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Chris Rowley
University of Oxford
245Publications
20H-index
1,891Citations
Publications 245
Newest
Published on Jun 11, 2019in Asia Pacific Business Review 0.90
Tim G. Andrews2
Estimated H-index: 2
(CMU: Chiang Mai University),
Chris Rowley20
Estimated H-index: 20
(University of Oxford)
+ 1 AuthorsSiriwut Buranapin1
Estimated H-index: 1
(CMU: Chiang Mai University)
Published on Jun 14, 2019in Asia Pacific Business Review 0.90
Tim G. Andrews2
Estimated H-index: 2
(CMU: Chiang Mai University),
Chris Rowley20
Estimated H-index: 20
(City University London)
+ 1 AuthorsSiriwut Buranapin1
Estimated H-index: 1
(CMU: Chiang Mai University)
ABSTRACTCorruption in its multiple guises remains one of the most discussed, yet under-researched, influences affecting business practice and organization management in Asia. Comprising conceptual and empirical approaches to explore both national and region-level examples, the research contained in this collection epitomize some of the many challenges involved. As a contribution, collectively the research go some way to advance our understanding of the causes, conditions and manifestations of co...
Published on Apr 30, 2019in Asia Pacific Business Review 0.90
In-Woo Jun (Wonkwang University), Kyoung-In Kim (Kunsan National University), Chris Rowley20
Estimated H-index: 20
(University of Oxford)
ABSTRACTThere has been long term and widespread criticism of organizational corruption around the world. This also includes South Korea with many examples, both historical and current. This is underpinned by several elements but an important and high profile factor is a seeming creation and tolerance of corruption by the large, diversified, dynastic family-owned and run conglomerates – the chaebol – and their nexus with the political elite. This study examines if there is any relationship betwee...
Luu Trong Tuan (Swinburne University of Technology), Diana Rajendran4
Estimated H-index: 4
(Swinburne University of Technology)
+ 1 AuthorsDinh Cong Khai (University of Economics, Ho Chi Minh City)
Abstract Customer value co-creation is a process that contributes to a tour company's sustainable growth. The purpose of this study is to explore the role of corporate social responsibility (CSR) in fostering customer value co-creation in the business-to-business (B2B) tourism service context as well as the mechanisms underlying this relationship. Participants in the research were frontline employees and managers of tour companies and their customer companies in Ho Chi Minh City, Vietnam. The qu...
Published on Jun 1, 2019
Sana Mumtaz1
Estimated H-index: 1
(Shaheed Zulfiqar Ali Bhutto Institute of Science and Technology),
Chris Rowley20
Estimated H-index: 20
(City University London)
Research on leader–member exchange (LMX) has gained momentum with a large number of studies investigating its impact on multiple levels. This article systematically reviews the literature between 2010 and 2016 on the link between LMX and its impacts on employee perceptual, attitudinal and behavioral outcomes. Our review identifies performance, job satisfaction, organization citizenship behavior, turnover intention, creativity, organizational commitment and affective commitment as the most signif...
Published on May 9, 2019in Public Performance & Management Review 1.60
Trong Tuan Luu2
Estimated H-index: 2
(Swinburne University of Technology),
Chris Rowley20
Estimated H-index: 20
(City University London)
+ 2 AuthorsHanh Quyen Le (Swinburne University of Technology)
AbstractOur research seeks to examine how and when charismatic leadership exercises influence on the creative behavior of teams in the public healthcare sector. Team creativity can contribute to the ongoing healthcare quality improvement as well as organizational growth. Our research proposes a model in which charismatic leadership has a direct impact on team creativity and an indirect impact on it via team job crafting as a mediator, as well as interacts with collective public service motivatio...
Published on Mar 15, 2019in Asia Pacific Business Review 0.90
Chris Rowley20
Estimated H-index: 20
(City University London),
Jun Ishikawa1
Estimated H-index: 1
(Rikkyo University),
Ingyu Oh6
Estimated H-index: 6
(Kansai Gaidai University)
Japan, South Korea and China are the three juggernauts of the East Asian economy. In gross domestic product terms, China is the world’s second largest economy, Japan the third and South Korea the eleventh. Also, Japan and South Korea are the only two of the OECD’s prestigious Development Assistance Committee members from Asia, providing a large combined annual budget to developing countries, and the only two Asian countries of the seven-member 50–20 Club with members with a population of 50 mill...
Published on Mar 15, 2019in Asia Pacific Business Review 0.90
Chris Rowley20
Estimated H-index: 20
(University of Oxford),
Ingyu Oh6
Estimated H-index: 6
(Kansai Gaidai University),
Wonho Jang1
Estimated H-index: 1
(SNU: Seoul National University)
ABSTRACTMany management and leadership studies have traditionally been dominated by Western theories, perspectives and cases. Non-Western leadership requires additional caveats in arriving at generalizations. The theoretical trap of conceiving Asian corporations either as irrelevant concerning leadership effectiveness or as maintaining only culturally determined leadership derives from the lack of historical understanding of Asian cases. Our collection used both historical and contemporary cases...
Published on Feb 17, 2019in Business History 1.15
In Woo Jun (Wonkwang University), Chris Rowley20
Estimated H-index: 20
(City University London)
AbstractWe examine the historical evolution of different elements in value chains that create value-added and competitive advantage. This is achieved by using the conceptual model of the ‘smile curve’ with a longitudinal case study of a diversified business group, CJ Group, a former affiliated firm of Samsung Group. We found that the value-added structure graph in the industrialisation period displayed an ‘upside-down U shape’, indicating that production and manufacturing were the most value-add...
Published on Feb 1, 2019in Journal of Business Research 4.03
Trong Tuan Luu2
Estimated H-index: 2
(Swinburne University of Technology),
Chris Rowley20
Estimated H-index: 20
(University of Oxford),
Thanh Thao Vo
Abstract Employee diversity, when effectively managed, can fuel employees to add value to the organization. Our primary research aim entails the investigation into how diversity-oriented HR practices that address and value employee diversity contribute to employee work engagement. Employees and their managers from diverse manufacturing industries in Ho Chi Minh City, Vietnam participated as providers of the data for the current research. Our data analysis supported the positive relationship betw...
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