Building on the broaden-and-build theory of positive emotions and on social role theory, this research investigates the linkages among prior job satisfaction, voluntary workplace green behavior, and subsequent job satisfaction as dependent on work group gender composition. With a multi-source, multi-time dataset, our random coefficient modeling demonstrated that job satisfaction positively predicts VWGB and that this pattern is more salient in work groups with more females. In addition, while VWGB does not yield job satisfaction in a subsequent time period, this (...) positive linkage occurs in work groups with fewer females. This research offers theoretical implications for understanding the internal states and personal benefits of voluntary green performers as well as for the role of work group gender diversity on the linkages between prior job satisfaction and VWGB and between VWGB and subsequent job satisfaction. Our findings also illuminate the practical benefits of environmentally sustainable organizations. (shrink)

CEO turnover is a critical event in an organization that influences organizational processes and performance. The objective of this study is to investigate whether workforce diversity might have a resilience effect on firm performance under the frequency of CEO turnover. Based on a sample of 409 Korean firms from 2010 to 2015, our results show that firms with more frequent CEO turnover have a lower firm performance. However, firms with more gender and education-level diversity could buffer the disruptive effect of (...) frequent CEO turnover on firm performance to offer a benefit to the organization. Our theory and findings suggest that effectively managing diverse workforce can be a resilience factor in an uncertain organizational environment because diverse workforce has complementary skills and behaviors that can cope better with uncertainty and signals social inclusion of an organization, thus fostering a long-term exchange relationship. These findings contribute to the literature on CEO turnover and diversity. (shrink)

Integrating the categorization-elaboration model (CEM), resource complementarity, and human capital perspectives, we investigate whether the founder CEO’s human capital resources can influence the effect of workforce gender diversity, an untapped strategic resource, on venture firm performance. Our main focus lies on knowledge- and technology-intensive venture firms, and we propose that both workforce gender diversity and the CEO’s human capital resources jointly influence venture firm performance. We identify the specific functional impacts of the founder CEO's human capital, encompassing entrepreneurial experience, human (...) resource (HR) management experience, and same-industry experience. Analyzing 1413 venture firms utilizing multilevel analysis (random coefficient modeling), we find that gender diversity does not significantly affect venture firm performance. Nevertheless, the founder CEO’s entrepreneurial experience exerts a positive impact on the interplay between gender diversity and venture firm performance. These findings underscore the strategic role of the founder CEO’s human capital resources in moderating the effects of gender diversity, making significant contributions to the diversity and strategic human capital resource literature. (shrink)