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Individuals tend to have divergent moral judgment when judging oneself versus others, which is termed moral hypocrisy. While prior research has examined different factors that might influence moral hypocrisy, there are limited insights on the influences of different, discrete emotions. The present research seeks to address this gap and examines the differential influences of pride and gratitude on moral hypocrisy. Results of a pilot study and three main studies demonstrate that pride (but not gratitude) leads to moral hypocrisy. These effects are replicated across different cases of questionable behaviors and prosocial behaviors in a team setting. More importantly, this research identifies one mechanism that potentially explains this effect—the appraisal of self-other similarity. The findings of this research thus provide empirical evidence that distinct emotions arising from an organizational setting can differentially influence moral hypocrisy and offer practical implications. JEL Classification: C91, D23, D91

This paper examines the mechanism through which human resource management (HRM) practices promote firms’ innovation and how this relationship differs across cultures. Based on a dataset of 3,755 firms from 13 countries, this study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms’ market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms’ product and process innovation. Cross-country examination further reveals that in high power distance countries employee- oriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.

Over the past 35 years, since Farrell (1983) first applied Hirschman's (1970) concept of voice in relation to employees and Freeman and Medoff (1984) brought in the role of unions, we have accumulated a vast body of literature concerning employee voice. This research has largely spanned across employment relations, human resource management, organisational behaviour and labor economics disciplines (Wilkinson and Fay 2011). This has provided us with greater insights concerning the institutional and organisational factors that may contribute to the establishment and management of both direct and indirect employee voice mechanisms, along with the delineation of antecedents that may encourage employees to engage in voice behaviour directly with managers. Thus, the notion of employee voice has moved from its traditional roots of indirect, representative union forms of voice, to one that is more inclusive of direct employee–manager interactions (Mowbray, Wilkinson and Tse 2015). Employee voice is now seen, therefore, as the opportunity to have a say over employee and employer interests and to participate in organisational decision‐making (Barry and Wilkinson 2016), as well as a discretionary behaviour whereby employees may raise ideas, issues, opinions and concerns in order to bring about change (Morrison 2014).

Informed by implicit leadership theories, this study investigates contemporary Chinese employees’ preferences for paternalistic leadership (including three components: moral leadership, benevolent leadership and authoritarian leadership) and transformational leadership. It further examines the relationship between power distance orientation, core self-evaluation (CSE) and leadership preferences. The study finds that contemporary Chinese employees most prefer moral leadership, but are also highly receptive to transformational leadership. They prefer authoritarian leadership least. Moreover, preferences for authoritarian leadership are predicated on followers’ power distance orientation. However, the opposite is true for moral leadership. CSE is positively related to followers’ preference for authoritarian leadership, benevolent leadership and transformational leadership, but not except for moral leadership. A positive interaction effect is found between power distance orientation and CSE with regard to authoritarian leadership preference. The theoretical and practical implications of the findings are discussed.

Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.