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Decision making is inherently stressful since the decision maker must choose between potentially conflicting alternatives with unique hazards and uncertain outcomes. Whereas decision aids such as decision support systems (DSS) can be beneficial in stressful scenarios, decision makers sometimes misuse them during decision making, leading to suboptimal outcomes. The purpose of this paper is to investigate the relationship between stress, decision making and decision aid use.

The authors conduct an extensive multi-disciplinary review of decision making and DSS use through the lens of stress and examine how stress, as perceived by decision makers, impacts their use or misuse of DSS even when such aids can improve decision quality. Research questions examine underlying sources of stress in managerial decision making that influence decision quality, relationships between a decision maker’s perception of stress, DSS use/misuse, and decision quality, and implications for research and practice on DSS design and capabilities.

The study presents a conceptual model that provides an integrative behavioral view of the impact of a decision maker’s perceived stress on their use of a DSS and the quality of their decisions. The authors identify critical knowledge gaps and propose a research agenda to improve decision quality and use of DSS by considering a decision maker’s perceived stress.

This study provides a previously unexplored view of DSS use and misuse as shaped by the decision and job stress experienced by decision makers. Through the application of four theories, the review and its findings highlight key design principles that can mitigate the negative effects of stressors on DSS use.

To develop a testable model for girls' career choices in technology fields based on past research and hypotheses about the future of the information technology (IT) workforce.

Review and assimilation of literature from education, psychology, sociology, computer science, IT, and business in a model that identifies factors that can potentially influence a girl's choice towards or against IT careers. The factors are categorized into social factors (family, peers, and media), structural factors (computer use, teacher/counselor influence, same sex versus coeducational schools), and individual differences. The impact of culture on these various factors is also explored.

The model indicates that parents, particularly fathers, are the key influencers of girls' choice of IT careers. Teachers and counselors provide little or no career direction. Hypotheses propose that early access to computers may reduce intimidation with technology and that same‐sex education may serve to reduce career bias against IT.

While the model is multidisciplinary, much of research from which it draws is five to eight years old. Patterns of career choices, availability of technology, increased independence of women and girls, offshore/nearshore outsourcings of IT jobs are just some of the factors that may be insufficiently addressed in this study.

A “Recommendations” section provides some practical steps to increase the involvement of girls in IT‐related careers and activities at an early age. The article identifies cultural research as a limitation and ways to address this.

The paper is an assimilation of literature from diverse fields and provides a testable model for research on gender and IT.

An employee's willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants.

The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge‐sharing behaviors.

The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge‐sharing messages address employees' key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of psychological contract and reducing perceptions of PC breach were offered.

Empirical studies should seek to investigate whether different psychological contracts actually exist within a field setting. In addition, how workers move between transitional, transactional, balanced and relational psychological contracts should be empirically examined.

The authors sought to better understand the different psychological contract perceptions of knowledge workers at various stages of employment, which has not been done to date. Such workers are keenly aware of the impact of their knowledge and effective management for sharing rather than hoarding becomes a critical success factor for knowledge‐intensive organizations.

Given South Africa's apartheid history, studies have primarily focused on racial discrimination in employment outcomes, with lesser attention paid to gender and context. The purpose of this paper is to fill an important gap by examining the combined effect of macro- and micro-level factors on occupational sex segregation in post-apartheid South Africa. Intersections by race are also explored.

A multilevel multinomial logistic regression is used to examine the influence of various supply and demand variables on women's placement in white- and blue-collar male-dominated occupations. Data from the 2001 Census and other published sources are used, with women nested in magisterial districts.

Demand-side results indicate that service sector specialization augments differentiation by increasing women's opportunities in both white-collar male- and female-dominated occupations. Contrary to expectations, urban residence does not influence women's, particularly African women's, placement in any male-type positions, although Whites (white-collar) and Coloureds (blue-collar) fare better. Supply side human capital models are supported in general with African women receiving higher returns from education relative to others, although theories of “maternal incompatibility” are partially disproved. Finally, among all racial groups, African women are least likely to be employed in any male-dominated occupations, highlighting their marginalization and sustained discrimination in the labour market.

An analysis of women's placement in white- and blue-collar male-dominated occupations by race provides practical information to design equitable work policies by gender and race.

