Monthly Archives: September 2024

Does Authentic Leadership Foster Diversity in Japan?

Promoting diversity within business organisations requires a strategic focus on cognitive diversity, which encompasses the array of invisible attributes individuals bring to the table, such as their unique knowledge, skills, perspectives, and values. This focus shifts away from the more traditional markers of demographic diversity, such as age, gender, or nationality, to embrace a broader definition of diversity that can foster more incredible innovation and problem-solving capabilities within a team.

The concept of information elaboration plays a crucial role in this dynamic. It involves the processes where team members actively express, exchange, and discuss their diverse cognitive attributes. By bringing these varied perspectives into collaborative discussions, teams can leverage their collective mental resources to spur creativity and drive innovative solutions. This collaborative dynamic not only enhances the quality of decision-making but also contributes to a more inclusive environment where all contributions are valued and integrated into the outcomes, leading to improved overall team performance.

However, the integration of cognitive diversity presents unique challenges in environments that are characterised by high levels of social and cultural homogeneity. In such settings, the differences in thinking and problem-solving styles introduced by cognitive diversity can lead to misunderstandings, conflicts, or even resistance, hindering the collaborative processes that are essential for information elaboration and effective team functioning.

In response to these challenges, the role of authentic leadership has come to the fore as a pivotal factor in managing and harnessing the potential of diverse teams, particularly in homogeneous cultural contexts such as many Japanese business organisations. Authentic leadership is defined by a pattern of leader behaviour that emphasises genuine interaction with team members, deep-seated respect for the individuality of team members, and a commitment to personal integrity and self-awareness. Leaders who embody this style are not only focused on achieving the best possible outcomes based on the team’s specific situations and contexts but are also committed to their own and their team member’s personal development and authenticity.

The findings from recent studies highlight that in highly homogeneous environments like those often found in Japan, cognitive diversity may initially disrupt the information elaboration process. However, the presence of authentic leaders can mitigate these negative impacts. Such leaders facilitate open, honest exchanges and encourage the expression of diverse viewpoints, which is essential for practical information elaboration. They create a supportive environment that values individual contributions, thereby enabling the team to overcome the initial challenges posed by cognitive diversity and achieve a synergistic integration of diverse perspectives.

The implications of these findings are significant for business organisations aiming to enhance their diversity strategies. Authentic leadership can serve as a powerful tool to promote effective integration of cognitive diversity, leading to better decision-making, enhanced innovation, and more robust organisational performance. Furthermore, the study suggests a potential course of action for organisations—particularly those in culturally homogeneous settings—to harness the benefits of cognitive diversity through the adoption and promotion of authentic leadership practices.

This research is anticipated to be the starting point for future intervention studies aimed at providing more concrete methods and frameworks to promote diversity and behavioural change within organisations. Such future studies will be critical in developing targeted strategies that not only address the challenges posed by cognitive diversity in homogeneous environments but also leverage the unique opportunities it presents for organisational growth and success.

More information: Kaori Yagi et al, The positive role of authentic leadership in organizations negatively affected by cognitive diversity, Frontiers in Psychology. DOI: 10.3389/fpsyg.2024.1276585

Journal information: Frontiers in Psychology Provided by University of Tsukuba

Unsure How to Excel as a Leader in Zoom Meetings? Effective Communication Is Key, Reveals New Study

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As more organisations adopt remote working, the need for enhanced communication becomes increasingly apparent. The dynamics of teamwork via digital platforms differ significantly from in-person interactions, which prompts the question: how are companies fostering leadership in these virtual environments?

Recent research, a collaborative effort between Binghamton University, other State University of New York institutions, and various research centres has delved into this question. The study’s unique approach sheds light on the fact that in virtual teams, where nonverbal cues are scarce, an individual’s active participation and ability to influence the conversation significantly shape their perception as a leader.

However, it’s not just about dominating the conversation. For leadership to be effective and for team collaboration to flourish, it’s essential that all group members actively contribute. These insights are not just theoretical, but they are poised to inform the development of new training programmes that aim to enhance verbal communication skills in virtual workspaces, thereby improving the structure and effectiveness of virtual teams in practice.

Fuhe Jin, PhD ’23, now an Assistant Professor of Management at The College of New Jersey, emphasises the importance of emergent leadership in online settings. According to Jin, reliance on effective communication is heightened in virtual environments since traditional cues from formal leaders are less observable. For individuals aiming to be recognised as leaders within virtual groups, it becomes essential to monitor how the audience reacts to their contributions closely and to support the ideas of others to facilitate smoother communication.

The research analysed data collected from 51 participants across 12 virtual teams at universities in Tokyo from 2021 to 2022. Findings indicated that team members whose contributions elicited positive reactions such as inspiration or affirmation from their peers were more likely to be identified as emergent leaders, highlighting their pivotal role in team communications.

