Search results

Research examining the influence of organizational factors on entrepreneurial tendencies and performance within organizations is scarce. The purpose of this paper is to investigate the effect of organizational structure and work autonomy on entrepreneurial tendencies, locus of control and performance.

Data were obtained online using validated self-report questionnaires in a sample of 181 currently employed individuals.

The results showed organizational structure components to be related to work autonomy and performance, but not to individual-level variables. However, work autonomy related to entrepreneurial tendencies and locus of control, indicating potential indirect effects of organizational structure on individual-level variables via work autonomy. Entrepreneurial tendencies and locus of control were positively related to performance.

Whilst the mediating effect of a number of individual-level traits has been examined in the past, very little research has looked at how organizational factors may influence entrepreneurial tendencies. Fostering entrepreneurial tendencies in employees may facilitate corporate entrepreneurship and performance within organizations.

The purpose of this paper is to explore why workers remain in long hospitality careers and to challenge the frequent portrayal of careers in the sector as temporary and unsatisfactory.

The study took an interpretative social constructionist approach. Methods used were memory-work, semi-structured interviews and intersectional analysis.

A key finding in this study is that career longevity in hospitality is not solely dependent on career progression. Strong social connection, a professional self-identity and complex interesting work contribute to long careers.

The study contributes detailed empirical knowledge about hospitality career paths in New Zealand. Conclusions should be generalised outside the specific context with caution.

The findings that hospitality jobs can be complex and satisfying at all hierarchical ranks hold practical implications for Human Resource Managers in the service sector. To increase career longevity, hospitality employers should improve induction and socialisation processes and recognise their employees’ professional identity.

This paper significantly extends the notion of belonging and social connection in service work. “Social connection” is distinctly different from social and networking career competencies. Strong social connection is created by a fusion of complex social relationships with managers, co-workers and guests, ultimately creating the sense of a respected professional identity and satisfying career.

The contemporary concept of a successful hospitality career is associated with an upwards career trajectory; however, this paper suggests that at the lower hierarchical levels of service work, many individuals enjoy complex satisfying careers with no desire for further advancement.

This paper aims to assess the representation of women of color (WOC) in the top 3 fashion magazines and explore the implications of underrepresentation within marketing communications. The authors draw from diffusion theory and marketplace omission and commission to situate the research focus and highlight its application to the study findings.

A content analysis was conducted on 481 cover models on the top three fashion magazines of 2018 – Vogue, Cosmopolitan and Vanity Fair during 2006–2018.

The findings indicate WOC are underrepresented despite the strides of inclusion in the marketplace in America during a postracial period. Representation is as follows: white – 412 (86%); black – 41 (9%); Latina – 19 (3.9%); biracial 7 (1.5%); Asian – 1 (0.2%); and Native American – 1 (0.2%). Latina models had the lowest representation. Native and Asian women were completely excluded. When they do appear, black and Latina cover models are more likely than white models to be shown wearing sexually suggestive attire.

This study makes four recommendations to promote antiracism in marketing: diversify staff hiring and editorial decision-makers for public-facing talent; solicit counsel from multicultural marketing agencies; create antiracist marketing curriculum; and cultivate a pipeline of diverse talent for future hiring.

The originality of this paper centers its contribution to the dearth research investigating representation implications within the fashion marketing industry during an alleged post-racial period, and a longer time span. It also presents structured antiracist marketing solutions to mitigate underrepresentation.