Search Results - "Cunha, Miguel Pina e"

Managing Impressions Rather Than Emissions: Volkswagen and the false mastery of paradox by Gaim, Medhanie, Clegg, Stewart, Cunha, Miguel Pina e

“…The challenge of dealing with paradoxes has become a central issue in management and organization studies. Present research literature is largely inclined to…”
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Paradox theory and the paradox of success by Pina e Cunha, Miguel, Putnam, Linda L

“…The study of paradox in strategy and organization studies has grown rapidly over the last 25 years. Paradox, as contradictory yet interrelated opposites that…”
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How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model by Rego, Arménio, Owens, Bradley, Leal, Susana, Melo, Ana I., Cunha, Miguel Pina e, Gonçalves, Lurdes, Ribeiro, Paula

“…We hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the…”
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Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness by Rego, Arménio, Owens, Bradley, Yam, Kai Chi, Bluhm, Dustin, Cunha, Miguel Pina e, Silard, Anthony, Gonçalves, Lurdes, Martins, Mafalda, Simpson, Ace Volkmann, Liu, Wenxing

“…Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through…”
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Authentic leadership promoting employees' psychological capital and creativity by Rego, Arménio, Sousa, Filipa, Marques, Carla, Cunha, Miguel Pina e

“…Two hundred and one employees report their psychological capital, as well as their supervisors' authentic leadership. Supervisors describe the employees'…”
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Product Innovation in Resource-Poor Environments: Three Research Streams by Cunha, Miguel Pina e, Rego, Arménio, Oliveira, Pedro, Rosado, Paulo, Habib, Nadim

“…We explore the role and relevance of resource scarcity in product innovation. The literature tends to assume that the development of new products requires…”
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Gritty Leaders Promoting Employees’ Thriving at Work by Rego, Arménio, Cavazotte, Flávia, Cunha, Miguel Pina e, Valverde, Camilo, Meyer, Marcel, Giustiniano, Luca

“…Four studies (a vignette-based experiment conducted in Portugal and Brazil, a two-wave multisource field study in Portugal, a three-wave field study in the…”
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Corporate Sustainability: A View From the Top by Rego, Arménio, Pina, Miguel, Cunha, Miguel, Polónia, Daniel

“…Through a qualitative approach (via semistructured interviewing), we explore the perspective of 72 CEOs of companies operating in Portugal about the definition…”
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Are Relationally Transparent Leaders More Receptive to the Relational Transparency of Others? An Authentic Dialog Perspective by Rego, Arménio, Cunha, Miguel Pina e, Giustiniano, Luca

“…Using a sample of 114 leaders (described by 516 team members), we show empirically that the association between leader relational transparency and leader…”
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Dogs in organizations by Cunha, Miguel Pina e, Rego, Arménio, Munro, Iain

“…What roles do dogs play in organizational life and formal organizations? Dogs are mostly ignored by organization theory despite the existence of a rich…”
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Leader-Expressed Humility Predicting Team Psychological Safety: A Personality Dynamics Lens by Rego, Arménio, Melo, Ana I., Bluhm, Dustin J., e Cunha, Miguel Pina, Júnior, Dálcio Reis

“…In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological…”
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Stewardship as process: A paradox perspective by Cunha, Miguel Pina e, Rego, Arménio, Clegg, Stewart, Jarvis, Walter P.

“…Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family…”
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Dogs at the Workplace: A Multiple Case Study by Wagner, Elisa, Pina E Cunha, Miguel

“…As the work environment is increasing in competitiveness and stressfulness, more and more companies try to increase employee well-being. One option is allowing…”
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Organizational zemblanity by Giustiniano, Luca, Cunha, Miguel Pina e, Clegg, Stewart

“…We introduce the concept of zemblanity to organization studies to refer to the enactment of disaster when, in systems designed to impede risk, key actors…”
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How happiness mediates the organizational virtuousness and affective commitment relationship by Rego, Arménio, Ribeiro, Neuza, Cunha, Miguel Pina e, Jesuino, Jorge Correia

“…Recent moral and financial collapse of high profile organizations around the world led the business community, the popular and business press, and researchers…”
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Non-naïve organizational positivity through a generative paradox pedagogy by Cunha, Miguel Pina e, Simpson, Ace Volkmann, Rego, Arménio, Clegg, Stewart

“…Positive Organizational Scholarship (POS), with positivity as a core conceptual component, is a major innovation in recent decades in management and…”
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Tackling sustainable development goals through new space by Clegg, Stewart R., Cunha, Miguel Pina e, López, Aníbal, Sirage, Emir, Rego, Arménio

“…Achieving the UN's Sustainable Development Goals (SDGs) constitutes a formidable challenge. Existing solutions may be insufficient to respond to the scale and…”
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Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM by Cunha, Miguel Pina e, Gomes, Emanuel, Mellahi, Kamel, Miner, Anne S., Rego, Arménio

“…Organizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the…”
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On serendipity and organizing by Cunha, Miguel Pina e, Clegg, Stewart R., Mendonça, Sandro

“…Serendipity means the accidental discovery of something valuable. While it is sometimes presented as an element of organizational learning, it has rarely been…”
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Complexity, simplicity, simplexity by Miguel Pina, e Cunha, Rego, Arménio

“…“In the midst of order, there is chaos; but in the midst of chaos, there is order”, John Gribbin wrote in his book Deep Simplicity (p. 76). In this dialectical…”
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