Researchers employed a cutting-edge machine-learning algorithm to study the verbal dynamics of these virtual teams. The algorithm tracked positive feedback phrases like ‘You are correct,’ ‘Indeed it is,’ and ‘I agree with you,’ and also measured each participant’s engagement and responsiveness levels.

Associate Professor of Entrepreneurship Chou-Yu (Joey) Tsai noted that a critical observation from the data analysis was that mere dominance in team discussions does not necessarily equate to effective leadership. In virtual settings, where nonverbal cues are limited, verbal interactions are more important for all team members. Tsai’s insights underline the importance of mutual understanding within the team, which enhances the perception of leadership and bolsters the leader’s effectiveness.

This research adds a valuable dimension to artificial intelligence studies. As SUNY Distinguished SSIE Professor Hiroki Sayama pointed out, AI can be leveraged to improve human collaboration in teams rather than replace them.

Furthermore, the study suggests that organisations should invest more in developing individuals’ verbal interaction skills and fostering socio-emotional support within teams to cultivate potential leaders better. Sayama remarked on the scientific significance of these findings, noting that leadership emerges from complex interpersonal interactions. This marks a departure from the traditional view that often attributes leadership to specific individual traits such as vision, determination, or charisma, instead highlighting that leadership is fundamentally relational.

More information: Fuhe Jin et al, Leader Emergence in the Digital Realm: Exploring Communication Dynamics via Machine Learning, Academy of Management Proceedings. DOI: 10.5465/AMPROC.2024.17615abstract

Journal information: Academy of Management Proceedings Provided by Binghamton University

Recent Study Reveals Employees Often Feel Compelled to Work When Ill, Costing Businesses Billions

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New research spearheaded by Claire Smith, an Assistant Professor of Psychology at the University of South Florida, has highlighted the pressures employees face to work while sick, which not only leads to decreased productivity but also fosters negative workplace behaviours such as theft and mistreatment of co-workers, as well as an increased intention to leave the organisation. According to the Harvard Business Review, the phenomenon known as “presenteeism” reportedly costs companies a staggering amount – up to $150 billion annually.

The research delineated several critical insights derived from separate studies involving four distinct groups:

The research underscores the severe repercussions of presenteeism, which it argues surpasses the costs of absenteeism. The study introduces the term’ presenteeism pressure, ‘ which denotes the expectation in workplaces for employees to always be present, regardless of their health status. A newly developed tool, the Presenteeism Pressure Scale, aims to measure this expectation.

Many employees report coming to work while sick not just out of personal obligation but because their workplace cultures and norms make it seem expected or even normal. A survey of 764 workers identified this, highlighting how significantly the workplace environment influences attendance behaviours.

The perception of presenteeism pressure leads employees to view their organisations more negatively, interpreting this as a disregard for employee health and well-being. This perception correlates with reduced job satisfaction and organisational commitment. Data involving over 800 workers across various industries supports this finding.

Finally, the research has established a clear link between the pressure to work while unwell and various negative outcomes, including reduced productivity and increased deviant behaviour, as well as a higher likelihood of employees considering leaving their jobs. This conclusion was supported by a three-month longitudinal study of 350 workers, underscoring the significant costs associated with compelling employees to work through illness.

More information: Claire E. Smith et al, Presenteeism pressure: The development of a scale and a nomological network, Journal of Occupational and Organizational Psychology. DOI: 10.1111/joop.12542

Journal information: Journal of Occupational and Organizational Psychology Provided by University of South Florida

Looking to Boost Your Company’s Performance? Discover How International Directors Can Contribute

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Recent research from Binghamton University and the State University of New York suggests that companies benefit from appointing board directors with international professional backgrounds, provided the existing board functions as a cohesive team. This insight is precious for multinational firms aiming to translate the global experiences of their executives into tangible financial improvements. Andre Havrylyshyn, the assistant professor of strategic management who led this study, emphasized that directors with diverse global experiences can bring innovative strategies and ideas that might not be immediately apparent to their competitors. However, he stressed the importance of team cohesion, as the board’s infrequent meetings necessitate a robust and unified approach to be effective.

The study evaluated 105 U.S. manufacturing firms from 2010 to 2014, using accounting-based metrics like return on assets and broader stock market performance indicators. It highlighted that international exposure allows directors to understand various societal, organizational, and managerial differences, enriching their perspective and enhancing their contribution to strategic board discussions. This broader viewpoint enriches the strategic discussions at the board level and improves the decision-making processes, ultimately benefiting the company’s strategic direction and financial performance.

