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PurposeThis study seeks to examine the association of employee's evaluation of organizational restructuring with the destruction of old social capital, development of new social capital, and the mediating role of perceived organizational support (POS).Design/methodology/approachData were used from 419 teachers of Dutch secondary schools using hierarchical regression analyses.FindingsResults show that more positive employees' evaluation of the organizational restructuring are less likely to remain relying on old social capital resources, and score higher on development of new social capital. Moreover, POS mediated the association of employee's evaluation of the organizational restructuring with old and new social capital.Research limitations/implicationsFuture research, utilizing longitudinal designs and experiments that better lend it to causal inferences, are needed to examine relationships between organizational restructuring, POS, and social capital.Originality/valueThe results of this study provide a first step toward outlining the importance of organizational restructuring for social capital theory and how employees cope with transition to different work units. In organizations, having a shared language and narratives may allow team members to more easily integrate knowledge and provide better support to one another. Moreover, a common perspective and understanding among team members may allow employees members to anticipate the behavior of other members, thus promoting organizational efficiency and effectiveness.

PurposeThis study aims to examine the relationships between personality and three types of OCBs (Organizational Citizenship Behaviors), and to test for the potential moderating effects of team leader effectiveness on the relationship between personality and OCBs.Design/methodology/approachHypotheses were tested with data from 268 teachers of secondary schools and were analyzed using Zellner's seemingly unrelated regression.FindingsThe results indicate that extroverts and teachers open for experience engaged more in OCBs towards their school than introverts and teachers less open for experience do. Teachers that are more conscientious score higher on OCBs towards students. That fits with the idea that being conscientious is being careful and responsible. Teachers with introvert and neurotic personalities become more engaged in OCBs than extrovert and emotionally stable teachers do when they appreciate their team leader effectiveness.Research limitations/implicationsAlthough this study provided only partial support for the expected relationships between personality and OCBs, the results are notable for personnel selection. Further, several instances of the moderating role of team leader effectiveness were found. This indicates that leaders can encourage the engagement in OCBs, even in the case of thwarting personality characteristics.Originality/valueThe results of this study show some interesting similarities and differences concerning the different OCBs. For instance, openness to experience was related to OCBs towards the school and to OCBs towards team members, and the moderating role of team leader effectiveness acted in the same way for openness to experience and OCBs towards the school and towards team members.

PurposeA strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to investigate the moderating role of conflict behavior and related coping strategies on the relationship between task and relationship conflict in startup teams.Design/methodology/approachThe authors conducted surveys among 100 Dutch and German startup members (Study 1) and 75 Belgium startup members (Study 2). In Study 3, 75 startup members completed weekly surveys in 11 consecutive weeks.FindingsBoth Study 1 and 2 show that the positive association between task and relationship conflict is buffered by problem-solving conflict behavior while this relationship is amplified by the use of avoiding strategies in startup teams. Similarly, the results of Study 3 show that individual and team-level problem-focused coping over a period of 11 weeks buffers the association between task and relationship conflict during this period, while individual disengagement coping potentiates it.Originality/valueThis study adds to the literature on conflict management and entrepreneurship by studying conflict behavior as a moderator in the association between task and relationship conflict in startup teams. Moreover, it takes a comprehensive perspective by including coping strategies conceptually related to conflict behaviors at both individual and teamlevel, as moderators in this relationship. The results of this study provide practical recommendations for entrepreneurs on how to prevent conflict escalation via conflict-oriented behaviors and more general coping strategies.

Purpose
This study aims to investigate the relationship between personality, gender and interpersonal peacemaking. Peacemaking is considered as voluntary behavior of team members to help conflicting peers in an impartial way, to find an amicable solution. This study tests the relation between the Big Five personality dimensions, gender and five different components of interpersonal peacemaking (general involvement in peacemaking, multipartiality, focus of finding solutions, emotional support and the use of humor).


Design/methodology/approach
In total, 503 participants filled out a survey assessing their personality and peacemaking behavior at work. To test the hypotheses, this study conducted structural equation modeling in AMOS 22.0.


Findings
In line with expectations, openness, extraversion and agreeableness related positively to most peacemaking components, while conscientiousness and neuroticism related negatively to the use of humor and peacemakers' multipartiality, respectively; comparing men and women, women engage more often in peacemaking in general and in emotional support, and use less humor than men. Results also showed that these gender differences are partially mediated by agreeableness being higher for women.


Originality/value
To the best of the authors' knowledge, this is one of the first studies exploring the relationship between personality (Big Five), gender and different aspects of interpersonal peacemaking. Peacemaking is an important, however understudied, behavior in teams and part of OCB. The promotion of peacemaking contributes to team effectiveness.

