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While recent studies in open innovation emphasize the synergies between in-bound and out-bound knowledge flow, empirical results are inconsistent. In this study, we argue that in order to engage simultaneously in both “buying” and “selling” activities, firms need to develop specific capabilities to manage knowledge inflows and outflows, e.g., absorptive and desorptive capacities. We build on key aspects of open innovation and knowledge management literature, arguing that absorptive and desorptive capacity are complementary rather than substitute, and engaging simultaneously in both activities should allow firms to develop their financial performance. We test our model using a sample of 541 New Zealand firms that are deeply involved in international collaborations and find empirical evidence that absorptive and desorptive capacity are not independent and the balanced development of these capabilities has higher impacts on firm’s performance. Further, our findings indicate that technology licensing capability is not a stand-alone task, and its interplay with absorptive capacity plays a key role in the development of a firm’s performance.
Omid Aliasghar; Jarrod Haar. Open innovation: Are absorptive and desorptive capabilities complementary? International Business Review 2021, 101865 .
AMA StyleOmid Aliasghar, Jarrod Haar. Open innovation: Are absorptive and desorptive capabilities complementary? International Business Review. 2021; ():101865.
Chicago/Turabian StyleOmid Aliasghar; Jarrod Haar. 2021. "Open innovation: Are absorptive and desorptive capabilities complementary?" International Business Review , no. : 101865.
Prior studies confirm that poor leadership is a key driver of employee turnover. This study tests the influence of 10 leadership competencies toward job satisfaction and turnover intentions in New Zealand and Vietnamese hotels. The results show that all 10 competencies were significantly correlated to both outcomes in each country with these were dominant predictors: (1) ethical leadership and team leadership in New Zealand and, (2) ethical leadership, delegation, and team leadership in Vietnam. Moreover, the influence of these competencies on turnover intentions was mediated by job satisfaction, thus implying an underlying causal mechanism.
Le Vinh Nguyen; Jarrod Haar; Roy Smollan. Exploring a hospitality leadership competency model: Cross-cultural validation in New Zealand and Vietnam. Journal of Human Resources in Hospitality & Tourism 2021, 20, 319 -343.
AMA StyleLe Vinh Nguyen, Jarrod Haar, Roy Smollan. Exploring a hospitality leadership competency model: Cross-cultural validation in New Zealand and Vietnam. Journal of Human Resources in Hospitality & Tourism. 2021; 20 (3):319-343.
Chicago/Turabian StyleLe Vinh Nguyen; Jarrod Haar; Roy Smollan. 2021. "Exploring a hospitality leadership competency model: Cross-cultural validation in New Zealand and Vietnam." Journal of Human Resources in Hospitality & Tourism 20, no. 3: 319-343.
This study investigates how Islamic religiosity affects ethical decision making. The study was conducted in the Malaysian workforce across the public and private sectors with a sample of N = 160. Five factors are tested to determine if they mediate the relationship between Islamic religiosity and ethical intention. These factors are: perceived importance of the ethical issue, moral judgment, ego strength, spiritual intention, and conscience. A parallel mediation design was chosen to test six hypotheses derived from the theoretical literature. The findings indicate that only the variable conscience mediates the relationship between religiosity and ethical intention. This study gives insights into the role of Islam in ethical decision-making, especially for Muslims in Malaysia, an area which has limited exploration. More generally, it contributes to the ongoing discussion in the literature on the relationship between religiosity and ethical decision-making.
Rahizah Sulaiman; Paul Toulson; David Brougham; Frieder Lempp; Jarrod Haar. The Role of Religiosity in Ethical Decision-Making: A Study on Islam and the Malaysian Workplace. Journal of Business Ethics 2021, 1 -17.
AMA StyleRahizah Sulaiman, Paul Toulson, David Brougham, Frieder Lempp, Jarrod Haar. The Role of Religiosity in Ethical Decision-Making: A Study on Islam and the Malaysian Workplace. Journal of Business Ethics. 2021; ():1-17.
Chicago/Turabian StyleRahizah Sulaiman; Paul Toulson; David Brougham; Frieder Lempp; Jarrod Haar. 2021. "The Role of Religiosity in Ethical Decision-Making: A Study on Islam and the Malaysian Workplace." Journal of Business Ethics , no. : 1-17.
Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.
