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There is a lack of empirical evidence on the relationship between commitment to change, trust in organizational authorities, and work outcomes. The purpose of this study is to bring further evidence on the role played by affective and continuance commitment to change on employee's trust in the supervisor and several work outcomes (turnover intentions, organizational citizenship behaviors, and perceived performance). Participants were 221 employees from several organizations that had undergone major organizational changes. Our results suggest that trust in the supervisor fully mediates the relationship between affective commitment to change and the three work outcomes. Continuance commitment to change was not significantly related to any outcome variables.These key findings bring salience to how employee's reactions to specific situations (i.e., relevant organizational changes) contribute to the development of social relationships and work outcomes within the organization. The findings are discussed regarding their considerable implications both for managers and researchers.

PurposeThis research relied on the broaden-and-build (B&B) theory to explore emotional predictors for curiosity-related differences in daily engagement and contextual performance. We tested a moderated mediation model, arguing that daily positive emotions would be related to daily work engagement and contextual performance.Design/methodology/approachA total of 586 participants participated in a five-day diary study (n = 2379).FindingsMulti-level modeling showed that, at the person level of analysis, daily positive emotions were significantly and positively related to daily work engagement and, in turn, daily performance. At the daily level of analysis, the mediation model was moderated by curiosity, such that it became stronger for individuals who scored higher on curiosity.Originality/valueThese findings make relevant theoretical contributions to understanding the power of curiosity for daily emotional dynamics in organizations. Compared to traditional between-person variables, these results also expand knowledge on within-person processes that explain daily work engagement and contextual performance. In sum, this study shows that "curiosity does not kill the cat"; instead, it makes it productive.

This study builds upon existing research on daily adaptive performance by focusing on two main aspects: (1) the fluctuations within individuals concerning uncertainty in relation to daily negative affect and daily adaptive performance and (2) the variations between individuals in the perceived effectiveness of their leaders as a relevant boundary condition of these relationships. Data were gathered during a post-COVID phase from a sample of 176 Portuguese working adults, for 10 days, resulting in a total of 1,760 measurement occasions. The results of the multilevel analysis revealed a positive correlation between fluctuations in daily uncertainty and daily negative affect. Notably, this relationship was influenced by the perceived effectiveness of leaders. Specifically, the presence of an effective leader mitigated the heightened negative affect caused by increased uncertainty. In addition, the findings demonstrated a positive link between daily negative affect and daily adaptive performance. Moreover, a statistically significant indirect effect was observed, indicating that uncertainty led to fluctuations in adaptive performance through its impact on daily negative affect. Essentially, higher levels of uncertainty contributed to increased negative affect among employees, subsequently influencing their daily adaptive performance. It is important to note that this pathway was further influenced by the perceived effectiveness of leaders. In cases where employees perceived their leaders as less effective, the connection between negative affect and adaptive performance was more pronounced. This study underscores the significance of perceived effective leadership, particularly in unique contexts such as the post-COVID era: an effective leader is always good for affective regulation, but a less effective leader is not always bad regarding adaptive performance. This complexity prompts discussions on implications for both theoretical understanding and practical application. JEL CLASSIFICATION M0

This study analyses the dynamics of entrepreneurship in Portugal and other European Union countries from 2010 to 2014. We used the Global Entrepreneurship Monitor (GEM) data collected through representative samples of the population of each country to analyze three main areas: entrepreneurial activity, entrepreneurial attitudes and entrepreneurial aspirations. Our results show that in 2010, 2011, 2012 and 2013, the total early-entrepreneurship rate in Portugal was the same as the average in EU countries but in 2014 it was higher. However, this rise in entrepreneurial activity in Portugal in 2014 was mainly necessity-driven and not improvement driven. The results also show that despite the fact that Portugal was perceived to have poor opportunities for new business during this period, Portuguese people believe more strongly than people in other countries that they have the required knowledge and skills to start a business. In general, although entrepreneurial attitudes in Portugal are characterized by average entrepreneurial intentions, lower perceived opportunities, higher perceived capabilities to start a business, their fear of failure would prevent them from starting a business. These results are relevant with regard to rethinking the promotion of entrepreneurship in Portugal.

Purpose – The purpose of this study is to explore the military team members' (mid-senior multinational officers') perceptions of shared leadership and analyze the facilitation of shared leadership in military teams. Design/methodology/approach – The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia's thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature. Findings – Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization's culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers' experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams. Practical implications – The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams. Originality/value – The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams. ; info:eu-repo/semantics/publishedVersion

PurposeThe purpose of this paper is to test a model of the effects of intragroup conflict (relationship conflict, task conflict and process conflict), past performance feedback and perceptions of team decision‐making effectiveness on team performance and affective responses.Design/methodology/approachA sample of 183 individuals, working in 47 different teams, participated in this study. All the teams were involved in a national management challenge for a five‐week period. Three questionnaires were sent directly to team members by e‐mail at different times of the challenge period to collect data concerning demographic data (questionnaire 1), perceptions of team functioning (questionnaire 2) and perceptions of team decision‐making effectiveness as well as the affective responses (questionnaire 3). The level of analysis in this study was the group. Thus, all individual survey responses were aggregated to the team level for statistical analysis.FindingsResults showed a full mediation effect of perceptions of team decision in the relationship between process conflict and team performance. Task and relationship conflict showed no significant relationships with team performance and satisfaction with the team. The result that effective past performance feedback directly influences team performance, in a positive way, suggests that past effective decisions may reinforce the decision‐making processes previously used by team members.Research limitations/implicationsOne possible limitation of this study is the fact that measurements were taken at different times of the management challenge. In fact, while intragroup conflict was measured two weeks after the beginning of the challenge, the other variables were measured at the end of the challenge. This time measurement difference could raise some questions concerning the stability of the intragroup conflict over time in work teams. Future research should address this hypothesis. Future research should also elucidate the influence of contextual variables, such as cultural values, on the relationship between intragroup conflict and performance outcomes.Practical implicationsThis study helps managers to understand how to benefit from conflict. In a highly competitive environment, disagreement among team members about "how to do it" seems to decrease decision‐making effectiveness.Originality/valueThis study fills a gap in the conflict literature concerning the impact of intragroup conflict in the team members' perceptions of decision‐making effectiveness and how it affects the overall performance. Moreover, this study also clarifies the importance of past performance to the actual team outcomes.

Purpose– The purpose of this paper is to describe the cultural values – how things should be – and the cultural practices – how things are – of Angolan society. The authors expected to find: a gap between practices and values; high levels of power distance, institutional and in-group collectivism, uncertainty avoidance, future and humane orientation; and low to medium levels of performance orientation, gender equality and assertiveness.Design/methodology/approach– In all, 235 employees in Angola responded to a questionnaire using GLOBE's cultural scales.Findings– There is a gap between cultural practices and values. Within Angola, humane and performance orientations are the most valued cultural dimensions. Power distance and in-group collectivism are the most prevailing cultural practices. Compared to other countries, Angola has high levels of humane orientation, institutional collectivism and uncertainty avoidance values and high levels of assertiveness and performance orientation practices.Practical implications– Higher than desired levels of assertiveness and power distance, on the one hand, and lower than desired levels of humane orientation and uncertainty avoidance on the other, are key aspects that should be taken into account by HRM in this context.Originality/value– These results may have important implications for HRM in Angola. To the best of our knowledge, this is the first analysis of Angola's culture from a business research perspective.