However, Havrylyshyn noted that the positive impact of internationally experienced directors is most pronounced when it complements an existing team dynamic characterized by cohesion. This synergy between a collective vision and diverse experiences fosters superior decision-making, which, in turn, leads to better overall company performance. The study also found that other factors typically important in team dynamics, such as knowledge sharing and social capital, had little impact on performance outcomes when the board included directors with international experience, suggesting that global experience alone is not a cure-all for boosting profitability.

Further insights from the study revealed that the effectiveness of international experience varies significantly depending on its application within different team structures across the organization. Directors with international backgrounds often have extensive networks and access to a wide range of resources, which can enhance a firm’s strategic capabilities. However, the real challenge lies in integrating these experiences within the team’s existing dynamics to foster an environment conducive to shared understanding and mutual respect.

Havrylyshyn advocated for a shift in focus towards fostering better interpersonal relationships within boards, emphasizing that the presence of skill and talent is only sufficient if the board members gel well together. He suggested that addressing relational dynamics and ensuring effective collaboration among directors could significantly impact the firm’s success more than the accumulation of quantifiable skills.

In conclusion, the research underscores the need for companies to not only seek directors with international experience but also to cultivate a board environment that emphasizes teamwork and cohesion. By doing so, firms can harness the full potential of their directors’ global insights, leading to more informed decision-making and improved financial outcomes. This strategic approach to board composition and team dynamics, as advocated by Havrylyshyn, could lead to profound and positive changes in how companies operate at the highest levels, ensuring that they remain competitive and resilient in a globalized market.

More information: Andre Havrylyshyn et al, The Role of Emergence in Leveraging the Value of Board Director International Experience, Journal of Business and Management. DOI: 10.1504/JBM.2024.141306

Journal information: Journal of Business and Management Provided by Binghamton University

The Inherent Right to Make Mistakes and Learn from Them

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Traditionally, decision-making has been depicted as a logical process wherein individuals weigh the potential risks and strive to optimise outcomes. Yet, human cognition often diverges from purely rational pathways, especially in scenarios necessitating swift responses. Sometimes, individuals erroneously select suboptimal alternatives, swayed by how these choices are framed within specific contexts.

Take the example of an investor confronted with the chance to acquire a share portfolio boasting a 60% likelihood of profit. They would likely seize this opportunity. Conversely, if the scenario is reframed to highlight a 40% risk of loss, the same investor might reject the deal. This phenomenon also extends to visual perceptions, such as two identical circles varying in size based on their surrounding shapes. The contextual presentation guides our evaluation of the choices before us.

This intrigue over whether context invariably influences decision-making or if rationality fluctuates with socio-economic and cultural backgrounds—like country of origin, social status, or religious and political affiliations—sparked a comprehensive study. A team of international researchers from the HSE Institute for Cognitive Neuroscience, among others, embarked on this investigative journey. They recruited volunteers from diverse countries, including Russia, France, Argentina, India, and China, culminating in over 500 participants from various cultural and economic environments.

The research unfolded in two distinct phases. Initially, participants were tasked with choosing between two options repeatedly across multiple rounds, each associated with either a potential gain or a potential loss. This setup allowed the options to be framed in contexts that appeared more or less beneficial based on previous outcomes, thereby testing the participants’ ability to maximise their returns through experiential learning. Remarkably, the findings indicated that all participants, regardless of nationality, often made choices that needed to align with optimal decision-making. They misjudged the presented options due to the contexts in which they were framed.

A second phase of the experiment was introduced to further probe the reproducibility of these context-driven outcomes. Participants faced similar choices set in identical contexts but with explicit variable information. For example, they could opt for a significant but uncertain reward with a 50% probability or a smaller, guaranteed reward. By repeatedly offering such choices, researchers aimed to pinpoint the threshold at which individuals switch from risk-taking to opting for security. This threshold significantly varied among participants and appeared influenced by cultural contexts. Results revealed distinct national tendencies: while Russians showed moderate risk preferences, Chinese and Japanese participants were more inclined to embrace risk, whereas individuals from India and Chile exhibited greater risk aversion.

The study’s co-author, Oksana Zinchenko, a Senior Research Fellow at the Institute for Cognitive Neuroscience at HSE University, highlighted a pivotal insight from the research. The conventional belief that risk propensity is the dominant influencer of decision-making was challenged. Instead, their findings suggest that our decisions are primarily shaped by how information is presented—whether we experience situations directly or learn about them second-hand. This underscores a cognitive limitation in human consciousness. This limitation transcends individual beliefs, attitudes, or national identities, pointing to a universal characteristic of how humans process information and make decisions.

