The Impact of Situational Influences on Corruption in Organizations

corruption, situation, size of the bribe, time pressure, business code,

Digital Capital as an Opportunity-Enhancer for Employee Corporate Entrepreneurship Decisions

Building on the ability-motivation-opportunity framework, this paper examines the relationship of organizations’ digital capital with employee corporate entrepreneurship decisions and the moderating roles of employee personal initiative and employee digital fluency. Findings from a conjoint experiment with 106 employees show that digital process and knowledge capital positively relate to employee corporate entrepreneurship decisions. In addition, a configuration where high digital process and knowledge capital come together with high levels of personal initiative and digital fluency is particularly supportive for employee corporate entrepreneurial behavior. Digital capital represents an opportunity-enhancing resource that is best leveraged when employees have both the motivation (i.e., personal initiative) and ability (i.e., digital fluency) to use it

Organizational Value for Age Diversity and Potential Applicants' Organizational Attraction: Individual Attitudes Matter

Abstract Using diversity climate theory and research, this paper examines the relationships among an organization's actions which indicate a value for age diversity and potential applicants' reactions toward that organization. Specifically, we investigate the interactive effects of an organization's age diversity, an organization's age diversity management practices, and potential applicants' individual attitudes toward age diversity on two outcome variables, organizational attractiveness and expected age discrimination. We conducted an experimental survey study with a sample of 244 German employees likely to be in the job market again in their careers. Organizational age diversity and age diversity management practices were positively related to organizational attractiveness and negatively related to expected age discrimination. Results also support a three-way interaction of an organization's age diversity, an organization's age diversity management practices, and potential applicants' attitudes toward age diversity on both dependent variables. The findings demonstrate the importance of considering individual attitudes toward age diversity in assessing the effectiveness of an organization's age diversity and age diversity management practices

Can support by digital technologies stimulate intrapreneurial behaviour? The moderating role of management support for innovation and intrapreneurial self-efficacy

Drawing on theorising on digital technologies as external enablers of entrepreneurial activities and an interactionist perspective on corporate entrepreneurship, this article examines the relationship between digital technology support and employee intrapreneurial behaviour. We propose that management support for innovation as an organisational characteristic and intrapreneurial self-efficacy as an individual characteristic moderate this relationship. Findings from a metric conjoint experiment with 1360 decisions nested within 85 employees showed that support by social media, support by collaborative technologies, and support by intelligent decision support systems were significant predictors of employee intrapreneurial behaviour. However, the relative impact of support by these digital technologies varied with different levels of management support for innovation and intrapreneurial self-efficacy

Perceived gain or loss? How digital affordances influence employee corporate entrepreneurship participation likelihood

Based on conservation of resources theory, this paper examines the mediating mechanisms in the relationship between digital affordances and employee corporate entrepreneurship participation likelihood. Findings from an experimental study with 207 employees show a statistically significant and positive indirect effect of digital affordances on employee corporate entrepreneurship participation likelihood through employee-perceived information technology support for innovation and a statistically significant and—contrary to our expectations—positive indirect effect through employee-perceived work overload. Results are corroborated by insights from in-depth interviews with senior managers. They provide support for digital affordances as action potentials that are associated with resource gains that in turn foster employee corporate entrepreneurship participation likelihood