2020 |
Mitchell R, Boyle B, Nicholas S, 'The interactive influence of human and social capital on capability development: the role of managerial diversity and ties in adaptive capability', Personnel Review, (2020)
© 2020, Emerald Publishing Limited. Purpose: How top management teams (TMTs) adapt and change to create and sustain competitive advantage is a fundamental challenge for human reso... [more]
© 2020, Emerald Publishing Limited. Purpose: How top management teams (TMTs) adapt and change to create and sustain competitive advantage is a fundamental challenge for human resource management studies. This paper examines the effects of TMT composition (human capital) and managerial ties (social capital) as factors that interactively explain managerial adaptive capability and organizational performance. Design/methodology/approach: A unique survey dataset, derived through privileged access to organizational CEOs and CFOs of 101 Chinese organizations, was used to investigate a path between TMT functional diversity and organizational performance through adaptive managerial capability. Data were analysed using hierarchical multiple regression and Hayes (2012) PROCESS macro for SPSS. Findings: Unexpectedly, the results show that functional diversity has no direct positive effect on firm performance; however when functionally-diverse TMTs are embedded in external networks, there is a significant positive impact on managerial adaptive capability and, through this, competitive advantage. Research limitations/implications: By identifying TMT functional diversity as an important driver of adaptive managerial capability, contingent on managerial ties, this study addresses a significant research gap pertaining to how TMT characteristics potentially contribute to the development of a core organizational capability. Practical implications: The authors¿ results highlight the importance of ensuring that recruitment into TMTs considers the complementarity of member functional background; however, benefit is only achieved when TMT members establish external ties with other organizations. Originality/value: The authors¿ findings provide evidence of the interactive effect of human and social capital on adaptive capability development and, through this, organizational performance.
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2020 |
Mitchell R, Boyle B, 'Professional faultlines and interprofessional differentiation in multidisciplinary team innovation: The moderating role of inclusive leadership.', Health Care Manage Rev, (2020)
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2020 |
Mitchell R, Boyle B, 'Understanding the Role of Profession in Multidisciplinary Team Innovation: Professional Identity, Minority Dissent and Team Innovation', BRITISH JOURNAL OF MANAGEMENT, (2020)
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2020 |
Mitchell R, Boyle B, 'Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation', HUMAN RESOURCE MANAGEMENT JOURNAL, (2020)
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2020 |
Biswas K, Boyle B, Bhardwaj S, 'Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity a mediated model approach', Evidence-based HRM, (2020)
© 2020, Emerald Publishing Limited. Purpose: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to whi... [more]
© 2020, Emerald Publishing Limited. Purpose: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares¿based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Design/methodology/approach: Quantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro. Findings: The results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Research limitations/implications: Self-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results. Practical implications: From a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market. Social implications: The study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society. Originality/value: To the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles.
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2020 |
Biswas K, Boyle B, Mitchell R, 'International experience, attitudes toward women and the adoption of supportive HR practices', Asia Pacific Journal of Human Resources, 58 66-84 (2020) [C1]
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2020 |
Boyle B, Mitchell R, McDonnell A, Sharma N, Biswas K, Nicholas S, 'Overcoming the challenge of fuzzy assessment and feedback', Education and Training, 62 505-519 (2020) [C1]
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2019 |
Mitchell R, Boyle B, Von Stieglitz S, 'Professional Commitment and Team Effectiveness: A Moderated Mediation Investigation of Cognitive Diversity and Task Conflict', Journal of Business and Psychology, 34 471-483 (2019) [C1]
© 2018, Springer Science+Business Media, LLC, part of Springer Nature. This study investigates a moderated mediation model of professional commitment and team effectiveness throug... [more]
© 2018, Springer Science+Business Media, LLC, part of Springer Nature. This study investigates a moderated mediation model of professional commitment and team effectiveness through cognitive diversity moderated by task conflict. Data were collected from 70 UK healthcare teams and their leaders using two questionnaires. We find that teams comprised of members who have, on average, high professional commitment are more effective than teams of members who are less committed and that this path is mediated by cognitive diversity and contingent on task conflict. Team composed of members who are strongly committed to their profession may be more effective consequent to their advocacy of different perspectives and expertise, reflecting cognitive diversity. However, this positive effect of professional commitment is not universal but contingent on the level of disagreement between members on task-related issues. This is one of the first studies to demonstrate that professional commitment can increase team effectiveness and does so through a complex contingent path. While few studies have investigated professional commitment, our results suggest that such commitment can be of great value to multidisciplinary teams.