More information: Hernán Anlló et al, Comparing experience- and description-based economic preferences across 11 countries, Nature Human Behaviour. DOI: 10.1038/s41562-024-01894-9

Journal information: Nature Human Behaviour Provided by National Research University Higher School of Economics

Examining the Effects of Distinctive Attention and Resource Allocation on Business Expansion

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The attention-based view of management posits that a firm’s strategic actions and growth outcomes are profoundly shaped by where it focuses its resources. This theory suggests that the specific issues a firm pays attention to can significantly influence its strategic decision-making processes and ability to adapt to changing market conditions. Despite this, there is a noticeable gap in the literature regarding the impact of a firm’s distinctive focus—termed ‘attentional uniqueness’—on its strategic behaviours and overall performance. This concept of attentional uniqueness is defined by the degree to which a firm’s focus differs from its competitors within the same industry.

To bridge this gap in understanding, Associate Professor Takumi Shimizu from Keio University led a pioneering research project. The study, with a particular focus on the role played by the frequency of growth-oriented actions, was a collaborative effort, featuring contributions from Associate Professor Junichi Yamanoi of Waseda University and Associate Professor Susumu Nagayama of Hitotsubashi University. The findings, which were published in the Journal of Management Studies on 23 June 2024, shed new light on the link between attentional uniqueness and corporate performance.

Professor Yamanoi highlighted the team’s curiosity about how firms prioritise various issues and the subsequent behavioural and performance outcomes stemming from these priorities. The team employed a structural topic model, a sophisticated unsupervised machine learning technique used in natural language processing, to explore this. They analysed a comprehensive dataset of publicly listed companies on the Tokyo Stock Exchange, covering 2004 to 2016. This dataset included 9,366 observations from 986 firms, where the research team meticulously extracted and examined the strategic agendas and managerial issues from company reports.

The analysis revealed an inverted U-shaped relationship between attentional uniqueness and firm performance. This suggests that firms achieve peak performance when they maintain a moderate level of distinctiveness in their focus, with excessive and insufficient divergence proving detrimental. The study also found that the frequency of growth actions—initiatives aimed at leveraging opportunities—plays a critical mediating role in this relationship. This inverted U-shaped curve becomes even more pronounced in environments where opportunities are scarce, underscoring the need for a carefully calibrated, unique focus when external chances for growth are limited.

The case of Toyota’s development of the Prius is a prime example of how strategic attention can spur significant growth actions. In 1993, Eiji Toyoda, then chairman of Toyota, challenged the company to rethink the sustainability of prevailing automotive trends and emerging challenges. This led to the creation of a project committee that identified ‘resources’ and ‘environment’ as critical issues for future vehicles, culminating in the launch of the Prius in 1997—a car that addressed environmental challenges and set new standards for fuel efficiency and pollution reduction. While Toyota pioneered this initiative, competitors like General Motors remained focused on more traditional concerns, thus lagging in responding to these innovative developments.

Professor Yamanoi stressed the practical implications of the study for managers striving to foster growth through proactive measures. He advised managers to concentrate on issues that are not only pressing but also distinctly different from the focal points of their competitors, providing them with a clear roadmap for strategic decision-making.

The findings from this study underscore the importance of monitoring not just the tangible strategies of competitors, such as market positioning or specific initiatives, but also how they allocate their attention to various managerial challenges. This approach holds particular relevance for managers in mature industries, where growth opportunities are few and far between. Understanding and leveraging attentional uniqueness enables firms to spot and seize growth opportunities that might remain overlooked. By capitalising on unique insights, companies can initiate strategic actions that exploit these opportunities, thereby driving performance and securing sustained success.

In sum, this research significantly enriches our understanding of the strategic value of attentional uniqueness. It illustrates the complex ways in which firms can utilise their unique perspectives to enhance their performance and achieve enduring prosperity, providing a new perspective that can guide future research and strategic decision-making.

More information: Takumi Shimizu et al, Attentional Uniqueness and Firm Performance: The Mediating Role of Growth Actions, Journal of Management Studies. DOI: 10.1111/joms.13122

Journal information: Journal of Management Studies Provided by Waseda University

Global Market Penetration of US Firms Tied to Adoption of Cloud Computing

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A recent study conducted by researchers from Penn State University and supported by the U.S. National Science Foundation has revealed that American companies utilising cloud computing services are more likely to engage in exporting their products and services. This correlation is notably stronger for companies outside major urban centres, highlighting the necessity for increased access to high-speed internet, which facilitates cloud computing and supports economic development.

The research findings, detailed in the upcoming September issue of Telecommunications Policy, underscore the significant edge cloud-enabled firms have over non-cloud users in terms of export volumes. By providing online access to essential computing resources via platforms like web browsers or smartphone applications, cloud computing enables businesses to manage data storage, access various software applications, and more efficiently substitute traditional in-house IT infrastructure with more scalable, flexible, and cost-effective solutions.

