Promoting desirable work attitudes and behaviors among accountants: a field study

Asare, Enoch; Whittington, J. Lee; Walsh, Robert J.

doi:10.1108/jbim-01-2019-0020

Cited by 6 publications

(5 citation statements)

References 33 publications

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“…Employees will be more likely to engage in knowledge sharing behaviours if they know that they will receive rewards for doing so (Wang et al, 2014;Foss et al, 2009). For employees to be able to engage in innovative behaviours, knowledge is critical in fostering such behaviours as it helps reduce task complexities and save time (Asare, Whittington and Walsh, 2020;Scarbrough, 2003).…”

Section: Rewards Knowledge Sharing and Iwbmentioning

confidence: 99%

The Role of Performance-based Rewards and Developmental Performance Appraisal in Promoting Innovative Work Behaviour: The Mediating Roles of Affective Commitment and Knowledge Sharing

Thneibat¹

2022

JJBA

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The aim of this paper is to study the role of the motivation-enhancing human resource management practices of performance-based rewards and developmental performance appraisal in fostering innovative work behaviour (IWB). Furthermore, the paper considers the mediating roles of affective commitment and knowledge sharing in this relationship. The data was collected using a survey questionnaire from 235 unit managers working in technological, pharmaceutical, banking and manufacturing firms in Jordan. Structural-equation modeling using AMOS27 was employed to analyze the data. Findings indicated that performance-based rewards and developmental performance appraisal both have significant effects on affective commitment and knowledge sharing and that there is a direct and significant impact of performance appraisal on IWB. Affective commitment was found to mediate the relationship between rewards, performance appraisal and IWB. No support was found for the direct impact of rewards or knowledge sharing on IWB.

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Section: Rewards Knowledge Sharing and Iwbmentioning

confidence: 99%

The Role of Performance-based Rewards and Developmental Performance Appraisal in Promoting Innovative Work Behaviour: The Mediating Roles of Affective Commitment and Knowledge Sharing

Thneibat¹

2022

JJBA

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“…2.2 B2B implications regarding the "status" element Providing feedback information in B2B companies to the salesforce and other employees is very important part of creating effective programs centered on delivering superior customer service (Asare et al, 2020;Cina, 1989;Gummesson, 2004;Schwepker, 2016). Neuroscience research has found that "status-confirming information can elicit activation in reward neural circuitry" (Rock and Cox, 2012, p. 4).…”

Section: Implementing the Scarf Framework In Managerial B2b Practicementioning

confidence: 99%

Improving how we lead and manage in business marketing during and after a market crisis: the importance of perceived status, certainty, autonomy, relatedness and fairness

Hansen

Hansen²,

Madsen

2022

JBIM

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Purpose The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees’ workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships. Design/methodology/approach The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers. Findings The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic. Originality/value This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.

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“…Professionals continually learn from experience throughout their careers, allowing them to accumulate knowledge and reduce uncertainty (Hitt et al, 2001). However, they often face scenarios in which their knowledge is insufficient to address a specific problem, and thus may refer to external sources to access information, suggestions and feedback (Asare et al, 2020;Siahtiri et al, 2020).…”

Section: Research Backgroundmentioning

confidence: 99%

Antecedents of professionals’ self-efficacy in professional service firms: effects of external source credibility and content quality

Cassia

Magno

2021

JBIM

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Purpose Professional service firm (PSF) performance depends on the accumulation and application of specialist knowledge to find customised solutions to customer problems. However, available research has not examined whether knowledge acquired from external sources affects PSF outcomes by strengthening professionals’ beliefs rather than only by increasing technical competency. Drawing on self-efficacy theory, this study tests a model that links the quality of content acquired from external sources and the credibility of those sources to professionals’ self-efficacy and, in turn, to PSF outcomes (solution quality and firm performance). In particular, this paper aims to consider the case of professional content exchanged through professional social media. Design/methodology/approach A cross-sectional research design was applied. Data were collected from a sample of 208 accountants, auditors and lawyers who used professional social media and were analysed using covariance-based structural equation modelling. Findings When accessing professional content from external sources, source credibility and content quality are significant antecedents of professionals’ self-efficacy, which, in turn, has positive effects on PSF outcomes (solution quality and PSF performance). Research limitations/implications Self-efficacy plays a key role in the link between knowledge acquired from external sources (professional content) and PSF outcomes. Practical implications This study provides recommendations and actionable insights for PSFs, professionals and other actors who create and exchange professional content. Professional associations may also take an active role by contributing and sharing credible and high-quality content, using, for example, professional social media. Originality/value This paper advances the current understanding of the effects of professionals’ access to content from external sources on PSF outcomes. It provides an explanation of these effects based on the enhancement of professionals’ beliefs instead of their technical competencies, as indicated in previous research. In addition, it is the first research effort to consider professional social media as a communication channel to exchange content that affects the self-efficacy of PSF professionals.

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Promoting desirable work attitudes and behaviors among accountants: a field study

Cited by 6 publications

References 33 publications

The Role of Performance-based Rewards and Developmental Performance Appraisal in Promoting Innovative Work Behaviour: The Mediating Roles of Affective Commitment and Knowledge Sharing

The Role of Performance-based Rewards and Developmental Performance Appraisal in Promoting Innovative Work Behaviour: The Mediating Roles of Affective Commitment and Knowledge Sharing

Improving how we lead and manage in business marketing during and after a market crisis: the importance of perceived status, certainty, autonomy, relatedness and fairness

Antecedents of professionals’ self-efficacy in professional service firms: effects of external source credibility and content quality

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