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Both work institutions and the family, capitalism and patriarchy must change if work and family are to be capable of integration by both men and women. Obviously needed changes are: greater work scheduling flexibility, more available part‐time work for men and women, more available and affordable child care, more generous maternity and paternity leave. In order for work to be truly compatible with parenting it needs to be less alienated, and parenting needs to be less individualistically structured and isolating. Both realms need to be more creative, egalitarian and social. With the majority of wives and mothers working outside the home the previous “myth of separated worlds” has become increasingly untenable, as women are asked to reconcile work and family. The literature is examined, emphasising its limitations in its failure to disaggregate working mothers according to occupation and its one‐sided focus on the impact of work relationships on family life. Sociological theories about family and work are examined. The nature of the family work nexus for non‐professional and professional women is explored. The professional/non‐professional comparison is analysed as well as the changing family/work nexus and its impact on men and women.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Research about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise.

Data were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables.

Results indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high.

This research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.

The central purpose of this paper is to demonstrate that managers of several IT companies, during the dot‐com bubble, used the myths that were readily available in the wider American culture of the time to motivate and manipulate their employees. These managers motivated their employees to put in long hours at the worksite, to be continually on‐call, to intensify their work pace, and to self police their co‐programming teams. The methods used were qualitative social research including interviews, observations, self‐reported organizational charts and time diaries. This is a single case study conducted during a specific period of time. The implications discussed in this paper may provide insight to the managers of IT personnel who seek to motivate their employees to greater efficiency. This paper adds to a discussion on the role of myth in managing IT personnel.

The purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.

Lower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.

Managers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.

The study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.

Research on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

The spread of broadband Internet has resulted in the increase of spyware and adware. This study highlights their damaging effects and proposes a model that captures defensive measures adopted by Internet users. Specifically, our model indicates that knowledge has a positive impact on self‐efficacy that, in turn, is presumed to trigger technical defensive measures. Moreover, concerns for privacy and previous experience with spyware and adware are likely to evoke both tactical and technical defense measures. Data collected by the PEW Internet and American Life research project are utilized to test the proposed model and the findings are discussed.