Luyi Han, a postdoctoral researcher at the Northeast Regional Center for Rural Development (NERCRD) based in Penn State’s College of Agricultural Sciences and the study’s lead, pointed out that this is the first research of its kind to leverage U.S. firm-level data to explore the impact of cloud service adoption on a firm’s performance in the global market. According to Han, although cloud computing is recognised for driving digital transformation across various industries, little has been understood about its direct influence on the global competitiveness of the firms that deploy it.

Han and his team utilised two significant datasets available through the Penn State Census Research Data Center to conduct their study. The first dataset, the 2018 Annual Business Survey—administered jointly by the National Center for Science and Engineering Statistics and the U.S. Census Bureau—provided detailed information on firm characteristics, including their subscription to different cloud services. The second, the Longitudinal Firm Trade Transactions Database, contained detailed import-export transaction records linked to individual firms. Analysing trade data from 2017 to 2020, the team identified approximately 30,000 U.S. exporting firms and compared them to 430,000 non-exporting firms, performing statistical analyses to uncover distinct differences in cloud computing usage.

The findings revealed that firms subscribed to any form of cloud computing services, such as billing and accounting, security and firewall management, server usage, data storage and analysis, collaboration, file synchronisation, and customer relationship management, were significantly more likely to export their goods or services internationally than those who did not use cloud services. This trend was even more pronounced among firms located outside large metropolitan areas.

Timothy Wojan, co-author of the study and an Oak Ridge Institute for Science and Education Established Scientist Fellow at the NSF’s National Center for Science and Engineering Statistics, noted that the survey mainly focused on small and medium-sized enterprises (SMEs) in non-urban areas. According to Wojan, these firms often face disadvantages in terms of resources compared to larger, urban-based companies, which may limit their capacity to engage in international transactions. The accessibility to cloud services, therefore, could be a game changer, levelling the playing field for these non-urban firms and potentially facilitating their expansion into global markets.

Stephan Goetz, a professor of agricultural and regional economics at Penn State and director of the NERCRD, highlighted the study’s broader implications for the U.S. manufacturing sector. With manufacturing increasingly moving towards rural areas and a decline in urban manufacturing, Goetz suggested that wider adoption of cloud computing services could help maintain competitiveness in the international marketplace, particularly for U.S. manufacturers in rural and non-urban areas.

Despite these compelling findings, Goetz noted that thinsnoting needed to establish causality between cloud computing use and increased exports. However, he remained optimistic about the potential for future research, particularly as the U.S. government continues its significant federal investments to bridge the digital divide, which may allow for more comprehensive longitudinal studies to definitively ascertain whether a causal relationship exists between cloud computing adoption and enhanced export performance.

More information: Luyi Han et al, Cloud computing and rural globalization: Evidence for the U.S. nonfarm economy, Telecommunications Policy. DOI: 10.1016/j.telpol.2024.102814

Journal information: Telecommunications Policy Provided by Penn State

Incorporating Social Objectives into Corporate Strategy Enhances Both Profit and Purpose

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A recent study published in the Journal of Marketing demonstrates that organisations integrating social objectives into their core business strategies contribute positively to society and achieve significant business benefits, creating a win-win scenario. This research, conducted by scholars from Texas A&M University, Monash University, St. John’s University, Fordham University, and NHH Norwegian School of Economics, has been compiled in a paper titled “Social Profit Orientation: Lessons from Organisations Committed to Building a Better World.” It delves into how aligning an organisation’s operations with social and environmental goals can yield sustainable social and financial returns. Leonard L. Berry, a University Distinguished Professor of Marketing at Texas A&M University and the study’s lead author, emphasised the role of businesses as agents of positive change amid global challenges such as climate change, poverty, and healthcare disparities. He highlighted that adopting a social profit approach allows companies to ignite innovation, build stakeholder trust, and contribute to a sustainable future.

The research team conducted 62 comprehensive interviews with 21 diverse for-profit and non-profit organisations globally, gathering actionable strategies and insights for organisations striving to make a significant social impact and achieve economic success. The key findings indicate that organisations embedding social and environmental goals into their mission experience improved reputation and customer loyalty as consumers favour businesses genuinely committed to societal issues. Additionally, aligning company values with purposeful initiatives helps attract and retain motivated employees who find meaning in their work and fosters innovation and market growth through creative problem-solving and new market opportunities.

The study provides real-world examples of organisations implementing these strategies effectively. Some are reducing their carbon footprint through sustainable supply chain practices, aiding environmental preservation while realising cost savings and operational efficiencies. Others are advancing cancer treatment with precision medicine, improving survival rates and setting new healthcare standards. At the same time, some promote financial inclusion through innovative services that drive economic empowerment and open new revenue streams.