Jarrod Haar; William John Martin; Katharina Ruckstuhl; Diane Ruwhiu; Urs Daellenbach; Azka Ghafoor. A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises? Journal of Management & Organization 2021, 1 -15.
AMA StyleJarrod Haar, William John Martin, Katharina Ruckstuhl, Diane Ruwhiu, Urs Daellenbach, Azka Ghafoor. A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises? Journal of Management & Organization. 2021; ():1-15.
Chicago/Turabian StyleJarrod Haar; William John Martin; Katharina Ruckstuhl; Diane Ruwhiu; Urs Daellenbach; Azka Ghafoor. 2021. "A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises?" Journal of Management & Organization , no. : 1-15.
Purpose The purpose of this paper is to address assumptions about the prevalence of change in human resource management (HRM) and organizational change literature, providing evidence from employee perceptions across three countries. The results indicate change was commonplace even before the pandemic disruptions of 2020. Design/methodology/approach Given this study's exploratory, employee perspective, a cross-sectional self-report survey was used. Three survey panel samples were collected in 2017: US (n = 718), Australia (n = 501) and New Zealand (n = 516). Analysis of variance was used to test whether the prevalence of change differed significantly between countries or specific groups of employees. An analysis of comments on change types and emotional response provides further insights. Findings The paper provides evidence of the ubiquity of change: 73% of employees are experiencing change at work and 42% perceived it as moderate to massive, with little variation between countries. Employees commonly experience more than one change, with those experiencing large amounts of change reporting predominantly negative emotional impacts. Research limitations/implications The research provides a snapshot across three countries during a prosperous and relatively stable period, providing a point of comparison for the turbulent times we have faced in 2020” as the publication date will be 2021 the current text may not work as well. Since change can be arduous, the authors recommend that HRM researchers consider change prevalence as a contextual factor, and practitioners heed employee reactions to change, particularly during periods of significant change. Originality/value In providing foundational evidence of change ubiquity in contemporary workplaces, this paper enables more accurate discussions regarding change.
Paulette L. Brazzale; Helena D. Cooper–Thomas; Jarrod Haar; Roy K. Smollan. Change ubiquity: employee perceptions of change prevalence from three countries. Personnel Review 2021, ahead-of-p, 1 .
AMA StylePaulette L. Brazzale, Helena D. Cooper–Thomas, Jarrod Haar, Roy K. Smollan. Change ubiquity: employee perceptions of change prevalence from three countries. Personnel Review. 2021; ahead-of-p (ahead-of-p):1.
Chicago/Turabian StylePaulette L. Brazzale; Helena D. Cooper–Thomas; Jarrod Haar; Roy K. Smollan. 2021. "Change ubiquity: employee perceptions of change prevalence from three countries." Personnel Review ahead-of-p, no. ahead-of-p: 1.
While the links between High Performance Work Systems (HPWS) and performance are established, we extend this literature by (1) focusing on new products/services innovation and (2) testing relationships on SMEs (up to 250 employees). Specifically, we test a path model whereby HPWS influences human capital and ultimately innovation. Furthermore, to better understand potential resource differences within SMEs of different size, and the business environment context operated in, we also test (3) firm size and (4) competitive rivalry as moderators. Combining these factors, we test moderated mediation models and use a sample of 253 SMEs with time-lagged data. Findings show HPWS are positively related to a firm’s human capital and innovation, and the direct effect of HPWS is partially mediated by human capital. Moderation effects highlight that firm size is most important, with larger SMEs outperforming smaller SMEs only when they have high HPWS. Greater competitive rivalry in conjunction with HPWS (2-way) and for larger SMEs (3-way) produces the highest levels of human capital. Finally, a moderated mediation effect is found for firm size, showing that the indirect effect of HPWS on innovation (through human capital) strengthens as SMEs get larger. The implications for HPWS and SME innovation are discussed.
Jarrod Haar; Conor O’Kane; Urs Daellenbach. High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects. The International Journal of Human Resource Management 2021, 1 -29.
AMA StyleJarrod Haar, Conor O’Kane, Urs Daellenbach. High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects. The International Journal of Human Resource Management. 2021; ():1-29.
Chicago/Turabian StyleJarrod Haar; Conor O’Kane; Urs Daellenbach. 2021. "High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects." The International Journal of Human Resource Management , no. : 1-29.
