Search results

Externalities influence the career trajectories of self-initiated expatriates (SIEs) and their respective career crafting. This study aims to explore the international career crafting of SIEs (encompassing their proactive career reflection and construction), taking the combined external influences of complexity, chance and change into consideration.

The authors employ a qualitative (interpretative) approach, combining career crafting and the chaos theory of careers (CTC) to further understand, from an individual standpoint, the impact of externalities on the career crafting strategies of 24 SIEs who have relocated within the European Union.

The authors show that SIEs' proactively craft their careers to varying degrees and with varying frequency. The CTC – incorporating complexity, chance and change – allows for a more nuanced understanding of SIEs' career crafting.

This paper applies the concept of career crafting to an international context, exploring the impact of externalities on SIEs' careers. In this way, the authors combine two previously separate theories, extend the application of career crafting to an international career context and emphasise the role of temporality and the whole-life view of career in SIEs’ career crafting approach.

This micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.

Combining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.

The HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.

The paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.

There has been an explosion of interest in “Equity, Diversity, and Inclusion” (EDI) – also referred to as DEI among other acronyms. On the one hand, this management trend has the potential to draw attention to the ways in which organizational practices and climates can be transformed to have a positive impact on the underrepresentation of women and other marginalized and excluded groups in the workplace. On the other hand, there may be real consequences for women as EDI replaces other concepts such as women's rights, gender equality, affirmative action, employment equity, gender discrimination, etc. This chapter applies a gender lens to the EDI concept and management policy and practice. It juxtaposes EDI's emergence with the lack of progress on gender equality that is observed and measured in many regions of the world and highlights several critiques that may explain this lack of progress. It also identifies what EDI policies and practices need to take into consideration to better address gender inequality in the workplace. Legal approaches are discussed along with a list of potential areas of research on EDI and gender equality to determine the best path forward for making concrete progress on true equality for women in the workplace.

Introduces a special issue on globalization and the welfare state. Asserts that economic globalization constrains national economic and social policy far more now than ever before, although the level of international trade has not increased that much compared to levels at the beginning of this century. Talks about the political consequences of economic globalization, particularly welfare state retrenchment in the advanced capitalist world. Outlines the papers included in this issue – comparing welfare system changes in Sweden, the UK and the USA; urban bias in state policy‐making in Mexico; and the developing of the Israeli welfare state. Concludes that economic globalization has a limited effect in shaping social welfare policy in advanced capitalist countries; nevertheless, recommends further research into which aspects of economic globalization shape social welfare policy.

The premise that the U.S. Supreme Court never veers too far off from the dominant national political coalition (Dahl, 1957) has become widely accepted among social scientists today. To fulfill that promise, however, the confirmation process for justices must serve as a plebiscite through which the public can ratify or reject future justices based on their views. Unfortunately, modern confirmation hearings have become an exercise in obfuscation, providing little meaningful dialogue on important issues. Because conservative Republican presidents have made the lion's share of appointments in recent times, social conservatives have most often benefited from a process that has severed the link between Supreme Court nominees and the polity they must serve.

This study proposes a literature review and, based on the findings, the authors develop a conceptual framework, attempting to explain how technology may influence visitor behavior and eventually trade show performance.

The present research explores the role of visitors in the trade show context. The analysis specifically focuses on the variables that influence visitors’ participation at business-to-business trade shows and how their satisfaction and perception can be related to exhibition performance. The authors also take into consideration technological trends that prior to COVID-19 pandemics were slowly emerging in the trade show industry.

The findings highlight a continuity between pre-, at and postexhibition phases. Visitors’ behavior represents a signal of how a trade show is perceived as postexhibition purchases and next visit emerge as signals of an exhibition evaluation in relation to visitors’ perception. Besides being urgent tools for the continuity of the sector due to the pandemics, emerging technological trends can be key elements in understanding visitors’ behavior and in boosting their interest and loyalty toward trade shows.

The paper proposes a conceptual model including top notch and innovative technological trends to improve the understandment of visitors’ behavior. Both practitioners in companies and academics might find the study useful, given the digital uplift generated by the pandemics.

The purpose of this two-part paper is to develop a process model of unlearning established organizational routines. The model traces the interactions among three unlearning sub-processes: ostensive aspects of initial destabilization of an established routine; performative aspects of ongoing discarding-from-use of old behaviors and experimenting with new ones; and ostensive aspects of eventual release of prior understandings and development of new ones.

The paper draws on evidence from psychology and cognitive science to explain the mechanisms underlying organizational processes of unlearning embedded routines.

The proposed model contributes to enriching current understanding of unlearning organizational routines without contradicting it. Consistent with prior understanding, destabilizing an old routine may lead to discarding it, and further discarding-from-use is likely required for continued destabilization of embedded routines. Again, consistent with prior understanding, experimenting with new behaviors may be a desired outcome of unlearning an old routine, and ongoing experimentation is likely required to sustain unlearning embedded routines.

The organizational unlearning literature provides many examples of organizational members relinquishing old routines to then make new learning possible and also provides little insight into the processes by which this occurs. The paper addresses this gap by modeling the mutually reinforcing nature of three unlearning sub-processes.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

The purpose of Part II of this two-part paper is to uncover important differences in the nature of the three unlearning subprocesses, which call for different leadership interventions to motivate people to move through them.

The paper draws on research in behavioral medicine and psychology to demonstrate that initial destabilizing of old patterns and the subsequent behavioral processes of discarding the old and experimenting with the new are qualitatively different.

Leadership interventions must fit the unique requirements of each unlearning subprocess. Discarding old routines requires continued focus on the costs of not doing so, as well as a progressive refocus on positive possibilities and engaging people in activities to explore them. When aspects of the old routine resurface, the costs of relapse must again become salient, leading to further discarding-from-use, followed by further positive experimentation. Finally, maintaining long-term release of an embedded routine requires recognition of the emerging new patterns and a shift from future-oriented visioning of possibilities to current satisfaction with the new.

All empirical studies of organizational unlearning imply some form of destabilization of old learning as an antecedent to unlearning, and many of them discuss subsequent behavioral and cognitive displacement. However, they have not clearly distinguished between these subprocesses to fine-tune how to motivate people to move through them. This paper addresses that gap.