1st Edition
The Role of Leadership in Human Resource Management Perspectives and Evidence from China
Introduction - The role of leadership in human resource management: perspectives and evidence from China
Shuming Zhao, Mingwei Liu, Meng Xi, Cherrie J. Zhu and Hong Liu
1. How does family-supportive supervision influence work-family conflict in China? The role of boundary control and empowerment-focused HRM
Guilan Yu, Ying Meng and Chengxu Zhou
2. Two sources of influence: a conditional trickle-down model of service performance in China
Haolin Fu, Sherry (Qiang) Fu, Jia (Joya) Yu, Mengxi Yang and Wansi Chen
3. Evolution path and critical influencing factors of performance management system: a longitudinal case study in China
Jianfeng Jia, Yuxin Jiao, Jiaqi Yan, Jiexiang Wang and Hailong Jia
4. Do grateful employees take charge more in China? A joint moderating effect model
Lei Ren, Yan Liu and Yishuai Yin
5. Power distance orientation and perceived insider status in China: a social identity perspective
Kaili Zhang, Yumei Wang and Ningyu Tang
6. The impact of flexibility-oriented HRM systems on innovative behaviour in China: a moderated mediation model of dualistic passion and inclusive leadership
Maolong Zhang, Enhua Hu and Yanmei Lin
7. The influence of the fit between strategic human resource management and CEO strategic leadership behaviours on organizational effectiveness in China
Yueyue Liu, Meng Xi and Xu Zhang
8. Forming managers’ exploitation and exploration from the interplay of managers’ formal and informal networks in China: a moderated mediation model
Xinghua Zhao and Hongjiang Lv
9. Effects of high-performance work system on team ambidexterity in China: a dual path model based on emergence perspective
Xiao-Yu Wang, Jian-Quan Lyu and De-Jun Cheng
10. Motivation and hindrance: the mixed blessing of paradoxical leader behaviour for workplace creativity in China
Zizhen Geng, Yanfen Wang, Youqing Fan and Chunxia Shan
11. Innovation-oriented HRM, TMT reflexivity and organizational change in China: the moderated mediation effect of CEO leader mindfulness
Lulu Zhou, Ying Liu, Tianshan Xue and Xiu Zhang
12. Leadership mindsets, cultural norms and organizational resilience in China: the moderating effect of supportive human resource practices
Xufan Zhang, Jing Ye, Decai Wang, Feng Tian and Sikai Fu
Biography
Shuming Zhao is Senior Professor, Honorary Dean of the School of Business, and Dean of Xingzhi College, Nanjing University. He received his PhD in management from Claremont Graduate University in California, USA. His research interests include human resource management, manager's competence, and multinational business management.
Mingwei Liu is Professor at the School of Management and Labor Relations of Rutgers University. He received a PhD degree in industrial and labor relations from Cornell University. His research interests fall into three broad areas: comparative employment relations and human resource management, high performance work practices in different industries and national contexts, and labor standards and corporate social responsibility in global value chains.
Meng Xi is Associate Professor at College of Management and Economics, Tianjin University, P.R. China. He received his Ph.D. in Management from Nanjing University, China. His primary research interests focus on employment relations, strategic leadership, strategic human resource management, and entrepreneurship.
Cherrie Jiuhua Zhu is Professor of Human Resource Management (HRM) and Chinese Studies at Monash Business School, Monash University. She received her PhD in the area of HRM from the University of Tasmania. Her research areas cover cross-culture management, especially HRM, and the impact of international business on HRM policies and practices.
Hong Liu is Professor at School of Business, Nanjing University, China. He received a PhD degree in management science and engineering from Wuhan University of Technology. His research areas include human resource management, and organizational change.
