Now showing 1 - 10 of 10
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How family CEOs affect employees’ feelings and behaviors: A study on positive emotions

2022-03-07 , Kammerlander, Nadine , Menges, Jochen , Herhausen, Dennis , Kipfelsberger, Petra , Bruch, Heike

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Mitigating the dark side of contextual ambidexterity: Consequences for employee well-being.

2023-03-30 , Kipfelsberger, Petra , Hughes, Mathew , Herhausen, Dennis , Morgan, Robert , Bruch, Heike

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Leading With Meaning: How And When Leader Work Meaningfulness Transfers To Followers

2016-01-07 , Kipfelsberger, Petra , Raes, Anneloes , Herhausen, Dennis , Bruch, Heike

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High Performance at High Cost: The Unanticipated Health Consequence of Contextual Ambidexterity

2022-01-04 , Kipfelsberger, Petra , Bruch, Heike , Herhausen, Dennis , Hughes, Mathew , Morgan, Robert

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Start with why: the transfer of work meaningfulness from leaders to followers and the role of dyadic tenure

2022 , Kipfelsberger, Petra , Raes, Anneloes , Herhausen, Dennis , Kark, R. , Bruch, Heike

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A self-based trickle-down model of work meaningfulness

2017-05-04 , Kipfelsberger, Petra , Raes, Anneloes , Herhausen, Dennis , Bruch, Heike , Kark, Ronit

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Trickle down effects of work meaningfulness through visionary leadership

2015-08-07 , Kipfelsberger, Petra , Raes, Anneloes , Herhausen, Dennis , Bruch, Heike

Experiencing work as meaningful benefits both individuals and organizations. While prior research has indicated that leaders may shape followers’ work meaningfulness, little is known about the role of leaders’ own work meaningfulness in this process. Drawing from self-concept based theory and interpersonal sensemaking processes, we argue that work meaningfulness trickles down from strategic leaders to mid-level leaders to employees through visionary leadership. Additionally, we propose that organizational tenure shapes this transfer in such a way that leaders’ influence is higher for followers new to the organization. Finally, we expect work meaningfulness to positively relate to important behavioral outcomes across different hierarchies. In order to test the derived hypotheses, we conducted two multilevel studies among 54 CEOs and 267 mid-level managers (Study 1), and 39 mid-level leaders and 173 employees (Study 2). Using multilevel structural equation modeling, our results confirmed most hypotheses. Implications for theory and practice are discussed.

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High performance at high cost: The unanticipated health consequence of contextual ambidexterity

2023-01-04 , KIPFELSBERGER, PETRA , Bruch, Heike , Herhausen, Dennis , Hughes, Mathew , Morgan, Robert

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Spillover effects of online social cues: Field evidence from the service industry

2016-05-24 , Herhausen, Dennis , Emrich, Oliver , Schögel, Marcus , Bruch, Heike

Previous research studied the impact of online social cues (i.e., references on websites to persons or social situations) on website perceptions. Here, we study whether online social cues may additionally create a spillover to the physical channel. We propose that online social cues on the website attributed to service employees can strengthen perceived service quality of service employees, and that the strength of this effect is determined by media richness. We test our predictions with multisource data from a sample of 113 service firms, including two samples of customers for each of the firms. We find that the effects of online social cues of service employees are strengthened by the use of rich media, and that online social cues increase customer loyalty through service quality perceptions of service employees but not through service quality perceptions of the website. Thus, the effects of online social cues are underestimated if their spillover to physical channels is neglected.

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How and when customer feedback influences organizational health

2014-06-25 , Kipfelsberger, Petra , Herhausen, Dennis , Bruch, Heike