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2019 |
Mitchell R, Boyle B, 'Inspirational leadership, positive mood, and team innovation: A moderated mediation investigation into the pivotal role of professional salience', Human Resource Management, 58 269-283 (2019) [C1]
© 2019 Wiley Periodicals, Inc. Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingl... [more]
© 2019 Wiley Periodicals, Inc. Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingly intractable service and care challenges. Recent arguments that inspirational leadership styles may foster innovation in multidisciplinary teams point to their potential value in this effort. However, inconsistency in the capacity of such leaders to engender innovation highlights the need to understand the mechanisms and boundary conditions that determine when such leadership generates positive effects. We argue that follower positive mood acts to mediate the path between inspirational leadership and innovation and may account for its variable effects. By increasing positive team mood, inspirational leaders can potentially bring about more flexible thinking and enhance innovation but can also increase reliance on less effortful information processing, undermining innovative potential. In an effort to address the dilemma posed by these contrasting effects, we propose that professional salience acts as an important boundary condition of this relationship such that only when profession is salient do inspirational leaders enhance multidisciplinary team innovation through positive mood. An analysis of survey data from 60 UK-based multidisciplinary healthcare teams, investigating the inspirational leadership of practice-based innovation, supports our moderated mediation model. Finally, the implications for HRM are considered, specifically for leader development and work team design.
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2019 |
Patel P, Boyle B, Bray M, Sinha P, Bhanugopan R, 'Global staffing and control in emerging multinational corporations and their subsidiaries in developed countries: Indian IT EMNCs in Australia', Personnel Review, 48 1022-1044 (2019) [C1]
© 2019, Emerald Publishing Limited. Purpose: The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to ma... [more]
© 2019, Emerald Publishing Limited. Purpose: The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed countries and their implications for human resource management practices. Design/methodology/approach: The paper draws on data collected through in-depth case studies and interviews with senior subsidiary managers of 12 major Indian information technology (IT) MNCs operating in Australia. Findings: Indian IT MNCs rely heavily on the use of people-centric controls exerted through global staffing practices (via the transfer of parent-country nationals), which, in turn, influence their subsidiary¿s discretion over their HR practices. The use of people-centric controls allows Indian IT multinationals to replicate parent-country HRM practices in their Australian subsidiaries in an ethnocentric manner and significantly leverage the people-based competitive advantages from India through short- and long-term expatriate assignments. Research limitations/implications: The study investigates control and HRM practices from a single country and a single industry perspective. It provides an insight into the normative means of control in foreign subsidiaries of MNCs and enhances our understanding by explaining the integrated relationship that control mechanisms (and their people-centric components) have with HRM practices including the global staffing approaches and expatriate management practices of emerging MNCs. Practical implications: Indian MNCs are using their business model to leverage the Australian immigration and skilled visa programme to maintain cost advantages. However, the immigration legislation in developed countries needs to be capable of allowing emerging multinational corporations (EMNCs) to maintain such advantages as developed countries seek to attract foreign direct investment from emerging economies. Originality/value: The results indicate that the control practices of EMNCs are similar to the controls exerted by MNCs from developed countries. They also show that EMNCs do not adopt a portfolio approach to global staffing, and that the people-centric components of their control have a clear impact on their subsidiaries¿ HRM practices.
