Search results

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Building on the resource-based view of the firm and complex systems theory, we argue that the effective utilization of knowledge-intensive teamwork (KITwork) can be a source of sustained competitive advantage for firms that pursue a variety of strategies and compete in a variety of industries. KITwork is a multi-dimensional, multi-level social process that promotes knowledge flows within and between organizations. Through KITwork, the knowledge resources of individual employees are transformed into a capability that contributes to the effectiveness of knowledge-based organizations. After introducing and explaining the concept of KITwork, we explore the challenges that organizations must address in order to design HRM systems that support and facilitate KITwork.

This chapter explored how authenticity and objectivity in autoethnography research are viewed from a new materialist perspective. The study is framed within Barad’s (2007) concept of agential realism, which reconceptualizes how objects are examined, and knowledge created in scientific activities. The findings showed that in terms of authenticity, new materialism suggests a non-representationalist voice, which argues against the need to exactly mirror pre-existing phenomena in some metaphysical world through language in traditional research paradigms. This means the researchers must give up the authority of their narrative voice as a privileged source of knowledge with a valued property of authenticity. The study suggests performative voice as an alternative. The performative narrator is concerned not with identifying who researchers are, and how they are similar or different from the Other, but how their experiences constrain what they know and how they represent participants or themselves in their worlds. Writing autoethnographies now is less a way of telling than a way of knowing in being. An agential-realist account of objectivity posits that “distance is not a prerequisite for objectivity, and even the notion of proximity takes separation too literally” (Barad, 2007, p. 359). So objectivity does not mean to be removed or distanced from what we, as individual subjects of cognition, are observing. Objectivity, instead, is embodied through specific material practices enacted between the subject and the object. This entails that “objectivity is about accountability and responsibility to what is real” (Barad, 2007, p. 91). This understanding of objectivity engenders a reconfiguring of data as diffractive phenomena and reliability as axiological intra-actions in what I now call an auto-ethico-ethnography.

I present and evaluate various explanations for why new workers who were sponsored by oldtimers tend to have better job outcomes (better performance, more satisfaction, and less turnover) than do new workers who were not sponsored.

My evaluations involve searching for evidence that fits (or does not fit) each of the explanations.

The two most popular explanations argue that the job benefits of sponsorship arise because (a) sponsored newcomers have more realistic job expectations than do unsponsored newcomers, or (b) the quality of sponsored newcomers is greater than that of unsponsored newcomers. Unfortunately, these explanations have weak empirical support. A third explanation, largely untested as yet, attributes the performance benefits of sponsorship to social pressures that can arise when someone is sponsored for a job. These pressures include efforts by newcomers to repay the people who sponsored them, efforts by sponsors to assist the newcomers they sponsored after those persons have been hired, and stereotypes among coworkers about the kinds of people who get jobs through sponsors. Although limited as yet, the evidence regarding this new explanation seems promising.

More research on this third explanation for sponsorship effects should be done. Suggestions for how to do such research are reviewed and a relevant experiment is presented.

The ideas and evidence presented here could help employers who want to improve the job outcomes of their new workers. Poor outcomes among such persons are a major problem in many settings.

Although some of my ideas have been mentioned by others, they were not been described in much detail, nor were they tested. My hope is that this chapter will promote new theory and research on the performance benefits of sponsorship, a topic that has been largely ignored in recent years.

Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.

The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.

This chapter explores the role of language in the relationship between diversity and team performance. Specifically, we consider how a linguistic approach to social categorization may be used to study the social psychological mechanisms that underlie diversity effects. Using the results of a study examining the effects of gender, ethnicity and tenure on language abstraction, we consider the potential implications for team processes and effectiveness. In addition, we propose a revised team input-process-output model that highlights the potential effects of language on team processes. We conclude by suggesting directions for future research linking diversity, linguistic categorization, and team effectiveness.

Important demographic changes are causing organizations and teams to become increasingly age-diverse. Because knowledge sharing is critical to organizations’ long-term sustainability and success, both researchers and practitioners face a strategic dilemma: namely, finding ways to cultivate greater knowledge sharing among different age cohorts.

In this chapter, we claim that age diversity adds relevant opportunities and distinct challenges. On one hand, it increases demands for effective knowledge sharing: Employees of different ages are likely to hold diverse knowledge and capabilities that may be lost and/or poorly exploited if they are not effectively shared. On the other hand, age differences can activate age-related stereotypes and foster the formation of age subgroups, which can hamper social integration, communication, and ultimately, knowledge sharing.

Building on these insights, this chapter looks at the role of the human resource management (HRM) system as a key facilitator of effective knowledge sharing in age-diverse organizations. To this end, the chapter focuses on HR planning, training and development, performance appraisal, and reward systems, each of which can be used to develop the motivations, norms, and accountability structures that encourage employees of different ages to bridge their differences and integrate their unique perspectives and knowledge. This chapter suggests ways of tailoring HRM practices to unlock the benefits of age diversity, which may help organizations exploit and capitalize on the knowledge-based resources held by their younger and older employees.

Several comprehensive reviews are united in drawing the conclusion that the cumulative research evidence on work team diversity is equivocal. Rather than review the extant state of diversity research, in this paper we redirect attention to the context of workplace diversity as a possible explanation for these mixed findings. We discuss how diversity context may be conceptualized, specify various aspects of this context at multiple levels of analysis, and consider how contextual variables can shape the outcomes of work team diversity. We present findings from a literature review (1999–2006) to identify key trends and patterns of results reported in recent research as well as contextual factors that have received attention to date. This paper also considers how the non-significant, positive, negative, and curvilinear effects of diversity reported in studies can be explained by the contextual factors outlined. Implications for future research are also discussed.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

In this response, we provide our insights and replies on the commentaries of Riordan and Lawrence. To Lawrence’s point that few organizational scholars grow up in multi-level communities, we offer the adage “sad, but true.” We agree with Riordan and Lawrence that better multi-level education is necessary to improve the diversity and demography field, and therefore offer suggestions regarding how to increase our levels-based proficiencies in research. Primarily, however, we focus our suggestions on improving levels-based theoretical proficiencies within diversity and demography research and augment those recommendations we provided in our review study. Before addressing levels-based measurement and analytic issues, the overwhelming inattention paid to multi-level theoretical issues within diversity and demography must be reconciled.

We appreciate the perspectives developed in the Riordan and Lawrence commentaries regarding our evaluation of levels of analysis issues in diversity and demography research. We will address both commentaries, as each tended to focus on a different aspect of our diversity and demography review. For example, Riordan makes the point that we did not provide specific enough solutions to direct future research in the diversity and demography area, while Lawrence takes a more philosophical approach to examining the concepts of diversity and demography research as a whole.