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As conventional practices of working continue to be modified in the gig economy, more theoretical work examining the experiences of gig workers is needed. Relying on person-based fit and levels of analysis literature, this paper proposes an adaptation to the traditional Attraction-Selection-Attrition (ASA) framework to the gig economy.

Drawing on the ASA framework, this conceptual paper explores how gig workers join, leave and could be retained by gig employers.

The authors recognize an intermediary “organizing” phase within the ASA framework for gig workers. Using examples of appwork and crowdwork, the authors show that workers tend to self-organize through third-party websites to help gig work become economically sustainable, avoid being exploited and enhance gig workers' sense of community and identity.

The practical implications of this research lie in gig employers understanding how workers experience gig employment and in helping employers be successful in attracting, selecting and retaining quality workers and thereby lowering permanent attrition.

The authors propose a novel adaptation to the conventional ASA framework to include organizing as a phase in gig worker employment. This research defines gig attraction and attrition at the individual-level, selection at the individual- and task-levels based in person-job (PJ)-fit and the various aspects of gig organizing as encompassing fit with one's job, organization, and environmental (i.e., PJ-, PO-, PE-fit) at the individual-, task-, and network-levels.

In the extant research on online knowledge communities (OKCs), little attention has been paid to the influence of membership fluidity on the coevolution of the social and knowledge systems. This article aims to fill this gap.

Based on the attraction-selection-attrition (ASA) framework, this paper constructs a simulation model to study the coevolution of these two systems under different levels of membership fluidity.

By analyzing the evolution of these systems with the vector autoregression (VAR) method, we find that social and knowledge systems become more orderly as the coevolution progresses. Furthermore, in communities with low membership fluidity, the microlevel of the social system (i.e. users) drives the coevolution, whereas in communities with high membership fluidity, the microlevel of the knowledge system (i.e. users' views) drives the coevolution.

This paper extends the application of the ASA framework and enriches the literature on membership fluidity of online communities and the literature on driving factors for coevolution of the social and knowledge systems in OKCs. On a practical level, our work suggests that community administrators should adopt different strategies for different membership fluidity to efficiently promote the coevolution of the social and knowledge systems in OKCs.

While the numbers of, and research on, women entrepreneurs have accelerated radically in recent years, the rates of women entrepreneurs remain significantly lower than men's. Research has shown that subjective perceptual variables have a crucial influence on the entrepreneurial propensity of women and account for much of the gender differences in entrepreneurial activity. The paper aims to describe three studies that addressed gender differences in entrepreneurial perceptions, testing predictions derived from Schneider's Attraction Selection Attrition (ASA) model.

Each study focused on a different subject population with different entrepreneurial activity. The first was a national telephone survey that involved 514 Israeli adults. The second involved 313 Israeli management students who responded to a self‐report questionnaire. The third involved interviews with 101 Israeli small business owners.

The results of the first study showed few gender differences in entrepreneurial traits and values. The results of the second study showed large gender differences in the willingness to start a business among management students and smaller differences among students who intend to start a business. Gender differences were far smaller among actual business owners. Alone and together the three studies support Schneider's ASA model.

The practical implications of these findings are addressed.

The paper provides valuable information on gender differences in entrepreneurship.

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260

The socialization process of expatriates into their host country organizational culture has been largely ignored in the expatriate literature. This paper reviews the expatriate literature for the best employee and organizational results. For the most part, socialization tactics of the organization and information seeking of the individual have been overlooked as factors in the success of expatriates. We propose that combining knowledge gained through research in these two areas is essential in gaining a theoretical understanding of expatriate turnover. The Attraction‐Selection‐Attrition (ASA) model of how organizational culture is transmitted across organizational members is discussed. This model is used to demonstrate how the socialization of expatriates can benefit both the organization and the individual.

This study investigates whether or not accounting and legal decision-makers at publicly traded US firms exhibit a professional affiliation bias with respect to their selection of business service providers. Executives at NYSE or NASDAQ firms who were affiliated with the accounting profession, the legal profession, or neither profession indicated their likelihood of using one of three randomly assigned types of firms (i.e., a CPA firm, a law firm, or a firm with both CPA and attorney partners) to provide five selected business services. The five business services represent the range of accounting and legal services that firms often outsource: audit, tax representation, mergers and acquisitions, trade regulation/interstate commerce, and litigation. We find that executive level decision-makers at publicly traded US firms do exhibit a professional affiliation bias in the selection of business service providers and that this professional affiliation bias is stronger in attorneys than in CPAs. The fact that all respondents were NYSE or NASDAQ executives, rather than students or another surrogate population, provides additional relevance and generalizability to our findings. Identifying this bias can help executives avoid suboptimal initial selection decisions and/or inaccurate performance evaluations of external business service providers.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

This paper considers the role of culture in crisis management narratives. The importance of sensemaking and sense-giving to crisis management is expanded by exploring how understanding organization culture may affect the plausibility of sense-giving narratives in crises.

The crisis management, sensemaking, sense-giving and organizational culture literature studies are briefly reviewed. The paper then explores how plausibility may be dependent on organizational culture and how different cultures may create different dependencies. Propositions are developed and the potential organizational interventions based on these propositions in the action research tradition are offered, as they are potential practical and research implications.

Organizational cultures as shared sensemaking mechanisms provide leaders with the framework for constructing crisis management messages. A plausible message must resonate within the shared cultural experiences of members to shape and direct behaviors during a crisis while maintaining necessary flexibility to evolve as the crisis progresses.

Potential avenues of future research include empirically testing the effects of cultural alignment on crisis management messaging employing action research or other methods, how strength of culture affects the process and the malleability of plausibility.

Practical implications include an organization's understanding of how culture affects not only the messages sent but also how employees might receive the sense-giving narratives. The paper also highlights the importance of flexibility in sense-giving narratives to allow evolution of the message as the crisis changes. Additional practical implications are provided.

This manuscript considers the role of culture in crisis management sense-giving narratives, a topic that has received little research attention. The manuscript argues that aligning the narrative within the organization's shared cultural understanding will increase employee acceptance and adherence to the message. The paper further discusses the importance of flexibility in the sense-giving narratives as the crisis changes.

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.

This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)

There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.

This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.

Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.

In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.

The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.

This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level antecedents to individual-level justice perceptions (i.e., culture and organizational structure), and then focuses on the study of justice climate. A summary model depicts the justice climate findings to date and gives recommendations for future research. The second half of the chapter discusses the process of justice climate emergence. Pulling from classical bottom-up and top-down climate emergence models as well as contemporary justice theory, it outlines a theoretical model whereby individual differences and environmental characteristics interact to influence justice judgments. Through a process of information sharing, shared and unique experiences, and interactions among group members, a justice climate emerges. The chapter concludes by presenting ideas about how such a process might be empirically modeled.