Can cultural identity be a disadvantage for indigenous employees? Can it lead to critical issues around workload and pressures? This article explores the role of cultural identity for Māori, the indigenous people of Aotearoa/New Zealand, and the findings are telling. We target Māori scientists, given their limited number but growing legislated sector demands around cultural engagement. We conducted several studies. Study one (12 interviews) identified cultural themes of whakawhanaungatanga (relationship management), kawenga (responsibilities) and taumaha (workload). Study two (wave one and wave two) focused on a large cohort of Māori scientists (between 41 and 60), and themes showed commonality with study one. Also, other themes emerged specifically āheinga tangata (human capacity), tikanga (correct practice), hauora (well-being), and umanga takaware (career disruption). Ultimately, we classify these pressures as aronga takirua (cultural double-shift) and present a theoretical model for understanding the drivers and consequences of this cultural double-shift for Māori scientists. Finally, study two (wave three) and study three were conducted to examine job descriptions/contracts and, overall, we find limited employer support for adequate engagement in cultural roles. These findings reinforced the themes from the previous studies. We discuss implications for employers and the sector.
Jarrod Haar; William John Martin. He aronga takirua: Cultural double-shift of Māori scientists. Human Relations 2021, 1 .
AMA StyleJarrod Haar, William John Martin. He aronga takirua: Cultural double-shift of Māori scientists. Human Relations. 2021; ():1.
Chicago/Turabian StyleJarrod Haar; William John Martin. 2021. "He aronga takirua: Cultural double-shift of Māori scientists." Human Relations , no. : 1.
Purpose Using the conservation of resource theory, the purpose of this paper is to investigate the potentially positive influence of job stress on creativity through the resource caravan approach. The influence of job stress directly and as a moderator of psychological capital (PsyCap) is explored. Finally, the influence of stress on creativity is investigated as a boundary condition that impacts on the PsyCap-creativity relationship via job satisfaction. Design/methodology/approach Relationships were tested on two samples: (1) an international employee cohort (n = 269) and (2) a New Zealand employee sample (n = 475) and similar effects were found in both studies. Findings PsyCap was found to influence job satisfaction and creativity, with job satisfaction partially mediating this direct effect. Job stress has a positive moderation effect with PsyCap toward creativity, supporting Conservation of Resources theory, which suggests that high PsyCap individuals would have the psychological resources to leverage stress beneficially, making their behaviors more creative. Significant moderated mediation effects indicate complex indirect effects with PsyCap on creativity (via job satisfaction) increasing as job stress gets higher. Practical implications This study calls for researchers' attention toward potentially positive influences of stress when considered in combination with high psychological resources. Practical implications focus manager's and leader's attention toward the enhancement of employees' psychological resources for its stress and creativity related benefits. Originality/value The findings provide new theoretical support for understanding how stress can positively influence creativity. The use of two samples improves confidence in these findings.
Azka Ghafoor; Jarrod Haar. Does job stress enhance employee creativity? Exploring the role of psychological capital. Personnel Review 2021, ahead-of-p, 1 .
AMA StyleAzka Ghafoor, Jarrod Haar. Does job stress enhance employee creativity? Exploring the role of psychological capital. Personnel Review. 2021; ahead-of-p (ahead-of-p):1.
Chicago/Turabian StyleAzka Ghafoor; Jarrod Haar. 2021. "Does job stress enhance employee creativity? Exploring the role of psychological capital." Personnel Review ahead-of-p, no. ahead-of-p: 1.
This study investigates the influence of Post-Traumatic Stress Disorder (PTSD) due to prolonged exposure to terrorism, on job satisfaction and turnover intentions. With our focus on organisational life, which is not without job stressors, the present study looks to understand how job stressors interact with PTSD and influence employees’ job satisfaction and turnover intentions. We draw on Conservation of Resources (CoR) theory to understand how these stressors drain employee resources, leading to poorer job outcomes. Building on CoR, we argue that employee Psychological Capital (PsyCap) might provide some respite for employees and reduce the detrimental influences of PTSD on job satisfaction and turnover intentions. We conducted a moderated-moderated-mediated analysis, looking at the role of stressors and PsyCap on PTSD and employee outcome relationships, by exploring job stressors moderating the influence of PTSD on the mediator (PsyCap) through to outcomes. The study was conducted in Pakistan, providing the context of prolonged exposure to terrorism. Using data from 416 Pakistan employees, we find consistent effects supporting our hypotheses. While the stressors typically drain resources, PsyCap does mediate these effects and significant moderated-moderated-mediation effects aid our understanding of how these relationships ultimately influence job outcomes.
