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By adopting a paradox lens, the purpose of this study is to explore paradoxes in relation to work organization, recruitment and competence development in growth-oriented companies.

The study is a qualitative content analysis based on research interviews of managers responsible for human resource management (HRM) in Finnish small and medium-sized growth enterprises (SMEs).

The results show four themes, namely, (1) individualized work, (2) cultural cohesiveness, (3) experimental organization and (4) personal closeness. These identified themes are interpreted as mutually enabling, active responses to the underlying paradoxes of individualism – community and stability – change.

The results contribute to research on tension and paradox in HRM by taking the still unexplored opportunity to apply paradox theory to HRM in SMEs.

From the structural perspective of social‐capital theory, this research investigates how a team's social‐network relationships affect its performance. More specifically, it concerns the type of work‐group‐internal connectedness in instrumental and expressive networks that is associated with enhanced team performance, and whether knowledge mediates these effects.

The research was survey based, involving 76 work teams and a total of 499 employees in 48 organisations. The work teams carried out fairly knowledge‐intensive but only moderately complex tasks, some of which were routine in nature.

Both dense and fragmented instrumental‐network structures affect work‐team performance. However, fragmentation in expressive networks has a negative impact. Furthermore, the mediation results give empirical support to the implicit understanding that only instrumental networks transfer knowledge, especially if they are dense.

The results indicate that social‐network relationships affect team performance and also provide access to social capital (here knowledge). However, instrumental and expressive networks differ in terms of theoretical and practical implications. Future research could overcome the limitations of this study through increasing the sample size and focusing on much more fine‐grained intervening mechanisms (here knowledge sharing).

The recommendation to managers is to stimulate dense instrumental relationships in order to facilitate knowledge sharing and avoid overly fragmented expressive relationships.

First, in examining the social structure of both instrumental and expressive relationships this study responds to the growing call in organisational theory for research into the social content of social networks. Second, the contribution of this research paper lies in directly testing whether team knowledge mediates the effects of advice‐network structures on team performance.

The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes.

The research was survey-based, involving 76 work teams and a total of 499 employees in 48 organisations.

The analysis reveals a positive relationship between both bonding and bridging relationships and performance effectiveness and attitudinal outcomes. Team identity mediates the relationship between the team ' s social-network structure and its performance effectiveness.

The research investigates the performance effectiveness and attitudinal outcomes of social networks simultaneously, which is rare, but for study-design reasons fails to investigate behavioural outcomes. More extensive data would reveal more about the possible interaction between bridging and bonding.

In order to improve performance effectiveness managerial attention should focus on building a team and social networks.

The research shows that team identity fully mediates the influence of bonding and bridging social relationships. This finding sheds light on the processes that mediate performance effectiveness, which in turn facilitate understanding of how team dynamics lead to differing performance levels. The results also reveal how the type of social network affects the creation of a team identity: individuals identify with the team through the social networks to which they belong both within it and outside. Thus, team identity matters given the evidence suggesting that those who identify more with their work teams perform more effectively.

The purpose of this paper is to examine the routes of team goal attainment through individual and social mechanisms.

The study is based on a qualitative thematic analysis of interviews, annual reports and observations of team meetings conducted within a Finnish department store.

The key findings of our analysis are three fold. First, we identified four routes to team goal attainment: team leadership, one’s own work, customer service and team work. We propose that for team members, these routes to goal attainment are more important than the organizational goals of sales and reputation themselves, since sales and reputation may be too far removed from the team’s everyday work. Second, both individual and social mechanisms are needed for team goal accomplishment. This finding highlights the importance of the social identity perspective in binding individual and collective motivations together. Third, teamwork in our case department store is somewhat affected by non-participative conventions, but many employee-involving practices can also be identified. These employee-involving HRM practices offer the employees a voice, and give the teams and team supervisors sufficient power in work organization.

The limitations of this study are mostly due to the qualitative case study design which hinders the generalization of the results. The wide perspective of the study can also be seen as a limitation.

The results suggest that HR professionals and line managers should be more aware of and support the processes through which teams and team members attain organizational goals. This requires detailed knowledge of the processes – routes to team goal attainment – at the shop floor level.

This study highlights the interconnectedness of individual and team level attributes in retail team work, and proposes the perspective of social identity theory as a lens for analysis.

Businesses are increasingly using teams as their fundamental organisational unit. This paper aims to explore the impact of demographic antecedents and the social‐network structure, measured in terms of task‐related advice‐network density, centralisation and fragmentation, on work‐team performance. The paper seeks to examine: the impact of the social‐network structure (dense, fragmented or centralised) on work‐team performance and the origins of the social structure. It also tests whether team diversity (in terms of variety with regard to gender and separation with regard to age and education) has an impact on team performance.

A survey was conducted on 76 work teams (499 employees) representing 48 different organisations.

With regard to the first question, density was positively related to team performance. The impact of advice‐network fragmentation was also positive, and this is in line with the results of other studies focusing on teams conducting standard tasks. In addressing the second question the paper explored whether diversity as variety (age) and diversity as separation (age and education) had an effect on the work team's social‐network structure. Age and education had no effect, but gender diversity was related negatively to density and positively to fragmentation. It was also related negatively to team performance.

The contribution of this research is twofold in that it explores social‐structure effects on team performance and examines the possible antecedents of the team's social structure. The results of the investigation strengthen the rationale behind integrating the literature on social‐network analysis and teams.

The purpose of this paper is to examine Finnish ninth grade pupils’ (15-16 years) perspectives on hot school lunches and consider the potential of these perspectives as a resource for food and health education.

Data include observations, essays, and visually elicitated focus group discussions from a larger qualitative case study. Data were collected during the term 2012-2013.

Pupils considered the lunch break as their free time and valued discussions with friends. The taste of school food was important for them. Pupils solved contradicting expectations connected to school lunches through constructing social hierarchies, making compromises, and conforming to peers’ or general opinions. Desire for social belonging and independence were important justifications for breaking food-related rules.

Due to the focus on one school, further research needs to address contextual variation in different schools and age groups, as well as the viewpoint of teachers.

To genuinely engage pupils, potential contradictions between adults’ and adolescents’ perspectives need attention. Understanding food-related social determinants and justifications for food practices from pupils’ perspective are valuable pedagogical assets for teachers. Pupils’ speech and activities that counteract formal aims can be seen also as possibilities for dialogue, rather than merely problems to be changed by adults.

The paper describes how pupils’ perspectives to school lunch practices are in tension with the educational aims of school lunches, thus contributing to developing adolescent-centered food and health education in secondary schools.