Management and Organization Review(MOR) is official journal of the IACMR. It started publication from 2005 and it is already ISI-listed with an international reach. MOR SSCI Impact Factor in 2013 was 3.227 which ranked 14 out of 172 journals. MOR is now a world-leading journal. The March 2015 issue (Volume 11, Issue 1) is now available for free download as promotion. (http://www.iacmr.org/v2en/Detail.asp?id=522 )
We hope you will enjoy reading this issue’s interesting articles!
-The MOR Editorial Team
Table of Content is as below:
1. Prize or Price? Corporate Social Responsibility Commitment and Sales Performance in the Chinese Private Sector
Zhiyu Cui, Xiaoya Liang and Xiongwen Lu
Abstract: Studies on the relationship between corporate social responsibilities (CSR) and firm performance have mostly looked at large public firms in developed countries. In this study, we analyze this relationship using a sample of privately owned firms in China, a developing economy context. We hypothesize a negative relationship between commitment to CSR and average sales growth for privately-owned firms operating in weak institutional environments. Further, we hypothesize that smaller firms will show a stronger negative relationship than larger firms. CEO survey data from a sample of 630 Chinese private firms confirm the moderating role of firm size. However, the results are not entirely as expected. The negative relationship is observed in small firms (100 or fewer employees), but the relationship is positive for large firms (greater than 1000 employees), consistent with the literature. We discuss implications for public policy and future research.
Keywords: Chinese private firms, corporate social responsibility, firm size, sales growth
2. Meanings and Dimensions of Organizational Justice in China: An Inductive Investigation
Chun Guo and Jane K. Giacobbe-Miller
Abstract: Taking an inductive approach followed by validation techniques, we analyzed the meaning and dimensionality of the organizational justice construct in the People’s Republic of China (China). By using qualitative and quantitative methods, we found that organizational justice judgments depend on the specific situation and social relations involved. The findings revealed similarities with the Western conceptualization with one importance exception, suggesting both cultural values and institutional environment shape justice judgments and managerial practices in China. The article concludes with a discussion of the findings and implications for management theory, research, and practice.
Keywords: collective culture, fairness, inductive analysis, institutional environment, organizational justice
3. Detrimental Citizenship Behaviour: A Multilevel Framework of Antecedents and Consequences
Jason R. Pierce and Herman Aguinis
Abstract: There is regular and explicit media coverage of employee behaviour intended to advance organizational goals, but that harms stakeholder interests in ways that exceed necessity and reason. Although several constructs such as workplace deviance, organizational misbehaviour, corporate crime and corruption, and unethical pro-organizational behaviour have been advanced to account for this type of behaviour, no comprehensive framework exists that also includes the full scope of its important consequences. Accordingly, we propose the umbrella construct of detrimental citizenship behaviour (DCB) that allows us to integrate and build upon previous related conceptualizations that have developed mostly in parallel bodies of research. We rely on ethical decision-making, creativity, and instrumental stakeholder theories to embed the umbrella DCB construct with a multi-level and longitudinal model. The DCB model includes processes through which such behaviour and its consequences unfold over time for organizational members, organizations, and society at large. The proposed framework describes, explains, and predicts DCB and also leads to suggestions for future research. In addition, we offer suggestions regarding how to manage this highly consequential type of organizational behaviour, thereby engaging in a much-needed science-practice dialogue in management and organization studies.
Keywords: behavioural ethics, citizenship behaviour, ethics, pro-organizational behaviour, stakeholder theory
4. An Integrated Model of Justice and Ethical Climates and the Influence of Cultural Diversity
Robert Macklin, Angela Martin and Karin Mathison
Abstract: The business ethics literature has paid little attention to the similarities, differences, and interactions between ‘justice climate’ and ‘ethical work climate’, two key perspectives on the moral dimension of organizations that are related to cultural diversity. In this conceptual paper we argue that the integrative studies of justice and ethical work climates could contribute significantly to our understanding of the moral dimensions of organizations. We propose a model showing that an organization’s moral climate can perform both normative and evaluative functions. With the globalization of business and increasing diversification of the labour force, cross-cultural differences regarding organizational perceptions and behaviours are increasingly salient. Hence, we also explore the influence of cultural diversity in our integrated model with the Chines business context as a specific example. We conclude by discussing directions for further research on the relationship between cultural diversity and moral climate in organizations.
Keywords: business ethics, Chinese business ethics, cultural diversity, ethical work climate, justice climate, organizational justice
5. Trust and Deception in Negotiation: Culturally Divergent Effects
Jian-Dong Zhang, Leigh Anne Liu, and Wu Liu
Abstract: We investigate how trust reduces the tendency to use deception in negotiations from a culturally contextual perspective. We find culturally divergent patterns across Chinese and American negotiators. Specifically, for Chinese negotiators, cognition-based trust decreases the approval of using negative emotional and informational deception, whereas affect-based trust increases the approval of using information deception. For American negotiators, affect-based trust decreases the approval of using negative emotional deception. We discuss theoretical and practical implications on the need for culturally specific strategies in managing deceptions in negotiations.
Keywords: cross-cultural management, deception, ethical decision making, ethics, negotiation, trust
6. Hiring of Personal Ties: A Cultural Consensus Analysis of China and the United States
Xiao-xiao Liu, Joshua Keller and Ying-yi Hong
Abstract: Although employees react negatively when employers hire individuals with whom the employers have personal ties, the practice is prevalent worldwide. One factor contributing to the discrepancy between reactions to the practice may be differences in cultural beliefs and institutions regarding perceptions about hiring decisions. To examine cross-national differences in perceptions about hiring personal ties, we conducted a consensus analysis on the perceived fairness, profitability, and overall evaluation of hiring decision in China and the United States. We find cross-national differences in consensus levels as to whether people believe it is fair or unfair to hire moderately qualified candidates with employer ties (kinships or close friends with the employer) and whether people positively or negatively evaluate the hiring of unqualified candidates with stakeholder ties (ties to business associates or governments officials). We also find contrasting areas of consensus about whether hiring unqualified candidates with stakeholder ties is profitable. Implications for research on cultural comparisons of perceptions of hiring practices and guanxi are discussed.
Keywords: consensus, culture, hiring, fairness, profitability.