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Florian Kunze
Former Member
Title
Prof. Dr.
Last Name
Kunze
First name
Florian
Phone
+41 71 224 2370
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1 - 5 of 5
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PublicationOrganizational Consequences of Asymmetries in Task Dependence: The Moderating Role of HR PracticesThis study integrates recent advances in interdependence theory with the literature on commitment-based HR practices. New research on interdependence theory suggests that differences, or asymmetries, in task dependence among organisational members can cause interests to diverge. Prior research has shown that this can negatively affect interpersonal relations, individual outcomes and team processes. However, these insights gained on the dyadic, individual and team levels of analysis have not yet been explored at the organisational level and, until now, no research had yet connected these advances in interdependence theory to the field of HRM research. Hence, the current study investigates (a) whether asymmetries in task dependence do (or do not) matter at the organisational level and affect organisational effectiveness, (b) why this relationship may work by assessing a key mediator, namely, trust climate and (c) if and how these relationships can be altered by commitment-based HR practices. Our moderated-mediation model was tested and fully supported by a multi-source data set of 8,390 employees from 67 organisations.Type: journal articleJournal: Human Resource Management JournalVolume: 27Issue: 1
Scopus© Citations 4 -
PublicationConsequences of collective-focused and differentiated individual-focused leadership – Development and testing of an organizational-level modelRecent advances in leadership research suggest that collective-focused leadership climate and differentiated individual-focused leadership might simultaneously, yet oppositely, affect collective outcomes. The present study extends this literature by addressing open questions regarding theory, methods, statistics, and level of analysis. Therefore, a new and more parsimonious theoretical model is developed on the organizational-level of analysis. Drawing on the commitment literature, we argue for opposite relations of the two leadership constructs on the affective organizational commitment climate. We subsequently theorize that contingent-reward leadership climate moderates these opposing relationships, making our study the first in this field to investigate moderators. Last, we reason that organizational effectiveness is enhanced when affective commitment is “put into action” and raises the organizational citizenship behavior climate. Our three-path moderated-mediation hypotheses are tested, and supported, by structural equation modeling analyses in a multisource data set containing 16,911 respondents from 157 companies. Extensive alternative model testing shows that our theory and findings are robust.Type: journal articleJournal: Journal of ManagementVolume: 42Issue: 4
Scopus© Citations 28 -
PublicationType: journal articleJournal: Personal QuarterlyIssue: in press
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PublicationConsequences of Collective-Focused Leadership and Differentiated Individual-Focused LeadershipRecent advances in leadership research suggest that collective-focused leadership climate and differentiated individual-focused leadership might simultaneously, yet oppositely, affect collective outcomes. The present study extends this literature by addressing open questions regarding theory, methods, statistics, and level of analysis. Therefore, a new and more parsimonious theoretical model is developed on the organizational-level of analysis. Drawing on the commitment literature, we argue for opposite relations of the two leadership constructs on the affective organizational commitment climate. We subsequently theorize that contingent-reward leadership climate moderates these opposing relationships, making our study the first in this field to investigate moderators. Last, we reason that organizational effectiveness is enhanced when affective commitment is "put into action" and raises the organizational citizenship behavior climate. Our three-path moderated-mediation hypotheses are tested, and supported, by structural equation modeling analyses in a multisource data set containing 16,911 respondents from 157 companies. Extensive alternative model testing shows that our theory and findings are robust.Type: journal articleJournal: Journal of ManagementVolume: 2014Issue: published online 08.13 - forthcoming
Scopus© Citations 28 -
PublicationAsymmetries in Task Dependence and Organizational Effectiveness: A Mediated Moderation AnalysisRecent studies at the dyadic- and team-levels of analyses indicate that asymmetries in task dependence among organizational members can negatively affect work relationships and hinder team learning and team performance. This study takes the abovementioned findings to the next level by investigating whether task dependence asymmetries also negatively influence organizational effectiveness. Moreover, to provide new intervention options, we assess whether creating high goal interdependence among organizational members might prevent such damaging effects. Additionally, to provide more insight into the underlying mechanisms, we assess whether the “buffering” effect of goal interdependence occurs because the climate of trust makes it less likely that asymmetries will be exploited for personal gain. By investigating the above, this study advances contemporary knowledge, as most studies on interdependence theory have focused on lower levels of analyses (e.g., the team or individual level) and have researched either the (in)direct relationships (i.e., the main or mediation effects) or the boundaries within which certain processes occur (i.e., moderated mediation), leaving untested the processes by which the boundaries themselves operate (i.e., mediated moderation). Hypotheses are tested using a multi-source dataset of 76 small- and medium-sized organizations containing the responses of 19,111 employees and top management team members.Type: conference paper