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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
Now showing
1 - 10 of 373
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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.Scopus© Citations 1 -
PublicationTelework and Firm Performance: Individual Access versus Organizational Dispersion( 2024)
;Marvin NeuWe developed a dual-pathway, multi-level conceptual model that depicts the relationship between telework and firm performance. On the one hand, individual telework access is associated with greater levels of firm performance because it prompts social exchange processes between the employee and employer, resulting in lower employee turnover intentions. On the other hand, organizational telework dispersion is associated with lower firm performance because it prompts social identity processes; high dispersion in access to telework creates a psychological gap within an organization that is associated with lower levels of collective positive affective tone. Higher levels of collective organizational identification offset the negative effect of organizational telework dispersion on collective positive affective tone. This multi-level model is tested and supported by a multisource dataset containing 18,111 employees from 119 companies. Note: The first two authors contributed equally to this manuscript (authorship order is random).Type: journal articleJournal: Academy of Management Annual Meeting Proceedings -
PublicationType: journal articleJournal: Zeitschrift Führung + OrganisationVolume: 23Issue: 1
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PublicationUnternehmen am Limit: Wie Unternehmen zu gesunder Hochleistung kommen( 2023)Marvin NeuType: journal articleJournal: Trendstudie
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PublicationDie erschöpfte Führung( 2023)Paul LeeType: journal articleJournal: Die Politische Meinung
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PublicationDie erschöpfte Führungskraft( 2023)Paul LeeType: journal articleJournal: PersonalmagazinIssue: 11
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PublicationType: journal articleJournal: Zeitschrift für Führung und Organisation
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PublicationContext is key: The joint roles of transformational and shared leadership and management innovation in predicting employee IT innovation adoption( 2022)
;Bunjak, AldijanaCerne, MatejType: journal articleJournal: International Journal of Information ManagementVolume: 66 -
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.
Scopus© Citations 3 -
PublicationType: journal articleJournal: Personal QuarterlyVolume: 22Issue: 2