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AbstractFrom the perspective of institutional theory, prior studies mostly focus on the effects of regulatory and normative forces on firms' environmental practices. We argue that, as a cultural‐cognitive force, local community environmental orientation is another key factor determining firms' environmental practices and performance. With data collected from multiple respondents in 372 Chinese firms, this study demonstrates that such orientation affects two other types of institutional forces facing companies, namely, local legislation and community stakeholders' pressures. These two types of forces complement each other and jointly affect firms' environmental actions, such as green investment and environmental operations, which subsequently affect firms' social reputation. However, local environmental orientation does not directly affect firms' environmental actions. These findings suggest that institutional forces interact with each other to shape firms' environmental actions.

PurposeBased on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.Design/methodology/approachThe authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.FindingsThe study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.Practical implicationsThe current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.Originality/valueThis research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

PurposeThe purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and the moderating role of team reflexivity.Design/methodology/approachThis research collected data from 199 dyads of employees and their direct supervisors in 55 work units, and tested a cross-level moderated mediation model using multilevel path analysis.FindingsThe findings suggest that thriving at work mediates the relationship between servant leadership and innovative behavior. The results also show that team reflexivity positively moderates the relationship between servant leadership and thriving at work and the mediating effect of thriving at work.Practical implicationsThe empirical findings suggest that organizations should make efforts to promote servant leadership and encourage team reflexivity. Moreover, managers should make efforts to stimulate employees' thriving at work, thereby facilitating employee and organizational development.Originality/valueThis research identifies thriving at work as a key mediator that links servant leadership to innovative behavior and reveals the role of team reflexivity in strengthening the effect of servant leadership on employee innovative behavior.

Purpose– The purpose of this paper is to address two essential questions: do perceptual differences regarding dependence matter in determining channel performance, and if so, how?Design/methodology/approach– The paper conducted an empirical study of 347 cellular telephone supplier-retailer dyads in China. A questionnaire survey was employed.Findings– The results reveal that a retailer's perceptual difference of dependence exerts a significant effect on its evaluation of supplier performance only. Retailer trust partially mediates the effect of the perceptual differences on supplier performance and retailer performance. Therefore, the particular side of a dyadic relationship that researchers choose to study matters in an unbalanced dependence relationship.Practical implications– Managers, depending on their side, should pay close attention to perceptual differences and their consequences and deliberately employ different strategies to ensure effective channel management.Originality/value– Do differences in parties' perceptions of dependence influence channel performance? If they do, how do these perceived differences exert direct and indirect impacts? By answering these questions, the authors contribute not only to an understanding of the unique nature of dyadic channel relationships but also to methodological notions about whether to study one side in a dyad.

PurposeBased on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.Design/methodology/approachThis study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.FindingsThe results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.Practical implicationsThe study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.Originality/valueThis research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.

AbstractDrawing on social information processing theory, the current study investigates the relationship between top management team (TMT) responsible leadership and employee organizational citizenship behavior for the environment (OCBE) from a vertical perspective, and whether green human resource management (GHRM) and employee environmental felt‐responsibility can play a sequential mediating role between them. Totally, 102 middle‐level managers and 527 employees in 102 Chinese teams voluntarily participated in our study. Drawing on above data, our study verifies that TMT responsible leadership was positively associated with both GHRM and employee environmental felt‐responsibility. In addition, GHRM mediated the positive effects of TMT responsible leadership and employee environmental felt‐responsibility. Also, GHRM can further promote employee OCBE through employee environmental felt‐responsibility. Overall, the positive relationship between TMT responsible leadership and employee OCBE was sequentially mediated by GHRM and employee environmental felt‐responsibility. Therefore, the current study shows the way to achieve corporate environmental sustainability strategy.

PurposeThe aim of this paper is to develop a tool measuring individual intellectual capital (IIC) and investigate the relationship between self-reflection and IIC.Design/methodology/approachThis study developed a theoretical model based on social cognitive theory and the literature of self-reflection and intellectual capital (IC). This research collected responses from 502 dyads of employees and their direct supervisors in 150 firms in China, and the study tested the research model using structural equation modeling (SEM).FindingsThe results indicate that three components of self-reflection, namely, need for self-reflection, engagement in self-reflection and insight, significantly contribute to all the three components of IIC, such as individual human capital, individual structural capital and individual relational capital. The findings suggest that need for self-reflection is the weakest component to impact individual human capital and individual relationship capital, while insight is the one that mostly enhances individual structural capital.Practical implicationsThis paper suggests that managers can enhance employees' IIC by facilitating their self-reflection. Managers can develop appropriate strategies based on findings of this study, to achieve their specific goals.Originality/valueFirst, this study develops a tool for measuring IIC. Second, this study provides an enriched theoretical explanation on the relationship between self-reflection and IIC – by showing that the three subdimensions of self-reflection, such as need, engagement and insight, influence the three subdimensions of IIC, such as individual human capital, individual structural capital and individual relational capital.

PurposeBased on the conservation of resources theory, the authors propose a research model depicting the positive relationship between team reflexivity and work-to-family enrichment via the mediation of thriving at work, with the moderation of transformational leadership. This paper aims to discuss the aforementioned idea.Design/methodology/approachThe authors collected data from 367 employees in 79 teams at three time points. The authors test the model by using a multilevel moderated mediation analysis.FindingsResults of this paper indicate that thriving at work partially mediates the relationship between team reflexivity and work-to-family enrichment. Furthermore, transformational leadership enhances the positive relationship between team reflexivity and thriving at work.Practical implicationsOrganizations are advised to encourage employees' involvement in team reflexivity, facilitate their thriving at work and raise managers' awareness of work-family issues. Exemplary measures include nurturing open communication and providing training programs that encourage positivity in the workplace. By doing so, organization could strengthen the relationship between team reflexivity and work-to-family enrichment.Originality/valueThis research demonstrates the positive relationship between team reflexivity and work-to-family enrichment, deepening theoretical understanding of the antecedents of the construct. The findings of moderated mediation analysis shed light on the mechanism through which team reflexivity affects work-to-family enrichment, and the role that transformational leadership plays.