This study examined the associations of gender and cultural clusters with two classical leadership styles: consideration and initiating structure. We used a unique database for this study: 64,000 subordinates evaluating the leadership behaviors of their direct supervisors ( N = 13,595), representing 42 countries. Hypotheses were tested using hierarchical regression analysis for cultural clusters. As hypothesized, culture had a stronger impact on leadership behaviors than gender, particularly on initiating structure. In line with predictions, female managers around the world used more consideration. Yet, unexpectedly, women also used more initiating structure. The results suggest that gender differences in managerial behavior are predominantly present in western societies. Results contradict classic stereotypes regarding male and female managerial behaviors. More theory is needed to understand the interaction between gender and culture in relation with leadership. Outcomes have practical implications for HRM practices in international firms and cross cultural leadership training, which should aim at reducing stereotypical thinking on female and male leadership attributes in different cultures.

In the current context of limited resources and economic, social and labour changes, organizational conflicts are becoming more and more competitive. Two possible explanations for this approach to conflict in Spain are the low trust between unions and management and the long tradition of confrontation in industrial relations. In this study we analyse the conflict pattern from worker representatives and the relation to trust in management and union support. The hypotheses are tested in a quantitative study of 719 representatives. Results show that a) representatives use a competitive conflict style; b) trust is negatively related to this style; and c) union support is positively related to the style. We explore how societal culture and historical industrial relations tradition explain these relations.

Based on the perspective of the psychological contract, this study among 2,782 constabulary officers tested the hypothesis that threats of workplace violence lead to reduced job investments (i.e., affective organizational commitment and dedication). Multilevel analyses showed negative relationships between threats of workplace violence (individually experienced and as expressed in an unsafe climate) and job investments. Peer support was related to more job investments and buffered an unsafe climate, that is, the negative relationship between an unsafe climate and reduced job investments was stronger for employees with low levels of peer support. Experiencing an unsafe climate at the aggregate level by the cumulative experience of threat by employees can perhaps be thought of as facing a common enemy, and it has been shown that this has consequences for employees' attitudes that can be buffered by peer support.

In this observation study the theory of conglomerated conflict behavior is tested. The impact of seven conflict behaviors on substantive and relational conflict outcomes is examined through multiple independent observations of 103 Dutch nurse managers handling a standardized conflict. Results show that process controlling is most important for achieving substantive outcomes, whereas problem solving, confronting, and forcing are most important for relational outcomes. In addition, substantive and relational outcomes are positively related. Implications for managerial practice and training are discussed.

The fast-growing global village may not be without cultural boundaries. Globalization as the evolvement of a syndrome of universally endorsed cultural values and practices may have its limits because climate-based demands and wealth-based resources in concert shape unique local cultures. This article reviews results of theory-based research that tested this innovative hypothesis for globalization of the managerially relevant decisions and actions of recruitment, handling work motives, conforming to leadership ideals, and shaping organizational structures and strategies. Recently published secondary analyses of large cross-national/cross-sectional data sets indeed support the presumption that there are climato-economic limits to globalization of managerial situations. Globaphobes and globaphiles may thus have too unrealistic nightmares and daydreams about the sameness of cultures around the globe in times to come.

This open access book opens up the black box of mediation in collective conflicts through the analyses and comparisons of various systems. Mediation and related third party interventions such as conciliation and facilitation are discussed as effective prevention and regulation tools for different types of collective labor conflicts. These interventions fit in a new developed five-phase model of collective conflicts in organizations, going from capacity building in latent conflicts, through conciliation, mediation and arbitration in escalating phases, to rebuilding of trust after hot conflicts. The authors promote understanding and discussion with regards to labor mediation systems, presenting comparative research on the perspectives of mediators and users of mediation. This book describes and analyses laws, regulations and practices of mediation in seventeen countries, with a relative strong emphasis on Europe. Part 1 presents theoretical frameworks on conciliation and mediation in collective labor conflicts. Part 2 presents regulations and practices in 12 European countries: Belgium, Denmark, Estonia, France, Italy, Poland, Portugal, Spain, The Netherlands, and the United Kingdom. Part 3 discusses mediation in these collective conflicts in Australia, China, India, South Africa and the USA. Part 4 offers conclusions and ways forward. This book offers analyses, good practices and developments for third party intervention in collective labor conflicts in global and local changing environments. This book is a must-read for policy makers, , social partners at different levels, as well as scholars and practitioners in industrial relations, human resources management and conflict management, particularly conciliators and mediators.