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2019 |
Smith T, McNeil K, Mitchell R, Boyle B, Ries N, 'A study of macro-, meso- and micro-barriers and enablers affecting extended scopes of practice: the case of rural nurse practitioners in Australia', BMC NURSING, 18 (2019) [C1]
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2018 |
Sharma N, Boyle BP, Mitchell R, Malik A, Gray S, O'Mahony B, 'Leveraging the common and outsourcing the distinct: institutional difference and multinational company identity in emerging economies', Social Identities, 24 564-581 (2018) [C1]
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2018 |
Patel P, Sinha P, Bhanugopan R, Boyle BP, Bray M, 'The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model', Journal of Business Research, 93 268-279 (2018) [C1]
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2017 |
Mitchell RJ, Boyle B, O'Brien R, Malik A, Tian K, Parker V, et al., 'Balancing cognitive diversity and mutual understanding in multidisciplinary teams', Health Care Management Review, 42 42-52 (2017) [C1]
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2017 |
Sablok G, Stanton P, Bartram T, Burgess J, Boyle B, 'Human resource development practices, managers and multinational enterprises in Australia: Thinking globally, acting locally', Education + Training, 59 483-501 (2017) [C1]
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2017 |
Biswas K, Boyle BP, Mitchell R, Casmir G, 'A mediated model of the effects of human resource management policies and practices on the intention to promote women: An investigation of the theory of planned behaviour', International Journal of Human Resource Managemet, 28 1309-1331 (2017) [C1]
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2017 |
Malik A, Boyle B, Mitchell R, 'Contextual ambidexterity and innovation in healthcare in India: the role of HRM', Personnel Review, 46 1358-1380 (2017) [C1]
© 2017, © Ashish Malik, Brendan Boyle and Rebecca Mitchell. Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare i... [more]
© 2017, © Ashish Malik, Brendan Boyle and Rebecca Mitchell. Purpose: The purpose of this paper is to examine innovation in the resource-constrained context of India¿s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach: A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the ¿case¿ of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings: The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value: This study represents an exploration of innovation in the context of India¿s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.
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2016 |
Mitchell R, Boyle B, Nicholas S, Maitland E, Zhao S, 'Boundary conditions of a curvilinear relationship between decision comprehensiveness and performance: The role of functional and national diversity', JOURNAL OF BUSINESS RESEARCH, 69 2801-2811 (2016) [C1]
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2016 |
Boyle BP, NIcholas S, Mitchell R, 'The Value of International Assignees Knowledge of Interpersonal Networks: Knowledge of People, Networks and Politics and Knowledge Flows in Multinational Enterprises', Management International Review, 56 425-454 (2016) [C1]
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2016 |
Li V, Mitchell R, Boyle B, 'The Divergent Effects of Transformational Leadership on Individual and Team Innovation', GROUP & ORGANIZATION MANAGEMENT, 41 66-97 (2016) [C1]
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2016 |
McDonnell A, Boyle B, Stanton P, Bartram T, Burgess J, 'Delineating human resource management practice in domestic and foreign-owned multinational enterprises in Australia', Asia Pacific Journal of Human Resources, 54 165-187 (2016) [C1]
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2015 |
Bartram T, Boyle B, Stanton P, Burgess J, McDonnell A, 'Multinational enterprises and industrial relations: A research agenda for the 21st century', Journal of Industrial Relations, 57 127-145 (2015) [C1]
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2015 |
Mitchell RJ, Boyle B, Parker V, Giles M, Chiang V, Joyce P, 'Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity', Human Resource Management, 54 217-239 (2015) [C1]
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2015 |
Mitchell RJ, Boyle B, 'Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms', Journal of Organizational Behavior, 36 873-894 (2015) [C1]
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2015 |
McDonnell A, Boyle BP, Bartram T, Stanton P, Burgess J, 'Similarity or Variation? Employee Representation and Consultation Approaches amongst Liberal Market Economy Multinationals', Relations Industrielles, 70 645-670 (2015) [C1]
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2015 |
Bartram T, Boyle B, Stanton P, Sablok G, Burgess J, 'Performance and reward practices of multinational corporations operating in Australia', Journal of Industrial Relations, 57 210-231 (2015) [C1]
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2014 |
