Modulhandbuch (Module manual)

M.184.5183 Empirical Studies in SHRM & Leadership
(Empirical Studies in SHRM & Leadership)

Koordinator (coordinator):	Prof. Dr. Philip Yang
Ansprechpartner (contact):	Prof. Dr. Philip Yang (philip.yang[at]uni-paderborn.de )
Credits:	5 ECTS
Workload:	150 Std (h)
Semesterturnus (semester cycle):	WS
Studiensemester (study semester):	1-4
Dauer in Semestern (duration in semesters):	1

Lehrveranstaltungen (courses):
	Nummer / Name (number / title)	Art (type)	Kontaktzeit (contact time)	Selbststudium (self-study)	Status (P/WP) (status)	Gruppengröße (group size)
a)	K.184.51831 / Empirical Studies in SHRM & Leadership	Vorlesung / Übung			P
Wahlmöglichkeiten innerhalb des Moduls (Options within the module):
Keine

Empfohlene Voraussetzungen (prerequisites):
Basic knowledge in leadership, HRM, applied econometrics, sustainability and prior experience with Stata or similar programming software can be helpful. However, this course is designed to have everyone on board and on the same page, which means that all content will be introduced and explained for students who are unfamiliar with one of these issues.

Inhalte (short description):
In this course, students develop their own theoretical extensions, derive their own hypotheses, design an empirical research study, and conduct a data analysis using Stata on a topic related to SHRM & leadership. The students will frequently present and give feedback on each other's work. The course consists of three main parts. In the theoretical part the students learn how mediation and moderation conceptually extend an existing x and y relationship within SHRM & leadership. They develop their own theoretical models and derive empirically testable hypotheses. In the survey part, they learn to match the constructs of their conceptual model to survey items and to create an online survey using Socio-Survey. These surveys will be answered by paid respondents from the leading international survey provider Prolific. In the analysis part, we will all analyze the data together in joint sessions, going through each step of an empirical data analysis (initial descriptive statistics, summary statistics, regressions, and structural equation modelling). Based on the empirical results produced in the class, the students will write a term paper in the form of a method section of a paper, similar to the empirical part of a Master's thesis. They will hand this term paper in with the programming codes. For this reason, this course can be particularly helpful for students interested in writing an empirical master's thesis in the field of SHRM & leadership.

Inhalte (short description):

In this course, students develop their own theoretical extensions, derive their own hypotheses, design an empirical research study, and conduct a data analysis using Stata on a topic related to SHRM & leadership. The students will frequently present and give feedback on each other's work.

The course consists of three main parts. In the theoretical part the students learn how mediation and moderation conceptually extend an existing x and y relationship within SHRM & leadership. They develop their own theoretical models and derive empirically testable hypotheses. In the survey part, they learn to match the constructs of their conceptual model to survey items and to create an online survey using Socio-Survey. These surveys will be answered by paid respondents from the leading international survey provider Prolific. In the analysis part, we will all analyze the data together in joint sessions, going through each step of an empirical data analysis (initial descriptive statistics, summary statistics, regressions, and structural equation modelling).

Based on the empirical results produced in the class, the students will write a term paper in the form of a method section of a paper, similar to the empirical part of a Master's thesis. They will hand this term paper in with the programming codes. For this reason, this course can be particularly helpful for students interested in writing an empirical master's thesis in the field of SHRM & leadership.

Lernergebnisse (learning outcomes):

Fachkompetenz Wissen (professional expertise):
Studierende... Students will be able to: demonstrate general knowledge of topics within SHRM and leadership formulate a conceptual SHRM and leadership model design an empirical study from the scratch to test this SHRM and leadership model
Fachkompetenz Fertigkeit (practical professional and academic skills):
Studierende... Students will be able to: formulate own theoretical extensions of a main effect through mediation and moderation derive empirically testable hypotheses use socio survey as a tool to create online surveys analyze empirical data using Stata
Personale Kompetenz / Sozial (individual competences / social skills):
Studierende... Students will be able to: provide constructive feedback to other projects work in teams to create surveys and joint programming files assist other people in programming tasks
Personale Kompetenz / Selbstständigkeit (individual competences / ability to perform autonomously):
Studierende... Students will be able to: work in a project related manner on an empirical research project re-evaluate the match between the own constructs and measurements search for solutions to programming issues

Prüfungsleistungen (examinations)
Art der Modulprüfung (type of modul examination): Modulabschlussprüfung
	Art der Prüfung (type of examination)	Umfang (extent)	Gewichtung (weighting)
a)	Portfolio	15 Text + ado coding file	100.00 %

Studienleistung / qualifizierte Teilnahme (module participation requirements)
Nein

Voraussetzungen für die Teilnahme an Prüfungen (formal requirements for participating in examinations)
Keine

