Florian Kunze
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Kunze
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Florian
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Team Boundary Work and Team Workload Demands: Their Interactive Effect on Team Vigor and Team Effectiveness

2022 , Leicht-Deobald, Ulrich , Lam, Chak Fu , Bruch, Heike , Kunze, Florian , Wu, Wen

Drawing from team-level job demands-resources theory, we hypothesize that team workload demands moderate the positive link between team boundary work (i.e., boundary spanning and boundary buffering) and team effectiveness (i.e., team innovation and team performance), such that boundary work is more beneficial for team effectiveness when teams face higher team workload demands. Furthermore, we predict that this interaction occurs through increased team vigor, where team vigor is defined as an affective emergent state characterized by positive valences and high activation levels experienced by team members. We largely find support for our model across two field studies: a cross-sectional survey using three independent data sources (89 automotive research and development teams, including 724 team members, 89 team leaders, and 18 managers) and a time-lagged survey using two independent data sources (139 teams working in a Chinese utility company, including 640 team members and 139 team leaders). Our article contributes to team research by broadening our understanding of when and how team boundary work is associated with greater team effectiveness.

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Organizational Consequences of Asymmetries in Task Dependence: The Moderating Role of HR Practices

2016-01 , Dejong, Simon , Kunze, Florian , Bruch, Heike

This 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.

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Expanding Insights on the Diversity Climate-Performance Link : The Role of Work Group Discrimination and Group Size

2014-05 , Böhm, Stephan A. , Dwertmann, David J. G. , Kunze, Florian , Michaelis, Björn , Parks, Kizzy , McDonald, Daniel

The present study extends knowledge of the performance consequences of work group diversity climate. Building upon Kopelman, Brief, and Guzzo's (1990) climate model of productivity, we introduced work group discrimination as a behavioral mediator that explains the positive performance effects of diversity climate on group performance. In addition, we investigated group size as moderator upon which this mediated relationship depended. These moderated-mediated propositions were tested using a split-sample design and data from 248 military work units comprising 8,707 respondents. Findings from structural equation modeling revealed that work group diversity climate was consistently positively related to group performance and that this relationship was mediated by work group discrimination. Results yielded a pattern of moderated mediation, in that the indirect relationship between work group diversity climate (through perceptions of work group discrimination) and group performance was more pronounced in larger than in smaller groups. The results illustrate that work group discrimination and group size represent key factors in determining how a work group diversity climate is associated with group performance and, thus, have significant implications for research and practice.

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Consequences of Collective-Focused Leadership and Differentiated Individual-Focused Leadership

2014 , Kunze, Florian , Dejong, Simon , Bruch, Heike

Recent 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.

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It matters how old we feel in organizations: Testing a multilevel model of organizational subjective-age diversity on employee outcomes

2021 , Kunze, Florian , Böhm, Stephan Alexander , Bruch, Heike

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Consequences of collective-focused and differentiated individual-focused leadership – Development and testing of an organizational-level model

2016-05 , Kunze, Florian , Dejong, Simon , Bruch, Heike

Recent 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.

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Publication

Spotlight on age diversity climate: The impact of age-inclusive HR-practices on firm level outcomes

2014-05-01 , Böhm, Stephan A. , Kunze, Florian , Bruch, Heike

This study investigates the emergence and the performance effects of an age-diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues' (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural diversity, we hypothesize a positive influence of age-inclusive HR practices on the development of an organization-wide age-diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees' collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive age-diversity climate.

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Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate

2019 , Tumasjan, Andranik , Kunze, Florian , Bruch, Heike , Welpe, Isabell M.

Faced with competitive labor markets, firms increasingly use employer branding to build a qualified workforce and engage their employees. However, our understanding of the impact of employer branding orientation on firm performance and the theoretical firm-level mechanisms underlying this potential impact is very limited. To address this gap, we integrate brand marketing theory with human resource management (HRM) research to develop a model explicating how employer branding orientation is linked to firm performance through a dual route by enhancing both recruitment efficiency (i.e., external route: applicants) and positive affective climate (i.e., internal route: incumbent employees). The results of a multisource study (i.e., top management, human resource managers, employees) with 93 firms show employer branding orientation is positively related to firm performance through positive affective climate but not recruitment efficiency. Using a brand equity approach to HRM, our results advance the literature by demonstrating the generalizability of employer branding effects independent of concrete brand attributes and explaining the firm- level mediating mechanisms linking it to firm performance.

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New insights on CEO charisma attribution in companies of different sizes and owner-ship structure: the role of prior company performance

2015 , Michaelis, Björn , Kunze, Florian , Bruch, Heike

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Die zwei Seiten transformationaler Führung für Gruppen- und Unternehmensleistung

2014-02-01 , Kunze, Florian , Dejong, Simon

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