Fatima A. Junaid; Jarrod Haar; David Brougham. Post-Traumatic Stress, Job Stressors, Psychological Capital and Job Outcomes: A Study of Pakistan Employees living under ongoing terrorism. Labour & Industry: a journal of the social and economic relations of work 2020, 1 -23.
AMA StyleFatima A. Junaid, Jarrod Haar, David Brougham. Post-Traumatic Stress, Job Stressors, Psychological Capital and Job Outcomes: A Study of Pakistan Employees living under ongoing terrorism. Labour & Industry: a journal of the social and economic relations of work. 2020; ():1-23.
Chicago/Turabian StyleFatima A. Junaid; Jarrod Haar; David Brougham. 2020. "Post-Traumatic Stress, Job Stressors, Psychological Capital and Job Outcomes: A Study of Pakistan Employees living under ongoing terrorism." Labour & Industry: a journal of the social and economic relations of work , no. : 1-23.
Jarrod Haar; David Brougham. A teams approach towards job insecurity, perceived organisational support and cooperative norms: a moderated-mediation study of individual wellbeing. The International Journal of Human Resource Management 2020, 1 -26.
AMA StyleJarrod Haar, David Brougham. A teams approach towards job insecurity, perceived organisational support and cooperative norms: a moderated-mediation study of individual wellbeing. The International Journal of Human Resource Management. 2020; ():1-26.
Chicago/Turabian StyleJarrod Haar; David Brougham. 2020. "A teams approach towards job insecurity, perceived organisational support and cooperative norms: a moderated-mediation study of individual wellbeing." The International Journal of Human Resource Management , no. : 1-26.
Experts have predicted that 57% of jobs within the OECD could be replaced by technology, due to advancements in automation, artificial intelligence, robotics, etc. Despite this, little is known about how employees view the future of work, and what influence this has on their job behaviors. Using a sample of 1516 employees (from the United States, Australia, and New Zealand) and structural equation modeling, we find that an employee's perceived threat of technological disruption had a significant effect on job insecurity and turnover intentions. Furthermore, we find strong support for a mediation effect from job insecurity. In addition, we included job mobility in our model and argued that those with greater job options might react more purposefully in response to job threats from radical technological changes. Overall, the perceived threat of technological disruption was found to differ across the three countries with Australia and New Zealand having similar modest levels, but with the United States sample reporting significantly higher levels. This paper provides a much-needed insight into how people view technology in relation to their own job security and willingness to stay in their current line of work.
David Brougham; Jarrod Haar. Technological disruption and employment: The influence on job insecurity and turnover intentions: A multi-country study. Technological Forecasting and Social Change 2020, 161, 120276 .
AMA StyleDavid Brougham, Jarrod Haar. Technological disruption and employment: The influence on job insecurity and turnover intentions: A multi-country study. Technological Forecasting and Social Change. 2020; 161 ():120276.
Chicago/Turabian StyleDavid Brougham; Jarrod Haar. 2020. "Technological disruption and employment: The influence on job insecurity and turnover intentions: A multi-country study." Technological Forecasting and Social Change 161, no. : 120276.
Work-Life Balance (WLB) still needs further development to understand the antecedents and consequences, rather than just focusing on work-family conflict. In response, the present article explores two different models. Two distinct employee samples were used with a range of professions. Sample 1 is a general sample of New Zealand employees (n = 165) and Sample 2 is a sample of Māori employees, the indigenous people of New Zealand (n = 150). Using structural equation modeling, the results from Sample 1 found the best model fit is for work demands and job autonomy being related to WLB, which in turn was related to job satisfaction, with job satisfaction then related to turnover intentions. In Sample 2, we find the best model fit is for job control being related to WLB, with WLB then predicting job satisfaction and affective commitment; job satisfaction is then related to turnover intentions and affective commitment related to organizational citizenship behaviors (OCBs) and turnover intentions. Both samples produced similar results, supporting the notion that antecedents and consequences of WLB follow a similar mediated pattern. Overall, this study highlights factors that help build and diminish WLB and confirm the importance of WLB and its central role in employee lives.
Jarrod Haar; David Brougham. Work antecedents and consequences of work-life balance: A two sample study within New Zealand. The International Journal of Human Resource Management 2020, 1 -24.
