sj-docx-1-nvs-10.1177_08997640231191794 – Supplemental material for Antecedents of the Social Impact of Social Enterprises: A Systematic Review and Agenda for Future Research

Supplemental material, sj-docx-1-nvs-10.1177_08997640231191794 for Antecedents of the Social Impact of Social Enterprises: A Systematic Review and Agenda for Future Research by Karen Quilloy, Alexander Newman and Amanda Pyman in Nonprofit and Voluntary Sector Quarterly</p

Entrepreneurial leadership of CEOs and employees’ innovative behavior in high-technology new ventures

While previous research has underlined entrepreneurial leader-ship as an effective style of leadership that promotes innovative behaviour, little is known about the mechanisms by which CEOs’ entrepreneurial leadership practices influence the innovative behaviour of employees. Drawing on social cognitive theory, this study empirically examines whether creative self-efficacy and passion for inventing explain the process by which the entrepreneurial leadership of CEOs influences employees’ innovative behaviour in high-technology new ventures. Drawing on data from 310 employees working in 32 Iranian high-technology new ventures, and their respective CEOs, entrepreneurial leadership is found to foster employees’ innovative behaviour through the mediating mechanisms of creative self-efficacy and passion for inventing.</p

Entrepreneurial leadership of CEOs and employees’ innovative behavior in high-technology new ventures

While previous research has underlined entrepreneurial leader-ship as an effective style of leadership that promotes innovative behaviour, little is known about the mechanisms by which CEOs’ entrepreneurial leadership practices influence the innovative behaviour of employees. Drawing on social cognitive theory, this study empirically examines whether creative self-efficacy and passion for inventing explain the process by which the entrepreneurial leadership of CEOs influences employees’ innovative behaviour in high-technology new ventures. Drawing on data from 310 employees working in 32 Iranian high-technology new ventures, and their respective CEOs, entrepreneurial leadership is found to foster employees’ innovative behaviour through the mediating mechanisms of creative self-efficacy and passion for inventing.</p

Cognitive hardiness in the workplace: a systematic review and call for future research

Abstract Cognitive hardiness refers to an individual’s ability to implement a mental appraisal process when faced with a stressor at work by assessing their level of commitment, control, and challenge to overcome the stressor effectively. The proliferation of studies on cognitive hardiness in the workplace over the past three decades that include multiple theories and measures provides the impetus for the current systematic review. We review 116 articles published from 1992 to 2024 to examine how cognitive hardiness has been defined, theorized, and measured in the workplace. We also map the nomological network of cognitive hardiness in relation to its antecedents, outcomes, mediators, and moderators to gauge our current understanding of the construct. As a result, our review provides recommendations for future research regarding theoretical and empirical advancement. In particular, the review calls on researchers to employ alternative research methodology when investigating cognitive hardiness, further explore antecedents of cognitive hardiness, and use the identified gold standard measure. Finally, we highlight implications for researchers and practitioners at the conclusion of our review

Perceived red tape and precursors of turnover: The roles of work engagement and career adaptability

Drawing on job demands-resources theory, we propose that perceived red tape, as a hindrance job demand, triggers attitudinal and behavioral precursors of turnover in employees (turnover intentions and job search behaviors) by reducing their work engagement. In addition, we hypothesize that career adaptability, as a personal resource, buffers the detrimental effects of perceived red tape. In Study 1, three-wave data collected from employees (N = 202) working in Tanzanian public sector organizations supports the finding that work engagement mediates the effect of red tape on turnover intentions. Study 2 confirms this mediation, using data (N = 405) collected at three time points from a Chinese private organization, further verifying the mediating role of work engagement in the effect of red tape on job search behaviors. Supporting the moderating role of career adaptability, Study 2 also found that career adaptability attenuated the influence of red tape on work engagement and, subsequently, on turnover intentions and job search behaviors. Our article theoretically and empirically contributes to the understanding of how and when perceived red tape in organizations leads employees to consider leaving and prepare to leave

Recruiting, managing and rewarding workers in social enterprises

Over the last decade, social entrepreneurship has grown in importance as a cultural and economic phenomenon in both developed and emerging economies (Dacin, Dacin, & Matear, 2010; Dacin, Dacin, & Tracey, 2011; Desa, 2012). Social enterprise (SE) refers to organisations that engage in business to achieve social impact rather than solely financial gain. As such we differentiate SE from charitable ventures that rely on donations and/or government funding as a major source of their income (Austin, Stevenson, & Wei-Skillern, 2006). In this special issue, we are interested in the contribution of HRM activities to sustain SEs business mission and social outcomes. As such, we are interested in how researchers theorise and explore HRM challenges in SEs as they strive to harness their competing or hybrid logics. More generally, it is the hybrid logic of SEs that is of great interest to management (and HRM) scholars. Empirical interest arises as they are an emerging organisational type exhibiting novel ways that engage with and integrate competing logics to achieve and sustain business and social missions (Battilana & Dorado, 2010; Doherty, Haugh, & Lyon, 2014). Theoretical interest derives from Battilana and Lee’s (2014) reminder that studying SEs as novel organisational forms may offer new insights into mainstream management and organisation behaviour (see also Doherty et al., 2014). Furthermore, given the entrepreneurial nature of many SEs, understanding how SEs create and sustain social and economic value, adds to our understanding of entrepreneurship and entrepreneurial behaviour. As Chell (2007) explains, expanding the definition of entrepreneurship to incorporate the creation of social value, allows us to apply an entrepreneurship lens to understanding the sustainability challenges faced by SEs