Sex-typing of occupations has deleterious consequences such as lower security, wage differentials, and fewer prospects for promotion, that in turn increase labour market rigidity, reduce economic efficiency, and bar women from reaching their full potential.

Very few empirical studies have examined occupational sex segregation (using detailed three-digit data) in developing countries, including South Africa. Methodologically, the paper uses multilevel techniques to correctly estimate ways in which context influences individual outcomes. Finally, it contributes to the literature on intersectionality by examining how gender and race sustain systems of inequality.

This study aims to explore the impact of affect‐based and cognition‐based trust of co‐workers on the willingness of professionals to share and use tacit knowledge.

The relationships were examined through data provided by a sample of 202 professionals and managers in world headquarters of an international organization.

The levels of both types of trust influence the extent to which staff members are willing to share and use tacit knowledge. Affect‐based trust has a significantly greater effect on the willingness to share tacit knowledge, while cognition‐based trust plays a greater role in willingness to use tacit knowledge.

The data are cross‐sectional and were also collected in one organization. Future studies should consider longitudinal designs across multiple organizations. Alternatively, archival information could be used to measure actual tacit knowledge sharing and use among co‐workers.

The results indicate that both distinct types of trust are involved in decisions affecting transfer and use of tacit knowledge. This suggests that knowledge management efforts may need to include a finer grained view of the nature of the social networks impacting the knowledge transfer and management process.

Previous studies have not examined the differential effects of both affect‐based and cognition‐based trust on employee willingness to share and use tacit knowledge.

This paper aims to contribute to research on the broad theme of knowledge-sharing (KS) behaviours and the impact that different organizational tenure may have on them. In this relationship, the relevance of the leader in enhancing sharing dynamics among employees is highlighted.

This study focuses on KS attitudes among employees with different numbers of years spent in the same organization, seen through the theoretical lens of a social exchange perspective. Specifically, the role of the leader in building a social exchange with co-workers is investigated as a managerial lever able to favour KS among a more experienced workforce. This paper starts by considering the relationship between organizational tenure and employees’ KS attitude. Furthermore, the specific role played by the leader–member social exchange with regard to this relation is described. The study’s hypotheses are tested on data collected from employees (N = 150) working in a non-profit organization located in central Italy.

The results suggest that a negative relationship exists between employees’ organizational tenure and KS attitude. In addition, the critical role of a leader’s support is demonstrated in moderating the effect of different organizational tenures on the KS attitude.

This paper has both theoretical and managerial implications.

This paper contributes to the research on the important role of leaders in enhancing KS behaviors among co-workers when the number of years in the same organizations is a variable of interest.

Using job demand-control-support (JDCS) model as its foundation, the purpose of this paper is to examine the important, but under-explored, relationship between perceptions of work–life conflict and burnout being mediated and moderated by support systems and resilience among female employees in India.

A total of 270 female employees belonging to various sectors such as Information Technology/ Information Technology enabled services, retail, bank and hospitality located in Northern India were surveyed. The study used stratified sampling method for good coverage from different departments of the organizations. The structural equation method was used to test the direct effect, and for the mediation effects, they were tested by the method of indirect effects (Preacher and Hayes, 2004).

The results supported the hypothesized model that there exists a significant and positive relationship of work–life conflict with burnout, and work–life conflict has a negative association with both family support and organizational support. The findings also supported the hypothesis that family support and organizational support mediate the relationship of work–life conflict and burnout. This analysis expectedly confirmed that resilience not only displayed a negative relationship with burnout but also exhibited a moderated relationship with organizational and family support.

The research design was co-relational and cross-sectional, so inferring causality is not possible. Future research must incorporate a longitudinal design to investigate the causal effects of work–life conflict on employees’ experiences of burnout and whether it gets buffered by availability of workplace support and family support.

It is imperative for the organizations to take substantial steps to reduce job burden and deadline pressure on the female employees, nurture decision autonomy at all levels of hierarchy and encourage amiable relationships of employees with their supervisors and peers based on mutual trust and support.

Although most of the research studies on work–life conflict have been unidirectional, i.e. investigating spillover of work demands on to family domains (Greenhaus and Beutell, 1985; Byrne and Barling, 2017), these conflicts have been found to be bidirectional, meaning thereby that family issues do spill over into work realm (Makela and Suutari, 2011). This study examines both directions of work–life conflict.