AMA StyleJarrod Haar, David Brougham. Work antecedents and consequences of work-life balance: A two sample study within New Zealand. The International Journal of Human Resource Management. 2020; ():1-24.
Chicago/Turabian StyleJarrod Haar; David Brougham. 2020. "Work antecedents and consequences of work-life balance: A two sample study within New Zealand." The International Journal of Human Resource Management , no. : 1-24.
Within New Zealand, the turnover rate within the hospitality sector is high, which can be expensive in terms of performance, recruitment and training costs. However, while research asserts an employee’s immediate managers can have a strong influence on retention, less is known within the hospitality sector of New Zealand. The present study investigates how family supportive supervision behaviours (FSSB) influence employees’ turnover intentions and includes organisational trust and job satisfaction as potential mediators. Using a sample of 149 hospitality workers and the PROCESS macro, our analysis shows that FSSB is negatively related to turnover intentions and positively related to organisational trust and job satisfaction. However, both these job attitudes fully mediate the influence of FSSB and indicate that good leadership builds positive work attitudes and it is these that ultimately shape turnover intentions. Consequently, FSSB should be encouraged so leaders through positively supporting workers work and family commitments can enhance employee attitudes and in turn help retain their hospitality workforce.
Le Vinh Nguyen; Jarrod Haar; Roy Smollan. Family supportive supervisor behaviours and turnover intentions: testing a multiple mediation model in the New Zealand hospitality industry. Labour & Industry: a journal of the social and economic relations of work 2020, 30, 156 -173.
AMA StyleLe Vinh Nguyen, Jarrod Haar, Roy Smollan. Family supportive supervisor behaviours and turnover intentions: testing a multiple mediation model in the New Zealand hospitality industry. Labour & Industry: a journal of the social and economic relations of work. 2020; 30 (2):156-173.
Chicago/Turabian StyleLe Vinh Nguyen; Jarrod Haar; Roy Smollan. 2020. "Family supportive supervisor behaviours and turnover intentions: testing a multiple mediation model in the New Zealand hospitality industry." Labour & Industry: a journal of the social and economic relations of work 30, no. 2: 156-173.
Organisations are interested in how to get the best performance out of their workforce and this study focuses on creativity behaviours. The present study focuses on psychological safety climate, which relates to shared beliefs amongst co-workers regarding the safety for risk-taking in their work teams. We combine this with another organisational factor and a psychological factor towards testing a robust model of employee creativity behaviours. These factors include organisational-based self-esteem (OBSE) as a mediator and climate for innovation as a moderator, and we then examine these in combination (moderated mediation). Using a sample of 269 diverse employees, we find psychological safety climate is positively related to creativity behaviours and OBSE, and OBSE influences creativity behaviours and fully mediates the effect of psychological safety climate. We also find a significant interaction effect, showing that the highest creativity behaviour is registered when there is high psychological safety climate and high climate for innovation. We also find a significant moderated mediation effect whereby the indirect effect of psychological safety climate on creativity behaviours (through OBSE) increases when climate for innovation gets stronger. We discuss the implications for managing people and teams.
Azka Ghafoor; Jarrod Haar. A CLIMATE AND PERSONALITY APPROACH TOWARDS CREATIVITY BEHAVIOURS: A MODERATED MEDIATION STUDY. International Journal of Innovation Management 2020, 24, 1 .
AMA StyleAzka Ghafoor, Jarrod Haar. A CLIMATE AND PERSONALITY APPROACH TOWARDS CREATIVITY BEHAVIOURS: A MODERATED MEDIATION STUDY. International Journal of Innovation Management. 2020; 24 (6):1.
Chicago/Turabian StyleAzka Ghafoor; Jarrod Haar. 2020. "A CLIMATE AND PERSONALITY APPROACH TOWARDS CREATIVITY BEHAVIOURS: A MODERATED MEDIATION STUDY." International Journal of Innovation Management 24, no. 6: 1.
Anthony Okakpu; Ali GhaffarianHoseini; John Tookey; Jarrod Haar; Amirhosein Ghaffarian Hoseini. An optimisation process to motivate effective adoption of BIM for refurbishment of complex buildings in New Zealand. Frontiers of Architectural Research 2019, 8, 646 -661.
AMA StyleAnthony Okakpu, Ali GhaffarianHoseini, John Tookey, Jarrod Haar, Amirhosein Ghaffarian Hoseini. An optimisation process to motivate effective adoption of BIM for refurbishment of complex buildings in New Zealand. Frontiers of Architectural Research. 2019; 8 (4):646-661.