The researchers offer several recommendations for business leaders and marketers to integrate social goals into their business strategies effectively. They advise defining and embedding clear social and environmental objectives; they recommend developing performance metrics that balance financial results with social impacts, such as employee well-being, customer satisfaction, and environmental sustainability. These metrics should be incorporated into performance evaluations and leadership compensation to foster a commitment to these goals at all levels of the initiative. Selection is crucial, and the study suggests using decision frameworks to assess potential projects’ relevance, synergy with company missions, scalability, and measurable impact. This approach yields positive change. Furthermore, adopting established models like ESG criteria and the UN Sustainable Development Goals can systematically guide and assess social initiatives’ effectiveness.

Finally, cultivating stakeholder engagement is underscored with a call for transparent and consistent communication about organisational commitments. This approach builds trust and facilitates collaboration with customers, employees, investors, and community partners. Lerzan Aksoy, Dean of the Gabelli School of Business at Fordham University and co-author of the study encourages sectors to realign their strategies toward creating shared value, highlighting that embracing a social profit orientation is not just ethically imperative but also strategically brilliant. This alignment promotes innovation, competitiveness, and long-term success, paving the way for an interconnected world of business success and societal well-being.

More information: Leonard L. Berry et al, Social Profit Orientation: Lessons from Organizations Committed to Building a Better World, Journal of Marketing. DOI: 10.1177/00222429241258495

Journal information: Journal of Marketing Provided by American Marketing Association

Addressing the Adjustment Needs of International Employees in an Era of Increasing Global Mobility

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Researchers from Lithuania and Germany have analysed 222 scientific articles from the last 32 years, revealing that most research (72 per cent) has focused on the adjustment of assigned expatriates—employees sent abroad by their organisations.

On the other hand, migrants, a group that has seen a threefold increase in its global population share over the past five decades and now constitutes about 4 per cent of the world’s population, are the least studied among international employees. As global human mobility continues to rise, there is an urgent need to shift our focus to self-initiated expatriates and migrants, a call to action made by Vilmantė Kumpikaitė-Valiūnienė, a professor at KTU School of Economics and Business and co-author of the study.

In management and business, self-initiated expatriates are individuals who move to a foreign country for work on their own accord and typically plan to stay for a limited time. Migrants, on the other hand, are individuals who relocate with the intention of permanent residence and, frequently, citizenship. According to Professor Kumpikaitė-Valiūnienė, these two categories form the most significant proportion of international employees globally.

The study, a collaboration between KTU and the University of Bamberg in Germany, involved an examination of 222 articles from the Web of Science Core Collection database covering the period from 1990 to 2022. This comprehensive review aimed to trace the field’s evolution and identify new potential research directions by analysing the themes of the articles. It noted significant research gaps, particularly the lack of focus on Africa despite its high migration flows and concentrated on movements between Asia, Europe, and North America.

The research not only identified key factors influencing the adjustment of international employees but also highlighted the potential benefits for businesses. Understanding these factors can significantly improve the integration of international employees, both within and outside the organisation. Successful adjustment not only enhances the well-being and productivity of international employees but also potentially boosts the competitive advantage of their employers, as explained by Irma Banevičienė, co-author of the study and a researcher at KTU.

Professor Kumpikaitė-Valiūnienė underlines the crucial role of organisational support, which should extend beyond work-related matters to include aspects of daily life in the host country such as transportation, shopping, and healthcare. She also emphasises the importance of local support, which can help international employees adapt to both the workplace and the broader societal environment. This comprehensive support system is vital for the successful adjustment of international employees.

The study found that individual factors were the most frequently studied (155 articles), followed by organisational (95) and country-related factors (78). Yet, only 14 articles explored the impact of demographics on the adjustment of international employees.

Although the study didn’t specifically explore cultural differences, Kumpikaitė-Valiūnienė noted that previous research had identified specific patterns. For instance, individuals from individualistic cultures tend to focus on personal achievements, whereas those from collectivistic cultures prioritise cooperation and societal benefits. She highlighted cultural intelligence—including curiosity, an interest in different cultures, travel, knowledge of foreign languages, and a positive outlook—as crucial traits for effective cultural adjustment and understanding.

With global mobility set to continue its upward trend, the demand for international employees is growing, especially in ageing European nations. While countries like the USA and Germany remain popular destinations, migration impacts every region. Recent trends indicate that Lithuania and Estonia, historically countries of emigration since their independence in 1990, are now becoming migrant-receiving nations. Although these countries still face challenges in preparing for international employees, such as the need for multilingual information and basic guidelines, substantial organisational support is available to help integrate these workers into their new environments, concludes Professor Kumpikaitė-Valiūnienė.