Voraussetzungen für die Vergabe von Credits (formal requirements for granting credit points)
Die Vergabe der Credits erfolgt, wenn die Modulnote mindestens „ausreichend“ ist

Gewichtung für Gesamtnote (calculation of overall grade)
Das Modul wird mit der Anzahl seiner Credits gewichtet (Faktor: 1)

Verwendung des Moduls in den Studiengängen (The module can be selected in the following degree programmes)
M.Sc. IBS, M.Sc. BWL, M.Sc. International Economics and Management, M.Sc. Management, M.Sc. Management Information Systems, M.Sc. Taxation, Accountingand Finance, M.Sc. Winfo, M.Sc. Wirtschaftspädagogik, M.Ed. Wirtschaftspädagogik

Umfang QT (participation requirements):

Lernmaterialien, Literaturangaben (learning material, literature):
The following literature gives an overview of SHRM and leadership topics: Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3), 100705. https://doi.org/10.1016/j.hrmr.2019.100705 Birou, L. M., Green, K. W., & Inman, R. A. (2018). Sustainability knowledge and training: Outcomes and firm performance. Journal of Manufacturing Technology Management. Choi, O.-K., & Cho, E. (2019). The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity. Computers in Human Behavior, 91, 305–315. https://doi.org/10.1016/j.chb.2018.09.032 Craig, L., & Kuykendall, L. (2019). Examining the role of friendship for employee well-being. Journal of Vocational Behavior, 115, 103313. https://doi.org/10.1016/j.jvb.2019.06.001 Crane, A., & Matten, D. (2020). COVID‐19 and the Future of CSR Research. Journal of Management Studies, 10.1111/joms.12642. https://doi.org/10.1111/joms.12642 Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organization & Environment, 29(2), 156–174. Fehr, R., Fulmer, A., & Keng-Highberger, F. T. (2020). How do employees react to leaders’ unethical behavior? The role of moral disengagement. Personnel Psychology, 73(1), 73–93. https://doi.org/10.1111/peps.12366 Hunter, L. M., Hatch, A., & Johnson, A. (n.d.). Cross-National Gender Variation in Environmental Behaviors n. Social Science Quarterly, 19. Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43–71. https://doi.org/10.1111/peps.12356 Lopez-Cabrales, A., & Valle-Cabrera, R. (2020). Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Human Resource Management Review, 30(3), 100689. https://doi.org/10.1016/j.hrmr.2019.100689 McMackin, J., & Heffernan, M. (2021). Agile for HR: Fine in practice, but will it work in theory? Human Resource Management Review, 31(4), 100791. https://doi.org/10.1016/j.hrmr.2020.100791 Meier, O., & Schier, G. (2020). CSR and Family CEO: The Moderating Role of CEO’s Age. Journal of Business Ethics. https://doi.org/10.1007/s10551-020-04624-z Nurmohamed, S. (2020). The underdog effect: When low expectations increase performance. Academy of Management Journal, 63(4), 1106–1133. Orazalin, N., & Baydauletov, M. (2020). Corporate social responsibility strategy and corporate environmental and social performance: The moderating role of board gender diversity. Corporate Social Responsibility and Environmental Management, 27(4), 1664–1676. Poon, T. S.-C., & Law, K. K. (2022). Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review, 32(2), 100818. https://doi.org/10.1016/j.hrmr.2020.100818 Schaubroeck, J. M., & Yu, A. (2017). When does virtuality help or hinder teams? Core team characteristics as contingency factors. Human Resource Management Review, 27(4), 635–647. https://doi.org/10.1016/j.hrmr.2016.12.009 Swider, B. W., Liu, J. T., Harris, T. B., & Gardner, R. G. (2017). Employees on the rebound: Extending the careers literature to include boomerang employment. Journal of Applied Psychology, 102(6), 890–909. https://doi.org/10.1037/apl0000200 Tang, P. M., Yam, K. C., & Koopman, J. (2020). Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior. Organizational Behavior and Human Decision Processes, 160, 68–86. https://doi.org/10.1016/j.obhdp.2020.03.004 Yang, P., Riepe, J., Moser, K., Pull, K., & Terjesen, S. (2019). Women directors, firm performance, and firm risk: A causal perspective. The Leadership Quarterly, 30(5), 101297. https://doi.org/10.1016/j.leaqua.2019.05.004 This literature can be helpful for programming issues: Baum, C. F. (2009). An introduction to Stata programming (Vol. 2). Stata Press College Station. Kothari, P. (2015). Data analysis with STATA. Online resources: https://www.soscisurvey.de https://stats.oarc.ucla.edu/stata/ https://www.stata.com/manuals/u18.pdf

Lernmaterialien, Literaturangaben (learning material, literature):

The following literature gives an overview of SHRM and leadership topics:

Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3), 100705. https://doi.org/10.1016/j.hrmr.2019.100705

Birou, L. M., Green, K. W., & Inman, R. A. (2018). Sustainability knowledge and training: Outcomes and firm performance. Journal of Manufacturing Technology Management.