Mitchell RJ, Boyle B, Burgess J, McNeil K, ' You Can't Make a Good Wine without a Few Beers : Gatekeepers and knowledge flow in industrial districts', Journal of Business Research, 67 2198-2206 (2014) [C1]
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2014 |
Mitchell R, Parker V, Giles M, Boyle B, 'The ABC of health care team dynamics: understanding complex affective, behavioral, and cognitive dynamics in interprofessional teams.', Health Care Manage Rev, 39 1-9 (2014)
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2014 |
Mitchell RJ, Boyle B, Parker V, Giles M, Joyce P, 'Transformation through tension: The moderating impact of negative affect on transformational leadership in teams', Human Relations, 1-28 (2014) [C1]
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2013 |
Mcintyre J, Mitchell RJ, Boyle B, Ryan S, Ryan S, 'We Used to Get and Give a Lot of Help: Networking, Cooperation and Knowledge Flow in the Hunter Valley Wine Cluster', Australian Economic History Review: an Asia-Pacific journal of economic, business and social history, 53 247-267 (2013) [C1]
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2013 |
Boyle B, McDonnell A, 'Exploring the impact of institutional and organizational factors on the reaction of MNCs to the global financial crisis', Asia Pacific Business Review, 19 247-265 (2013) [C1]
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2012 |
Boyle BP, McDonnell A, Mitchell RJ, Nicholas SJ, 'Managing knowledge in internationalizing universities through foreign assignments', International Journal of Educational Management, 26 303-312 (2012) [C1]
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2012 |
McDonnell A, Boyle BP, 'Higher education in flight: a new direction for international assignments research', International Journal of Human Resource Management, 23 4342-4358 (2012) [C1]
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2012 |
Boyle BP, Nicholas SJ, Mitchell RJ, 'Sharing and developing knowledge of organization culture during international assignments', International Journal of Cross Cultural Management, 12 361-378 (2012) [C1]
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2011 |
Mitchell RJ, Boyle BP, Nicholas SJ, 'Cross-cultural group performance', Learning Organization, 18 94-101 (2011) [C1]
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2010 |
Mitchell RJ, Boyle BP, 'Knowledge creation measurement methods', Journal of Knowledge Management, 14 67-82 (2010) [C1]
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2009 |
Mitchell RJ, Boyle BP, 'A theoretical model of transformational leadership's role in diverse teams', Leadership & Organization Development Journal, 30 455-474 (2009) [C1]
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2009 |
Mitchell RJ, Nicholas SJ, Boyle BP, 'The role of openness to cognitive diversity and group processes in knowledge creation', Small Group Research, 40 535-554 (2009) [C1]
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2009 |
Mitchell RJ, Boyle BP, Nicholas SJ, 'The impact of goal structure in team knowledge creation', Group Processes & Intergroup Relations, 12 639-651 (2009) [C1]
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2008 |
Mitchell R, Nicholas S, Boyle B, 'The impact of cognitive conflict on team performance', Asia Pacific Management Review, 13 625-634 (2008)
The results of research on diversity in teams suggest that it offers both a great opportunity for organisations as well as an enormous challenge. However, current research is plag... [more]
The results of research on diversity in teams suggest that it offers both a great opportunity for organisations as well as an enormous challenge. However, current research is plagued by a lack of overall consistency, indicating that the relationship between diversity and team performance is not well understood. This study examines the components of cognitive conflict in order to assess whether construct operationalisation may explain this inconsistency. Analysis of the existing operationalisations of cognitive conflict reveals that it incorporates both disagreement about information and reasoning, and debate of rival hypotheses or recommendations. We propose that functional diversity leads to cognitive disagreement but not debate, and that debate enhances knowledge creation, with which cognitive disagreement shows no relationship. Our results support these hypotheses, which provide a powerful explanation for the contrary results found by researchers investigating cognitive conflict. Given that extant measures of cognitive conflict include scale items which measure both debate and cognitive disagreement, cognitive conflict may be viewed as an aggregate measure of these two distinct constructs. This study contributes to research on diversity and conflict by providing an explanation for contrary results, and by providing and a detailed operationalisation of cognitive conflict and its component constructs. It also contributes to research into creativity and innovation by providing insight into the dynamics underpinning knowledge sharing and creation.
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