More information: Irma Baneviciene et al, Assessing the status quo of international employees’ adjustment research, 1990–2022: a review and future research agenda, Humanities and Social Sciences Communications. DOI: 10.1057/s41599-024-03098-y

Journal information: Humanities and Social Sciences Communications Provided by Kaunas University of Technology

Essential Political Skills for Leaders Steering Staff Through Organisational Transformations

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In the fast-paced realm of modern business, organisational change has become a certainty. Despite this, around 60% of these changes are unsuccessful. Leadership plays a pivotal role in steering these transitions effectively, yet success extends beyond traditional leadership capabilities, encompassing a mastery of specific political skills. Research conducted by academics from Radboud University and the University at Buffalo (State University of New York) highlights that qualities such as sincerity and networking prowess significantly influence successful changes. These insights were recently published in the journal Group & Organization Management.

The study focused on four key political skills often associated with workplace dynamics: interpersonal influence, networking ability, apparent sincerity, and social astuteness. Wieke Knol, the lead researcher, emphasises that these skills can be developed through training, offering a practical roadmap for leaders. The research aims to identify which of these skills has the most significant impact on teams, providing clear guidance on where leaders should concentrate their efforts before embarking on organisational changes.

Among these skills, interpersonal influence is notably critical. The research included surveys conducted with employees of a large Dutch organisation amidst a structural transition towards self-directed teams. This transformation required employees to adopt more independent roles. Through surveys conducted before and after the transition, the research sought to understand which skills were most vital in implementing change effectively. According to Knol, interpersonal influence involves the capacity to engage and persuade employees effectively, making the transition seem less daunting by clearly communicating the benefits and addressing any concerns in a relatable manner.

Another study’s author, Yannick Griep, points out that networking ability and apparent sincerity contribute significantly to successful change. Effective networking ensures leaders grasp employee sentiments and expectations, fostering a better understanding and acceptance of the change. Networking also plays a crucial role in securing the resources necessary for facilitating change. Meanwhile, the ability to project sincerity can diminish employees’ distrust towards changes, especially if they believe in the genuineness of their leaders’ intentions.

While the study highlights the benefits of certain skills, it also uncovers potential pitfalls, particularly in the case of social astuteness. The research suggests that while a degree of empathy is necessary for understanding employee reactions to change, excessive social astuteness can backfire. It may inadvertently validate employees’ concerns about the change, leading to increased distrust. This insight can help leaders avoid common pitfalls during change management.

Knol underscores that implementing these skills effectively can significantly improve how leaders manage their teams through periods of change. Although apparent sincerity is beneficial, it often requires frequent interactions that may not always be feasible. In such instances, skills like interpersonal influence and networking, which do not necessitate constant interaction, can be more strategically employed to ensure a committed and well-informed workforce. By equipping leaders with these skills, they are better prepared to foster commitment and clarity among their teams, which are crucial for a successful transformation.

More information: Wieke Knol et al, Use of Political Skills by Leaders to Establish Successful Organizational Change, Group & Organization Management. DOI: 10.1177/10596011241278028

Journal information: Group & Organization Management Provided by Radboud University Nijmegen

Dual Impacts of Bridging Boundaries

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In the complex landscape of international business, it’s common for companies to assign their employees as expatriates in overseas roles. These expatriates are essential for maintaining connections between the headquarters and foreign branches and subsidiaries, bridging cultural, language, and business practice gaps. Traditionally, the focus has primarily been on the positive outcomes of expatriates who engage in boundary-spanning activities. These activities encompass formal and informal communication, coordination across diverse cultures and organizational structures, and cultivating business networks and trust both within the company and externally.

However, the potential downsides, such as increased workload and stress, have often been overlooked. A recent collaborative study by Kyoto University and Hunan University, which analyzed data from expatriates and local employees at Chinese multinational subsidiaries, has revealed that the boundary-spanning activities of expatriates could also have adverse effects. According to Ting Liu, the lead author from Kyoto University’s Graduate School of Management, the research indicates that while these activities are beneficial for building essential social capital, including fostering trust and a sense of belonging among staff, they can also lead to significant role stress.

This stress can cause expatriates to experience emotional burnout, leading to their perception of outsiders by local employees. The study highlights the need for careful management of boundary-spanning to mitigate these risks. The research utilized three datasets collected in 2022. The initial two were used to develop a scale for measuring the boundary-spanning activities of expatriates, and the third dataset—comprising 177 pairs of expatriates and local coworkers from the energy engineering sector across various Asian countries—served as the main focus of the analysis.

