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Heike Bruch
Title
Prof. Dr.
Last Name
Bruch
First name
Heike
Email
heike.bruch@unisg.ch
Phone
+41 71 224 2371
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1 - 10 of 29
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PublicationPower to the People—And Then? A Multilevel Leadership Perspective on Organizational Decentralization( 2024-01)
;Max ReinwaldAs organizations strive for more flexibility, decentralized decision-making has been at the core of many modern HR approaches. Yet, on a company-wide scale, it remains unclear whether decentralized decision-making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee-level mechanism underlying the organizational-level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision-making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee-level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision-making in organizations.Type: journal articleJournal: Human Resource Management -
PublicationType: journal articleJournal: Zeitschrift für Führung und Organisation
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PublicationRegulatory Focus Climate, Organizational Structure, and Employee Ambidexterity: An Interactive Multilevel Model.Prior research suggests that the organizational context supports the emergence ofemployee ambidexterity; however, the interplay between formal and informal con-text has been largely unexplored. We analyze this interplay with a multilevel, multi-source data set of 2446 individual employees nested in 77 organizations. We findthat a promotion climate—unlike a prevention climate—contributes to employeeambidexterity. In addition, formalization positively moderates the effects of both pro-motion and prevention climate on employee ambidexterity, while centralizationweakens the positive effect of promotion climate. Our results advance a contingencyperspective that brings together formal and informal contextual drivers of employeeambidexterity and shows that even though an informal climate signals the preferredmanner of goal pursuit, a formal structure affects the impact of such signals by delin-eating opportunity corridors of admissible behaviors.
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PublicationStart with why: The transfer of work meaningfulness from leaders to followers and the role of dyadic tenure(Wiley, 2022-06-22)
;Raes, Anneloes ;Kark, RonitType: journal articleJournal: Journal of Organizational Behavior -
PublicationTeam Boundary Work and Team Workload Demands: Their Interactive Effect on Team Vigor and Team EffectivenessDrawing 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.
Scopus© Citations 3 -
PublicationResource Leverage, Resource Depletion: A Multilevel Perspective on Multiple Team Membership(American Psychological Association, 2021-04)
;Van de Brake, Henrik J.Scopus© Citations 6 -
PublicationType: journal articleJournal: Human Relations
Scopus© Citations 9 -
PublicationOrganizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation(Blackwell Publishing Limited, 2021-12-01)Lawrence, Barbara S.In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (< 250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.Type: journal articleJournal: Journal of Management StudiesVolume: 58Issue: 8DOI: 10.1111/JOMS.12747
Scopus© Citations 10 -
PublicationType: journal articleJournal: Journal of Management StudiesVolume: 56Issue: 6DOI: 10.1111/joms.12446
Scopus© Citations 48 -
PublicationThe Impact of Customer Contact on Collective Human Energy in FirmsThis paper investigates how and when a firm’s level of customer contact influences the collective organizational energy. For this purpose, we bridge the literature on collective human energy at work with the job impact framework and organizational sensemaking processes and argue that a firm’s level of customer contact is positively linked to the collective organizational energy because a high level of customer contact might make the experience of prosocial impact across the firm more likely. However, as prior research at the individual level has indicated that customers could also deplete employees’ energy, we introduce transformational leadership climate as a novel contingency factor for this linkage at the organizational level. We propose that a medium to high transformational leadership climate is necessary to derive positive meaning from customer contact, while firms with a low transformational leadership climate do not get energized by customer contact. We tested the proposed moderated mediation model with multilevel modeling and a multi-source dataset comprising 9,094 employees and 75 key informants in 75 firms. The results support our hypotheses and offer important theoretical contributions for research on collective human energy in organizations and its interplay with customers.Type: journal articleJournal: Group & Organization ManagementVolume: 44Issue: 5
Scopus© Citations 5
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