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The Hang Seng University of Hong Kong

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Category: Book Chapter (1); Conference Paper (22); Journal Article (45)

Department: MKT (5); ACY (2); M&M (5); MGT (49); SBUS (2); SCM (3); SCOM (2)

Keyword: 5S; planned organisational change; social cognitive theory; quasiexperiment; propensity score matching (1); Abusive Leadership Style; Employee Work Performance; Ethical Leadership Style; Hospital Industry In China; New Employee Intention To Leave (1); Affective Trust in Supervisor (1); Ask performance (1); Branding (1); CSR Communication (1); Career Development (1); Case studies, Organisational performance, Internal market orientation, Firm communication (1); Challenging job demand (1); Challenging job demands (1); China (1); Chinese cross-border merger and acquisition, Employee voluntary turnover, Merger and acquisition, Unfolding model of employee turnover (1); Cold chain (1); Comparative study (1); Complementarity (1); Conflict Management (1); Conservation of resources (1); Construct development (1); Context, cross-cultural research, culture, employee silence, voice (1); Convergence versus divergence, (1); Corporate Social Responsibility (1); Corporate website (1); Creative performance (1); Creative process engagement (1); Creativity (4); Digital transformation (1); Diversity (1); Dynamic Capabilities (1); Employee Altruism (1); Employee Voice (1); Employee adaptability (1); Employee creativity (2); Employee innovation (1); Employee training (1); Employee voice (1); Empowering leadership (1); Feedback seeking (1); Felt obligation (1); Five Confucius Virtues (1); Freight forwarding (1); Goal orientation (1); Greater China (1); Hidden Champions (1); High-performance work systems (1); Hospitality Industry (1); Humor (1); Inclusion, Creativity, Team cognitive diversity, Team learning (1); Inclusive climate (1); Individual motivation; person-centered approach; profile analysis; regulatory focus; voice behavior (1); Information exchange (1); Internal Marketing (1); Internal market orientation, organizational commitment, employee retention, firm performance, China (1); Job Performance (2); Junzi Organisation (1); Junzi virtues (1); Knowledge management (1); LMX (3); Leader affiliative humor (1); Leader aggressive humor (1); Leader humility (1); Leader-member exchange (1); Leader–Member Exchange (LMX) (1); Leader–member exchange (1); Learning orientation (2); Liberating humor and stress-relieving humor (1); Local adaptation (1); Luxury (1); Meta-analysis (2); Meta-analysis, Work-family conflict, Conservation of resources (1); Mindfulness (1); Misattributed culpability (1); Misattributed incompetence (1); Monitoring (1); Motivation (1); Motivation to learn (1); Need for humor (1); OCB (1); Openness to experience (1); Organization-based self-esteem (1); Organizational citizenship behaviour (1); Organizational identification (1); Organizational justice (1); Ostracism (1); Outcome favorability (1); Perceived Job Security (1); Perceived organizational support (1); Perceived workload (1); Perception (1); Pleasant feeling (1); Political skill (1); Proactive personality (1); Proactivity (1); Procedural fairness climate (1); Promotability (1); Psychological Safety (2); Psychological empowerment (2); Psychological ownership, Multi-level analysis, Job performance, Employee well-being, HRM bundle, Mediating mechanism (1); Psychological well-being (1); RBV (1); Relationship Marketing (1); Robotic process automation (1); Servant leadership (1); Social Distance (1); Supervisor behaviors (1); Supervisory mentoring (1); Sustainability (1); Talent management (1); Team Performance (1); The Peninsula Hotels (1); Trust (1); Trust in leader (1); Wisdom (1); Work Performance (1); Work and Family (1); Work-family conflict (1); Work-unit structure (1); Workflow analysis (1)