How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

Background: This research depicts the linkage of public leadership on public health delivery (PHD) and collaborative administration. The research is also focused to examine the effect of public leadership on public health delivery through the intervening variable of collaborative administration by using both social information processing theory and collaboration theory.Methods: This research is based on quantitative method. Data was collected from 464 public hospital administration in the context of Pakistan. This study evaluated data using SPSS, AMOS, and PROCESS Macro.Results: Public leadership has a positive profound effect on public health delivery and collaborative administration, and that collaborative administration significantly promotes public health delivery. The outcomes also exposed that public leadership has substantial influence on public health delivery through intervening collaborative administration.Conclusions: Whilst public leadership demonstrated positive outcomes on public health delivery and collaborative administration, there is a need for more rigor studies on collaborative governance leadership, collaborative ethics and collaborative norms in the public health service.

Purpose: The purpose of this study is to explore the U-shaped relationship between ambidextrous leadership and employee silence by examining power distance orientation as a boundary condition and role stress and relational energy as mediators.Design/methodology/approach: The authors tested the theoretical model with 212 matched samples collected across three-wave-data from 21 companies and branches in China.Findings: Results revealed that ambidextrous leadership showed a U-shaped relationship with employee silence through role stress and relational energy. Moreover, the authors found that the curvilinear relationship was more significant for employees higher in power distance orientation.Practical implications: Organizations should be aware of the negative side of ambidextrous leadership as well as its stimulation on employee silence. The leaders should pay more attention to subordinates and judge whether they are under too much stress, as well as treat employees more cautiously in both work and non-work situations.Originality/value: This study provides a first step to the understanding of curvilinear influence of ambidextrous leadership through investigating the mediating effects of role stress and relational energy, and integrating the moderating role of power distance orientation in the process.

Présentation de la revue La Revue des Sciences de Gestion : objectifs, composition de la rédaction, coordonnées.

L’objet de cette recherche est de faire émerger les ressorts de la motivation entrepreneuriale et de repérer les logiques d’action des créateurs d’entreprise (projets) associées à chaque dimension de cette attitude. Plus précisément, l’étude vise à répondre aux deux questions suivantes : Quels sont les besoins et leur intensité à l’origine de la création d’entreprise ? Et dans quelle mesure la motivation entrepreneuriale influence-t-elle les projets des entrepreneurs ? À partir des questionnaires à l’attention de chefs d’entreprises nouvellement installés, nous recherchons les ressorts de la motivation entrepreneuriale (besoins et intensité de ces derniers), ses antécédents et les logiquesd’action du créateur (imitation, innovation-aventure, reproduction et innovation-valorisation). Cette étude s’appuie sur un cadre théorique issu de recherches sur la motivation et l’entrepreneuriat. Une série de relations de causalité est retenue puis testée. L’analyse permet de tirer un ensemble de conclusions sur la motivation entrepreneuriale. Les chemins de la motivation nous conduisent à des logiques d’action liées à des projets innovants et éclairent le phénomène de reproduction (ou mimétisme) que l’on observe parfois chez les créateurs d’entreprise. À l’origine, on relève des objectifs de développement et d’indépendance. Dans le premier cas, le créateur espère que son entreprise lui apportera des résultats tangibles sur les plans financier et matériel. Dans le second cas, l’entrepreneur est conscient que son projet lui demandera de s’investir de façon autonome sur l’ensemble des dimensions de son entreprise (gestion, commercialisation, etc.). Sur le chemin de la logique d’action de valorisation, on retrouve la non-aversion pour le risque, l’exploitation d’un contexte porteur conjuguée à une maîtrise des compétences et à un besoin de créativité. Ces deux dimensions sont associées à un objectif d’indépendance. La logique de reproduction est motivée par un sentiment de confiance en soi (locus of control, LOC) et répond à un objectif de développement de l’entreprise.