Choi, O.-K., & Cho, E. (2019). The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity. Computers in Human Behavior, 91, 305–315. https://doi.org/10.1016/j.chb.2018.09.032
Craig, L., & Kuykendall, L. (2019). Examining the role of friendship for employee well-being. Journal of Vocational Behavior, 115, 103313. https://doi.org/10.1016/j.jvb.2019.06.001

Crane, A., & Matten, D. (2020). COVID‐19 and the Future of CSR Research. Journal of Management Studies, 10.1111/joms.12642. https://doi.org/10.1111/joms.12642

Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organization & Environment, 29(2), 156–174.

Fehr, R., Fulmer, A., & Keng-Highberger, F. T. (2020). How do employees react to leaders’ unethical behavior? The role of moral disengagement. Personnel Psychology, 73(1), 73–93. https://doi.org/10.1111/peps.12366

Hunter, L. M., Hatch, A., & Johnson, A. (n.d.). Cross-National Gender Variation in Environmental Behaviors n. Social Science Quarterly, 19.

Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43–71. https://doi.org/10.1111/peps.12356

Lopez-Cabrales, A., & Valle-Cabrera, R. (2020). Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Human Resource Management Review, 30(3), 100689. https://doi.org/10.1016/j.hrmr.2019.100689

McMackin, J., & Heffernan, M. (2021). Agile for HR: Fine in practice, but will it work in theory? Human Resource Management Review, 31(4), 100791. https://doi.org/10.1016/j.hrmr.2020.100791

Meier, O., & Schier, G. (2020). CSR and Family CEO: The Moderating Role of CEO’s Age. Journal of Business Ethics. https://doi.org/10.1007/s10551-020-04624-z

Nurmohamed, S. (2020). The underdog effect: When low expectations increase performance. Academy of Management Journal, 63(4), 1106–1133.

Orazalin, N., & Baydauletov, M. (2020). Corporate social responsibility strategy and corporate environmental and social performance: The moderating role of board gender diversity. Corporate Social Responsibility and Environmental Management, 27(4), 1664–1676.

Poon, T. S.-C., & Law, K. K. (2022). Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review, 32(2), 100818. https://doi.org/10.1016/j.hrmr.2020.100818

Schaubroeck, J. M., & Yu, A. (2017). When does virtuality help or hinder teams? Core team characteristics as contingency factors. Human Resource Management Review, 27(4), 635–647. https://doi.org/10.1016/j.hrmr.2016.12.009

Swider, B. W., Liu, J. T., Harris, T. B., & Gardner, R. G. (2017). Employees on the rebound: Extending the careers literature to include boomerang employment. Journal of Applied Psychology, 102(6), 890–909. https://doi.org/10.1037/apl0000200

Tang, P. M., Yam, K. C., & Koopman, J. (2020). Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior. Organizational Behavior and Human Decision Processes, 160, 68–86. https://doi.org/10.1016/j.obhdp.2020.03.004

Yang, P., Riepe, J., Moser, K., Pull, K., & Terjesen, S. (2019). Women directors, firm performance, and firm risk: A causal perspective. The Leadership Quarterly, 30(5), 101297. https://doi.org/10.1016/j.leaqua.2019.05.004

This literature can be helpful for programming issues:

Baum, C. F. (2009). An introduction to Stata programming (Vol. 2). Stata Press College Station.
Kothari, P. (2015). Data analysis with STATA.

Online resources:

https://www.soscisurvey.de

https://stats.oarc.ucla.edu/stata/

https://www.stata.com/manuals/u18.pdf

Teilnehmerbegrenzung (participant limit):
16 Personen

Sonstige Hinweise (additional information):
The final mark is evaluated based on the term paper in line with a method section in a scientific paper and the programming codes. The term paper typically describes the model, data, variables, estimation method, hypotheses testing results, additional results and a short discussion within a scope of 15 pages. The students also have to hand in their ado coding files, which document each step from data cleaning, variable generation, summary statistics, regressions and structural equation modeling, how they got from the data to the main results of the term paper. These ado files are jointly developed in the class and finalized individually or in groups.

Sonstige Hinweise (additional information):

The final mark is evaluated based on the term paper in line with a method section in a scientific paper and the programming codes. The term paper typically describes the model, data, variables, estimation method, hypotheses testing results, additional results and a short discussion within a scope of 15 pages. The students also have to hand in their ado coding files, which document each step from data cleaning, variable generation, summary statistics, regressions and structural equation modeling, how they got from the data to the main results of the term paper. These ado files are jointly developed in the class and finalized individually or in groups.

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