Chicago/Turabian StyleAnthony Okakpu; Ali GhaffarianHoseini; John Tookey; Jarrod Haar; Amirhosein Ghaffarian Hoseini. 2019. "An optimisation process to motivate effective adoption of BIM for refurbishment of complex buildings in New Zealand." Frontiers of Architectural Research 8, no. 4: 646-661.
Purpose Increasingly, leaders are faced with complex, difficult and demanding situations that challenge their very sense of self, including their workplace wellbeing. It has been suggested that this challenge can be mitigated for leaders by pursuing goals and activities that reflect their beliefs, interests and values. As such, leaders whose motivations reflect intrinsic and self-congruent beliefs and values are likely to experience beneficial wellbeing, yet, reviewing this from a self-determination theory (SDT) lens, the authors find this assertion remains to be fully tested. Concurrently, the work–family enrichment (WFE) literature highlights that potential positive synergies exist between work and home. The authors further argue that this synergy may also provide greater insight and understanding into the quality of leaders’ motivation and wellbeing, and as such also requires attention. As such, the purpose of this paper is to examine the path to wellbeing for leaders and includes leaders’ “whole lives” (including enrichment) and not just their work lives (motivations). Design/methodology/approach Quantitative research including two studies of 386 junior/senior leaders and 205 CEOs, investigated the role of motivation as defined by SDT and WFE towards leaders’ job satisfaction. Hypotheses were tested using SEM in AMOS to assess the direct and meditational effects of the study variables. Findings A partial mediation model was found to best fit the data for both studies. In study 1, the effects of self-determined motivation dimensions on job satisfaction were fully mediated by WFE and family–work enrichment (FWE). However, the non-self-determined dimensions of SDT motivations were directly and negatively related to job satisfaction and enrichment. In study 2, self-determined forms of motivation were positively related to WFE and FWE and job satisfaction, while only WFE was positively related to job satisfaction. The non-self-determined dimensions of SDT motivations were directly and negatively related to WFE and job satisfaction. Research limitations/implications Overall, both studies show that the influence of motivations on job satisfaction of leaders is better understood through enrichment. As such organisations are encouraged to enhance both leader’s motivations, and enrichment, in order to facilitate a path to job satisfaction. Originality/value This paper is the first to test over two studies and levels of leadership, motivation and enrichment for leaders. As such this paper provides a novel “path” to wellbeing that includes aspects of the leaders’ motivation, as well as the importance of leaders’ enrichment and home domain. Overall the authors suggest that leaders’ “whole” lives play a role in their job satisfaction, and this is important to understand as the authors try to resource leaders, who work in an increasingly demanding workplace environment.
Maree Roche; Jarrod Haar. Motivations, work–family enrichment and job satisfaction: an indirect effects model. Personnel Review 2019, 49, 903 -920.
AMA StyleMaree Roche, Jarrod Haar. Motivations, work–family enrichment and job satisfaction: an indirect effects model. Personnel Review. 2019; 49 (3):903-920.
Chicago/Turabian StyleMaree Roche; Jarrod Haar. 2019. "Motivations, work–family enrichment and job satisfaction: an indirect effects model." Personnel Review 49, no. 3: 903-920.
Kirsty De Jong; Urs Daellenbach; Sally Davenport; Jarrod Haar; Shirley Leitch. Giving Science Innovation Systems a 'Nudge'. Technology Innovation Management Review 2019, 9, 51 -61.
AMA StyleKirsty De Jong, Urs Daellenbach, Sally Davenport, Jarrod Haar, Shirley Leitch. Giving Science Innovation Systems a 'Nudge'. Technology Innovation Management Review. 2019; 9 (10):51-61.
Chicago/Turabian StyleKirsty De Jong; Urs Daellenbach; Sally Davenport; Jarrod Haar; Shirley Leitch. 2019. "Giving Science Innovation Systems a 'Nudge'." Technology Innovation Management Review 9, no. 10: 51-61.
