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PurposeThis study examined gender differences in CEOs' expression of implicit achievement, power and affiliation motivation. Building on the role congruity account of sex differences and similarities in motivation and existing literature on implicit motives, the study tested whether female CEOs would express higher affiliation motivation than male CEOs and similar levels of achievement motivation. In addition, gender differences in power motivation were explored.Design/methodology/approachThe study used propensity score matching to generate a comparable sample of male and female CEOs from publicly traded companies. Subsequently, the authors content-coded CEO letters from annual reports using Winter's (1994) manual for scoring motive imagery in running text.FindingsOverall, CEOs expressed more achievement and power motivation than affiliation motivation. Comparisons between male and female CEOs showed that female CEOs expressed lower power and higher affiliation motivation than male CEOs.Research limitations/implicationsBy integrating implicit motive theory with social role theory and the role congruity account of motivation, this study provides a theoretical framework and novel demonstration that understanding social roles and gender roles can lend insights into motive expression by CEOs.Originality/valueThe study uses established theory and a validated scoring method in a novel way by analyzing implicit motives from CEO letters, a critical communication channel in the CEO–shareholder relationship. In doing so, this study adopts a sociocultural perspective. Informed by the role congruity account of motivation, the study demonstrates the importance of social roles and gender roles for motivational displays.

Zusammenfassung: Die Forschung zur sozialen Rollentheorie hat durchweg gezeigt, dass die Vorgabe derselben Rolleninformation geschlechtsstereotype Persönlichkeitsbeurteilungen von Männern und Frauen reduziert. Die vorliegende Studie hinterfragt die rollentheoretische Erklärung dieser Befunde und untersucht, inwieweit die bisherigen Ergebnisse dadurch zustande kamen, dass Personen unterschiedliche Standards für Männer und Frauen bei ihren Beurteilungen anwendeten. Die Versuchspersonen verglichen Männer und Frauen in derselben Rolle, d. h. im Haushalt tätig, Vollzeit berufstätig oder nicht spezifiziert, hinsichtlich geschlechtsstereotyper Eigenschaften. Um einen Wechsel der Beurteilungsmaßstäbe zu verhindern, gaben die Versuchspersonen auf derselben Ratingskala an, ob das jeweilige Persönlichkeitsmerkmal bei einem/einer durchschnittlichen Mann/Frau mehr oder weniger ausgeprägt ist als bei einer durchschnittlichen Person des anderen Geschlechts. In Übereinstimmung mit der sozialen Rollentheorie wurden im Haushalt tätige Männer und Frauen sowie berufstätige Männer und Frauen ähnlicher bezüglich expressiver und instrumenteller Eigenschaften beurteilt als Männer und Frauen ohne Rolleninformation. Dieser Rolleneffekt war bei weiblichen Versuchspersonen stärker ausgeprägt als bei männlichen Versuchspersonen.

Purpose– The purpose of this paper is to examine how a system of human resource management (HRM) practices, labelled high-performance work systems (HPWS), influences organizational innovation in professional service firms (PSFs). In this study, innovation in PSFs is seen as an indicator of firm performance and is calculated as the revenue per person generated from new clients and new services, respectively.Design/methodology/approach– Quantitative data were collected from 195 managing partners, HR managers or experienced Partners in 120 Irish accounting firms. Hierarchical regression analysis was used to test the hypotheses.Findings– The analysis results indicate strong support for the mediating role of employees' innovative work behaviours in the relationship between HPWS and two types of PSFs' innovation performance.Practical implications– Managers need to effectively adopt and implement innovation-based HRM practices to encourage and support employees' creative thinking and innovation. Through the adoption and utilization of these practices managers can enhance the firm's innovation and its performance.Originality/value– This study contributes to our understanding of the link between HRM and firm innovation by explicating a pathway between these variables. This study also generalizes consistent findings on the HRM-firm innovation relationship to a different context, i.e. PSFs.

Despite global commitments and efforts, a gender‐based division of paid and unpaid work persists. To identify how psychological factors, national policies, and the broader sociocultural context contribute to this inequality, we assessed parental‐leave intentions in young adults (18–30 years old) planning to have children (N = 13,942; 8,880 identified as women; 5,062 identified as men) across 37 countries that varied in parental‐leave policies and societal gender equality. In all countries, women intended to take longer leave than men. National parental‐leave policies and women's political representation partially explained cross‐national variations in the gender gap. Gender gaps in leave intentions were paradoxically larger in countries with more gender‐egalitarian parental‐leave policies (i.e., longer leave available to both fathers and mothers). Interestingly, this cross‐national variation in the gender gap was driven by cross‐national variations in women's (rather than men's) leave intentions. Financially generous leave and gender‐egalitarian policies (linked to men's higher uptake in prior research) were not associated with leave intentions in men. Rather, men's leave intentions were related to their individual gender attitudes. Leave intentions were inversely related to career ambitions. The potential for existing policies to foster gender equality in paid and unpaid work is discussed.

AbstractSustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.

Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and uncertainty avoidance. Overall, the findings suggest that relationships between silence and cultural dimensions are more complex than commonly assumed. We discuss the explanatory power of nations as (cultural) units of analysis, our social scientific approach, the predictive value of cultural dimensions, and opportunities to extend silence research geographically, methodologically, and conceptually.

Men sometimes withdraw support for gender equality movements when their higher gender status is threatened. Here, we expand the focus of this phenomenon by examining it cross-culturally, to test if both individual- and country-level variables predict men's collective action intentions to support gender equality. We tested a model in which men's zero-sum beliefs about gender predict reduced collective action intentions via an increase in hostile sexism. Because country-level gender equality may threaten men's higher gender status, we also examined whether the path from zero-sum beliefs to collective action intentions was stronger in countries higher in gender equality. Multilevel modeling on 6,734 men from 42 countries supported the individual-level mediation model, but found no evidence of moderation by country-level gender equality. Both country-level gender equality and individual-level zero-sum thinking independently predicted reductions in men's willingness to act collectively for gender equality.

Men sometimes withdraw support for gender equality movements when their higher gender status is threatened. Here, we expand the focus of this phenomenon by examining it cross-culturally, to test if both individual- and country-level variables predict men's collective action intentions to support gender equality. We tested a model in which men's zero-sum beliefs about gender predict reduced collective action intentions via an increase in hostile sexism. Because country-level gender equality may threaten men's higher gender status, we also examined whether the path from zero-sum beliefs to collective action intentions was stronger in countries higher in gender equality. Multilevel modeling on 6,734 men from 42 countries supported the individual-level mediation model, but found no evidence of moderation by country-level gender equality. Both country-level gender equality and individual-level zero-sum thinking independently predicted reductions in men's willingness to act collectively for gender equality.