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The purpose of the research was to develop a tool for measuring antecedents of customer aggressive behavior (CAB) in healthcare service settings, by identifying its roots in organizational and interpersonal dynamics.

Four studies were conducted. In Studies 1 and 2, antecedents of CAB were identified through analysis of internet reader comments and a questionnaire was distributed to students. In Study 3, scenarios were used to validate the findings of the previous studies. Finally, in Study 4, a scale was developed and validated for measuring organization- and person-related triggers of CAB using samples of 477 employees and 579 customers.

The concept of CAB was conceptualized and validated. In total, 18 items were identified across five dimensions: personal characteristics, uncomfortable environment, aggressive role models, reinforcement of aggressive behavior and aversive treatment. The scale demonstrated good psychometric results.

The research relies mainly on customer perspective. Employees and additional stakeholders should be included to achieve more accurate information that could contribute to a better understanding of CAB and its roots.

Exploring social and organizational antecedents that trigger CAB could help healthcare managers evaluate and proactively manage CAB and its implications within their organization.

This measurement scale is the first comprehensive tool, based on Bandura’s social learning theory (1973), that may identify and measure antecedents of CAB, and could be used to reduce CAB in healthcare service settings.

The purpose of this paper is to examine skill underutilization and collective turnover in a large professional service firm (PSF). The authors hypothesize that skill underutilization is positively related to collective turnover, that skill underutilization is greater among professionals than nonprofessionals, and that the positive relationship between skill underutilization and collective turnover is stronger for professionals than for nonprofessionals.

Using survey data from a large PSF, the authors test these predictions across 191 groups (professional and nonprofessional) in 80 offices. Collective turnover rates were taken from company records one year after the survey was administered.

The authors find support for the prediction that skill underutilization is positively related to collective turnover. In addition, skill underutilization is greater among professionals than nonprofessionals within a PSF. However, the relationship between skill underutilization and collective turnover did not differ between professionals and nonprofessionals.

While the authors find that skill underutilization is positively related to collective turnover, future research is needed to measure the group processes that occur among group members and lead to collective turnover. Limitations of this study include the inability to validate the aggregation of data from the individual level to the group level, and the generalizability of findings to other PSFs or to involuntary turnover situations.

Understanding the antecedents of collective turnover is of particular concern to PSFs, as they are composed of highly skilled, intrinsically motivated professionals, who generate value for the firm. These findings are particularly timely, given the significant levels of underemployment in countries throughout the world.

In addition to extending skill underutilization and collective turnover research to the occupational group level, the findings highlight the importance of providing development opportunities for employees during difficult economic conditions in order to minimize collective turnover.

The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.

This study employed a data set drawn from 124 plant managers and directors of Indian manufacturing firms. Multiple regression was used to examine the impact of operational practices of lean, total quality management (TQM) and supply chain management (SCM) within competitive clusters of cost leadership, differentiation and focus strategy.

Results of the study show that the pattern of impact of operational practices on firm's performance varies according to type of the competitive strategy employed. All the three competitive strategy clusters have reported that TQM is the most important trigger for Indian manufacturing firms with relative effect of TQM practices on firm's performance being higher than that of lean and SCM practices.

Cross-sectional data from Indian manufacturing firms were used, and it would be interesting to test the analytical framework of the study for more sectors and countries. Future studies can take a longitudinal research approach to strengthen the findings of the study.

The findings explain how operational practices are aligned with competitive strategies for practitioners so that they can assign limited resources to build diverse operational capabilities based on their strategic choices.

Although very few classical studies are reported in various contexts involving competitive strategy, operational practices and firm's performance, no existing study focuses on how these three domains are linked together in the context of Indian manufacturing sector.

The purpose of this paper is to identify and review empirical strategic management articles that pertain to supply chain management (SCM) and are published in top management journals.

The researchers review all articles published in five top management journals, namely, Academy of Management Journal, Administrative Science Quarterly, Management Science, Organization Science, and Strategic Management Journal, from 2004 to 2013, to identify empirical articles relevant to SCM. The researchers subsequently categorize the literature in thematic categories and subcategories, and they identify the theories informing the research and the methodologies applied.

The most prevalent finding of this literature review is that abundant research pertaining to SCM is being published in top management journals. This demonstrates that SCM is a broad phenomenon studied by scholars across disciplines; thus, a broader literature perspective can be beneficial to those working in this area. Moreover, the reviewed studies are informed by theories that extend beyond the “traditionally used” resource-based view and transaction cost economics. Finally, the majority of the research suggests an inter-organizational scope.

This study familiarizes logistics/SCM scholars with SCM-related research conducted in the strategic management field, informing them about the types of phenomena studied by strategic management scholars, the theoretical lenses and literature used to enhance understanding of these phenomena, and the empirical methodologies applied to examine those. Importantly, through this familiarization, logistics/SCM scholars can learn from but also contribute to the strategic management literature that pertains to SCM.

Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement.

A cross-sectional survey of 980 working Australians measured the relationships between job demands (i.e. workplace bullying, time pressure and work-family conflict), resources (i.e. leadership and social support), burnout, work engagement and presenteeism. Path analysis was used to test the proposed hypotheses whilst controlling for participant demographics (i.e. sex, age, work level, duration and education).

Higher job demands (workplace bullying, time pressure, and work-family conflict) and lower job resources (leadership only) were found to be indirectly related to presenteeism via increased burnout. While increased job resources (leadership and social support) were indirectly related to presenteeism via improved work engagement.

The findings are consistent with the JD-R model, and suggest that presenteeism may arise from the strain and burnout associated with overcoming excessive job demands as well as the reduced work engagement and higher burnout provoked by a lack of resources in the workplace. Intervention programmes could therefore focus on teaching employees how to better manage job demands as well as promoting the resources available at work as an innovative way to address the issue of rising presenteeism.

This study is important as it is one of the first to examine the theoretical underpinnings of the relationship between presenteeism and its antecedents.