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Papers by Amanuel Tekleab

Academy of Management Proceedings, 2014

This study draws on research on human capital, organizational learning, and competitive dynamics ... more This study draws on research on human capital, organizational learning, and competitive dynamics to explore the role that top management team (TMT) members’ competitors-specific and competitor-related human capital has on young entrepreneurial firms’ IPO performance. Employing a multi-year panel data of new IPOs between the periods of 1995-2010 from the U.S. semiconductor industry, the results of this study show that the prevalence of competitor- specific and competitor-related knowledge in the TMTs of IPO firms leads to higher market valuations of the IPO firm. Additionally, the results show that the employment characteristics such as tenure and the position held at the source firm, the product-market diversity and the learning emphasis of the source firm moderate the relationship between competitor-specific (and competitor-related) human capital and IPO performance.

Academy of Management Proceedings, 2019

Journal of Change Management, 2021

ABSTRACT This study investigated how middle managers can facilitate change by affecting subordina... more ABSTRACT This study investigated how middle managers can facilitate change by affecting subordinates’ affective responses and attitudes towards a merger. We utilized leader-member exchange theory and appraisal theory to argue that employees who have a high quality exchange relationships with their supervising manager would be provided with more change information and opportunities for participation in the change, and, in turn, would have more positive affective perceptions of the change in terms of trust, cynicism, uncertainty and control, and subsequently be more open to the change. Multi-group analysis was applied to data of 326 employees of two health insurance companies that were involved in a merger. The findings largely supported the research model, suggesting that middle managers can facilitate change by developing high-quality relationships with their subordinates, and addressing employees’ affective perceptions of the change through change information and change participation. Our focus on the middle managers’ relationship with their employees offers theoretical and practical insights into the affective and attitudinal processes that occur during organizational change. MAD statement This study aims to Make a Difference by exploring how employees’ reactions to a planned organizational change can be influenced by their supervisor. This study emphasizes the importance of the work (exchange) relationship of middle managers and their subordinates. Employees who experienced a qualitatively better relationship felt better about the change because they were given more change information and opportunities to participate, and were more open to the change. So it seems that middle managers can have a vital role in the effective implementation of planned change.

Journal of Business Research, 2018

As globalization intensifies competition in business, employees of organizations face increasing ... more As globalization intensifies competition in business, employees of organizations face increasing job strain, and organizations continue their efforts in searching for alternatives to reduce the negative consequences of stress. Although there is a plethora of research on stress, the current research strives to utilize an interactionist approach to address the impacts of job strain and resources (job control and perceived organizational support) in affecting employee performance and to replicate Western theories in an Eastern context. Using two theories and data from 594 employees from three companies in China, this study shows that job strain, job control, and POS have direct effects on in-role performance. Importantly, two-way and three-way interaction effects show that in-role performance is at its highest when both job control and POS are high, than it is when either one or both of them is low.

Academy of Management Proceedings, 2015

Journal of Business Ethics

Journal of Business and Psychology

Journal of Business Research

European Journal of Work and Organizational Psychology

Oxford Bibliographies Online Datasets

Africa Journal of Management

Despite the depth of research on leaders and leadership in the Western and Asian contexts, the st... more Despite the depth of research on leaders and leadership in the Western and Asian contexts, the study of leadership in the African context remains at a nascent stage. In this special issue, we take a multilevel perspective to review and synthesize current research on leadership in Africa in three distinct scholarly domains (Organizational Behavior & Human Resources (OB/HR), Strategy and Entrepreneurship). Based on this review, we offer specific recommendations to advance leadership research and improve the scope and rigor of theoretical and methodological approaches. Finally, we present three scholarly works that highlight the distinctive nature of leadership in Africa, including the perspectives of followership, emergence of entrepreneurial leadership in the informal sector, and a leadership style based on an African principle.

Journal of Managerial Psychology, 2016

Journal of Business Research, 2016

The role of cross-functional teams has been a topic of discussion for years. This study develops ... more The role of cross-functional teams has been a topic of discussion for years. This study develops a theoretical model that extends prior research by exploring how functional diversity influences team performance through team cohesion and team learning. In addition, the model examines the conditions (team behavioral integration) under which the expected negative nonlinear relationship between functional diversity and team cohesion is mitigated. Hypotheses were tested using longitudinal data from 45 teams working on a semester-long simulation. The findings not only supported the moderating role of team behavioral integration in the relationship between functional diversity and team cohesion, but also revealed support for the mediating hypothesis of team learning on the team cohesion–team performance relationship. Overall, this study addresses a prior research gap by clarifying why (the underlying processes) and when (context) functional diversity leads to higher team performance.

Academy of Management Proceedings, 2013