multinational enterprises (MNEs) in the context of a semi-globalized world. The economic integration and interdependence of national markets is highest within regions, making cross-regional activities more difficult for MNEs to initiate and manage. We examine how MNEs extend their reach across regions using world cities, by examining the structural pattern of MNE headquarters-subsidiary affiliations worldwide and observing what roles world cities play in this structure. We use multidimensional scaling to investigate the structural pattern of subsidiary locations, and use factor analysis to identify the factors underlying how frequently specific cities play specific roles in this structure. Results show that world cities serve as springboards from which MNEs can expand into foreign regions from their home regions, and also gateways into foreign regions. By highlighting the roles of world cities in MNEs location choices, this study contributes to the literatures on location strategy and semi- globalization. [ABSTRACT FROM AUTHOR]

Several unique characteristics of foreign subsidiaries distinguish them from local firms or organizations in general and thereby lead to distinctive organizational status issues. In this article we develop a theoretical framework that links the attributes of the foreign subsidiaries with organizational status determinants, as well as its implication for performance in a host country. Contributing to the international business literature, the framework provides novel insights of determinants of subsidiaries status in a host country by decomposing the initial four status determinants into seven subsidiary-specific ones. In addition, this framework contributes to the literature on liability of foreignness (LoF) and country-of-origin (CoO) by suggesting a LoF-mitigating effect elicited from high status and status derivation effect of CoO, in respective. This framework also contributes to status research by identifying more status determinants, and by proposing a status-performance mechanism specific to foreign subsidiaries. More broadly, this study uncovers the black box of status research in international contexts. [ABSTRACT FROM AUTHOR]