Tomoki Sekiguchi, a co-author from Kyoto University’s Graduate School of Management, emphasized the study’s importance in initiating a crucial dialogue about the balance between organizational benefits and the personal costs to individuals involved in these roles. The study notably highlights the contrast between the benefits organizations receive from expatriates, such as creating international networks, and the personal toll these roles can take, including stress and exhaustion, urging a more empathetic approach.

Jiayin Qin from Kyoto University’s Graduate School of Economics stressed the importance of multinational companies and global managers overseeing overseas subsidiaries fully grasping the positive outcomes and the potential drawbacks of expatriate boundary-spanning activities. By achieving a deeper understanding of these dynamics, companies can strive to amplify the benefits while mitigating the negative impacts, ensuring a healthier balance for all involved.

Yaxi Shen from Hunan University’s School of Business summarized the findings by advocating for a balanced approach that enhances the positives while reducing the negatives, thus ensuring a healthier and more sustainable working environment for expatriates and the local employees they interact with. This comprehensive study not only sheds light on the dual-edged nature of boundary-spanning activities but also calls for a strategic revision of how these roles are managed within global enterprises, offering a promising path forward.

More information: Ting Liu et al, Expatriates’ boundary-spanning: double-edged effects in multinational enterprises, Journal of International Business Studies. DOI: 10.1057/s41267-024-00690-x

Journal information: Journal of International Business Studies Provided by Kyoto University

When Should New Technologies Be Introduced?

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New research conducted by Bayes Business School (formerly Cass) demonstrates that being at the forefront of technology alone is insufficient for market success. However, the strategic timing of product launches can harness opportunities and build credibility for firms, offering a promising path to success. Dr. Thomas Robinson, Senior Lecturer in Marketing at Bayes, and Dr. Ela Veresiu, Associate Professor of Marketing at the Schulich School of Business, York University, Toronto, spearheaded this study. They have crafted a framework to guide organisations in pinpointing the most favourable situations for launching products.

The research delineates four distinct timing scenarios that marketing managers might encounter. Understanding the characteristics of each scenario enables firms to devise a launch strategy aimed at success. The scenarios include synergistic timing, where the market and stakeholders are primed for new products, epitomising an ideal launch condition. Flexible timing involves minimal coordination by the firm but a high readiness for change among stakeholders. This timing could evolve into synergistic if the firm decides to release a product early or engage stakeholders by gradually releasing information or sharing setbacks.

In contrast, inflexible timing presents a challenging scenario where stakeholder resistance to change necessitates a proactive approach by the firm to foster an appetite for new technology. This might involve simplifying the technology or enhancing user-friendliness to transition towards a more favourable timing. Antagonistic timing, where low stakeholder readiness and firm coordination are the least favourable conditions for launching new technology.

The paper references the unsuccessful 2013 launch of Google Glass to illustrate the pitfalls of poor timing. The product was introduced before the firm was ready, and consumers were willing to embrace its functionality, which led to significant backlash. In contrast, a decade later, the market conditions have evolved to favour the acceptance of similar technologies, such as Ray-Ban’s Meta Smart Glasses, highlighting the importance of appropriate timing.

This study underscores that launching new technology is a nuanced social interaction, and timing plays a crucial role in effectively engaging stakeholders. Providing sufficient time shows respect and consideration, while more timing can help stakeholders understand and accept new technology.

This research draws from a wide array of sources, including the Business Source Complete database and numerous high-ranking marketing journals, and is supported by an extensive review of the literature on market legitimacy and timing. This comprehensive approach allowed the researchers to identify prevalent themes and insights on timing, which is crucial for firms aiming to enhance their launch success rates.

Despite introducing 30,000 new products annually, a staggering 95 per cent fail, illustrating the critical nature of timing. The research parallels various life scenarios where timing impacts outcomes, such as relationship dynamics and social etiquette. These examples underscore the pervasive influence of timing norms across different contexts, from product launches to political marketing and the fashion cycle.

Dr. Robinson highlights that while marketers often perceive technology adoption as a straightforward replacement of old with new, the reality is more complex. Technologies that initially fail may re-emerge successfully in what are termed ‘phoenix markets’. Examples include smartwatches, electric cars, and social media platforms that initially failed but later found success. Understanding and applying effective timing strategies could prevent substantial losses and contribute to the revival of previously unsuccessful technologies, offering a valuable learning opportunity for marketers.

To conclude, the timing framework developed through this research not only aids in launching new technologies but also has broader applications across various fields, such as rebranding, mergers, and service design. This illustrates the widespread relevance and potential impact of strategic timing in diverse market dynamics.

More information: Thomas Derek Robinson et al, Timing Legitimacy: Identifying the Optimal Moment to Launch Technology in the Market, Journal of Marketing. DOI: 10.1177/00222429241280405

Journal information: Journal of Marketing Provided by City St George’s, University of London