This paper explores what it takes to develop a common language and shared sense of purpose between Māori and the high-tech science sector. Robotics and automation, 3-D printing, sensors, and digital technologies are shaping New Zealand’s economy in fundamental ways. If, as envisioned under New Zealand’s Vision Mātauranga policy, Māori contribution to economic growth through distinctive Indigenous innovation is to be recognised and valued, then how this happens in these frontier science domains requires investigation. Findings are presented from the first phase of a longitudinal study of one National Science Challenge: Science for Technological Innovation (SfTI) – Kia Kotahi Mai, Te Ao Pūtaiao me te Ao Hangarau. Collecting a variety of data from science, business and Māori participants, the findings suggest that while there is enabling macro policy, organisational and science team human and relational capacities require recalibrating. The authors outline a model of how this can be done through a focus on mātauranga (knowledge), tikanga (practice) and kaupapa (focus areas) and how SfTI is reshaping its organisational practice to align to this model. The research also identifies the important role of the science intermediary as crucial to this alignment within teams.
Katharina Ruckstuhl; Jarrod Haar; Maui Hudson; Maria Amoamo; Jordan Waiti; Diane Ruwhiu; Urs Daellenbach. Recognising and valuing Māori innovation in the high-tech sector: a capacity approach. Journal of the Royal Society of New Zealand 2019, 49, 72 -88.
AMA StyleKatharina Ruckstuhl, Jarrod Haar, Maui Hudson, Maria Amoamo, Jordan Waiti, Diane Ruwhiu, Urs Daellenbach. Recognising and valuing Māori innovation in the high-tech sector: a capacity approach. Journal of the Royal Society of New Zealand. 2019; 49 (sup1):72-88.
Chicago/Turabian StyleKatharina Ruckstuhl; Jarrod Haar; Maui Hudson; Maria Amoamo; Jordan Waiti; Diane Ruwhiu; Urs Daellenbach. 2019. "Recognising and valuing Māori innovation in the high-tech sector: a capacity approach." Journal of the Royal Society of New Zealand 49, no. sup1: 72-88.
The psychometric properties of the new short version of the work–family enrichment scale were tested on two underrepresented samples: (1) Māori employees, the indigenous people of New Zealand and (2) Sri Lankan employees. Both groups have not been well explored in the work–family field. We examine the measurement properties of the short measure for work–family and family–work enrichment and using structural equation modeling, investigate its associations with toward emotional exhaustion and stress (sample 1 n = 215) and emotional exhaustion and cynicism (sample 2 n = 143). Results support the new measure and provide initial evidence of the beneficial impact of work and family roles in underexplored populations. This highlights greater universality and cross‐cultural validation.
Jarrod Haar; Jason Cordier. Testing the psychometric properties of the short work–family enrichment scale on underrepresented samples. International Journal of Selection and Assessment 2019, 28, 112 -116.
AMA StyleJarrod Haar, Jason Cordier. Testing the psychometric properties of the short work–family enrichment scale on underrepresented samples. International Journal of Selection and Assessment. 2019; 28 (1):112-116.
Chicago/Turabian StyleJarrod Haar; Jason Cordier. 2019. "Testing the psychometric properties of the short work–family enrichment scale on underrepresented samples." International Journal of Selection and Assessment 28, no. 1: 112-116.
Interpersonal relationships play an important role in work success, and this is especially so for managers. The present study tests the Positive Relational Management (PRM) Scale and its influence on organizational trust, with the effects potentially mediated by work-life balance. Hence, more positive relationships at work shape better management of work-life issues, and ultimately build trust perceptions. We test this on a sample of 600 New Zealand managers and include managerial hierarchy as a moderator to determine whether positive relationships become less important as management level increases. Ultimately, we test a moderated mediation model in PROCESS and confirm the dimensionality and reliability of the scale. We find PRM is positively related to work-life balance and organizational trust, while work-life balance partially mediates this effect. In addition to two significant two-way interactions, we find support for a moderated mediation effect, with the indirect effect of PRM being positive and strongest for low-level managers, but a reduction in the strength of the indirect effects for middle- and senior-managers. Hence, the importance of interpersonal relationships is especially powerful for low-level managers. The implications for understanding the importance of PRM for managers are discussed.
Jarrod Haar; Annamaria Di Fabio; Urs Daellenbach. Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers. Sustainability 2019, 11, 4373 .
AMA StyleJarrod Haar, Annamaria Di Fabio, Urs Daellenbach. Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers. Sustainability. 2019; 11 (16):4373.
Chicago/Turabian StyleJarrod Haar; Annamaria Di Fabio; Urs Daellenbach. 2019. "Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers." Sustainability 11, no. 16: 4373.