Recruiting, managing and rewarding workers in social enterprises

Over the last decade, social entrepreneurship has grown in importance as a cultural and economic phenomenon in both developed and emerging economies (Dacin, Dacin, & Matear, 2010; Dacin, Dacin, & Tracey, 2011; Desa, 2012). Social enterprise (SE) refers to organisations that engage in business to achieve social impact rather than solely financial gain. As such we differentiate SE from charitable ventures that rely on donations and/or government funding as a major source of their income (Austin, Stevenson, & Wei-Skillern, 2006). In this special issue, we are interested in the contribution of HRM activities to sustain SEs business mission and social outcomes. As such, we are interested in how researchers theorise and explore HRM challenges in SEs as they strive to harness their competing or hybrid logics. More generally, it is the hybrid logic of SEs that is of great interest to management (and HRM) scholars. Empirical interest arises as they are an emerging organisational type exhibiting novel ways that engage with and integrate competing logics to achieve and sustain business and social missions (Battilana & Dorado, 2010; Doherty, Haugh, & Lyon, 2014). Theoretical interest derives from Battilana and Lee’s (2014) reminder that studying SEs as novel organisational forms may offer new insights into mainstream management and organisation behaviour (see also Doherty et al., 2014). Furthermore, given the entrepreneurial nature of many SEs, understanding how SEs create and sustain social and economic value, adds to our understanding of entrepreneurship and entrepreneurial behaviour. As Chell (2007) explains, expanding the definition of entrepreneurship to incorporate the creation of social value, allows us to apply an entrepreneurship lens to understanding the sustainability challenges faced by SEs

Ethical Culture in Organizations: A Review and Agenda for Future Research

We review and synthesize over two decades of research on ethical culture in organizations, examining eighty-nine relevant scholarly works. Our article discusses the conceptualization of ethical culture in a cross-disciplinary space and its critical role in ethical decision-making. With a view to advancing future research, we analyze the antecedents, outcomes, and mediator and moderator roles of ethical culture. To do so, we identify measures and theories used in past studies and make recommendations. We propose, inter alia, the use of validated measures, application of a wider range of theories, adoption of longitudinal studies, and study of group-level data in organizations. We explore research possibilities in new and emergent forms of organizations, ways of organizing work, and technology in ethical decision-making, such as the role of artificial intelligence. We also recommend the study of a broad range of leadership styles and their influence in shaping ethical cultures in organizations

Hidden Bias, Overt Impact: A Systematic Review of the Empirical Literature on Racial Microaggressions at Work

Abstract This article presents a systematic review of literature on workplace racial microaggressions. Increasingly, workplaces around the world have made concerted efforts to foster diversity, equity, and inclusion in their workforces. However, racial discrimination is a social issue that continues to be endemic to the workplace—including, yet not limited to, the prevalence of racial microaggressions. These microaggressions can, at times, be covert, and undertaken sometimes without the explicit awareness or intention of the perpetrator. Yet, the consequences of these can be very real for the person impacted (the target), which include diminished wellbeing, job satisfaction, and career progression. To capture the overall trends and themes that empirical research has examined related to workplace racial microaggressions, a systematic review of 48 scholarly peer-reviewed articles on the topic was conducted. The review highlights how racial microaggressions have been conceptualized and measured in previous work, and critically examines empirical findings to date. The systematic review reveals that more work needs to be done to advance our understanding of this field of inquiry. To address this, a future research agenda based on identified gaps in the literature is articulated which highlights opportunities for advancement of the literature. Addressing these gaps will provide actionable insights for organizations in addressing the insidious social issue of racial microaggressions in the workplace, and support scholars in the development of future work

Moral disengagement at work: A review and research agenda

Originally conceptualized by Bandura (Person Soc Psychol Rev 3:193–209, 1999) as the process of cognitive restructuring that allows individuals to disassociate with their internal moral standards and behave unethically without feeling distress, moral disengagement has attracted the attention of management researchers in recent years. An increasing body of research has examined the factors which lead people to morally disengage and its related outcomes in the workplace. However, the conceptualization of moral disengagement, how it should be measured, the manner in which it develops, and its influence on work outcomes are areas of continued debate among researchers. In this article, we undertake a systematic review of research on moral disengagement in the workplace and develop a comprehensive research agenda that highlights opportunities for theoretical and empirical advancement of the literature