Reflections on the roles of governance and leadership in profit-for-purpose companies: A European–United States comparative perspective

Victoravich, Lisa; Hamilton, Aimee L.; Kim, Sung Soo; Cohen, Nissim

doi:10.1016/j.emj.2023.05.002

Cited by 8 publications

(2 citation statements)

References 63 publications

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“…Leaders at NPOs play key symbolic roles since their attitudes, decisions, and actions should symbolize high ethical and moral standards. While high ethical standards and inspirational leadership are commonly the valued aspects of leadership competencies in both for‐profit and NPOs (Victoravich et al, 2023), however, leaders' work in NPOs relies more on norms, trust, ethics, and values to retain employees for dedication and work (Gomes et al, 2022). Therefore, the most crucial traits for leaders of NPOs have also been highlighted as honesty and integrity (Thach & Thompson, 2007).…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, the most crucial traits for leaders of NPOs have also been highlighted as honesty and integrity (Thach & Thompson, 2007). Similarly, cultivating the need for an organizational purpose and engaging the employees for that purpose are considered important leadership responsibilities in those organizations (Victoravich et al, 2023). As the leaders of today's NPOs cannot mainly rely on influencing tactics like rewarding and disciplining employees, how NPO leaders engage their employees and build trust and confidence at all relationship levels becomes important.…”

Section: Introductionmentioning

confidence: 99%

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Actions matter more than words: From leader hypocrisy to employee withdrawal

Ilsev,

Bayhan Karapinar,

Metin Camgoz

2023

Nonprofit Mgmnt & Ldrshp

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Leader hypocrisy refers to perceptions of a leader's word–deed misalignment. This study explores the mechanisms underlying the relationship between leader hypocrisy and psychological withdrawal as an indicator of nonprofit employees' disengagement from work. We propose that leader hypocrisy indirectly relates to employees' psychological withdrawal behaviors by influencing the quality of their relationships (leader‐member exchange [LMX]) with their leaders. Within this mechanism, we differentiate two routes that can lead followers' perceptions of leader hypocrisy to LMX: trust in the leader and negative emotions. Data were gathered from 182 employees working in a variety of nonprofit organizations (NPOs) in two waves. The findings support the indirect effect of leader hypocrisy on psychological withdrawal through trust in the leader and LMX. However, the mediating effect of negative emotions was not supported as the direct path from negative emotions to LMX was not significant. By adding a direct path, the alternative model demonstrated that when employees perceive their leader as a hypocrite, negative emotions can directly create psychological withdrawal rather than influencing withdrawal through impairing relationship quality perceptions.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Actions matter more than words: From leader hypocrisy to employee withdrawal

Ilsev,

Bayhan Karapinar,

Metin Camgoz

2023

Nonprofit Mgmnt & Ldrshp

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Decoding ESG Report Narratives: Unveiling Sustainable Supply Chain Insights and Impacts Through Textual Analysis

Wang,

Peng,

Yang

2024

Corp Soc Responsibility Env

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This study explores industry‐specific sustainable supply chain (SSC) practices and their impact on firm value using textual analysis of 4791 ESG reports from S&P 500 companies. A novel SSC dictionary, developed using Word2Vec, highlights variations in SSC practices across eight dimensions—procurement, production, logistics, warehousing, distribution, transportation, retail, and supplier—across different industries. Regression analysis shows that emphasis on procurement and retail SSC practices positively correlates with firm value, with warehousing practices showing marginal significance. The research contributes to SSC literature by introducing a quantitative methodology linking SSC to corporate performance, offering practical insights for aligning supply chain sustainability with profitability.

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Stakeholders self‐organization and adaptive governance in social enterprises: Membership representation, worker control and client orientation

Tortia

2024

Syst Res Behav Sci

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The article uses elements of complexity theory, social systems theory, and new institutionalism to analyse stakeholder self‐organization in Italian non‐profit social enterprises. Organizational development goes through an evolutionary process of trial and error, in which stakeholder self‐organization produces governance rules and routines to achieve adaptation and resilience in a changing socioeconomic environment. Survey data regarding social cooperatives, which are prevalent in Italy as a form of social enterprise, display how diverse stakeholders engage in self‐organization and self‐positioning within key governance bodies of membership and board of directors. The results demonstrate that in the absence of investor ownership, producers, especially paid staff but also volunteer workers, assume the main responsibility for decision‐making and control. Client orientation, the production of economic and social value in favour of customers and users, is achieved in a context of high relational intensity through participation in the co‐production and co‐creation of services, as well as the pooling of non‐commercial resources and favourable price discrimination, less through participation in decision‐making and control. This emerging evolutionary pattern can support the development of new organizational and business models for social enterprises.

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Reflections on the roles of governance and leadership in profit-for-purpose companies: A European–United States comparative perspective

Cited by 8 publications

References 63 publications

Actions matter more than words: From leader hypocrisy to employee withdrawal

Actions matter more than words: From leader hypocrisy to employee withdrawal

Decoding ESG Report Narratives: Unveiling Sustainable Supply Chain Insights and Impacts Through Textual Analysis

Stakeholders self‐organization and adaptive governance in social enterprises: Membership representation, worker control and client orientation

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