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This paper aims to chart the journey to Investors in People gold of Cambridge-based tax, legal and accountancy company, Websters.

It examines the firm’s policies and approaches, in particular, in the areas of training, teamwork, empowerment and flexible working.

It emphasizes the importance of openness, mutual respect and shared values at the company.

It reveals that employees set their own development programs, which need not be directly related to their role in the company, although they must benefit the business.

It explains how flexible working has been built into the structure of the company from the start.

It describes how a successful business develops, supports and motivates its team.

The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications.

The paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process.

The principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes.

Greater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model.

Survey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work.

Work design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements.

Job design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.

The purpose of this article is to show how remote working affects employees' organizational citizenship behavior (OCB).

The authors conducted research on organizations in the financial sector, as this segment was able to easily adapt to the challenges of remote working and teleworking. They used the case study approach: they analyzed organizational documents and management communications related to crisis management back to March 2020, when the pandemic started in Hungary, and conducted semi-structured interviews with managers and subordinates.

The results highlighted that the dominant organizational culture determines the effects of remote working on OCB. In organizations with a dominant market culture, OCB has changed the least because of the home office, with only a decline in the dimension of civic virtue. In organizations with a dominant clan culture, conscientiousness decreased, while the other three dimensions increased. The dominant hierarchy culture reacted the most unfavorably, excluding the dimension of courtesy, as all dimensions decreased.

The study shows how the pandemic and working in home office have changed the dimensions of OCB in different organizational cultures.

The government wants more people to start up new small enterprises. In practice, this is likely to mean more sole traders without employees, a heterogeneous group sometimes identified with, and sometimes distinguished from, small enterprises. In this paper, we confront that contradiction, drawing upon academic and policy‐oriented writing on small firms and upon a wider literature on labour markets and employment trends. Being self‐employed is not synonymous with being enterprising, but most self‐employed people will need skills associated with enterprise to survive. We overview the cultural sector, which has been identified as a key growth sector for jobs and one in which very small businesses and self‐employed individuals predominate. We explore in depth the “enterprising” behaviour of a subgroup of the cultural sector, people offering creative services to the print and broadcast media on a self‐employed basis. Our particular focus is upon how they form and manage working relationships. The expectation was that, while few would formally become employers, collaborative, colleague‐like working patterns would be adopted to avoid isolation and overcome the vulnerability of small size. This was true, but only for a very small group. For the most part, links with other self‐employed people were tentative and fraught with suspicion. Distrust was pervasive and often coexisted painfully with a desire to form new links for information seeking, sociability and to combat the commercial disadvantages of working alone. Typically, the most important working relationships were with employees of client companies, and many were determined to see these links as longterm, personal and not purely commercial. There was a marked lack of skills in negotiating and marketing.

The purpose of this paper is to examine and analyze the effect of Lamaholot culture and role conflict on occupational stress and its impact on the performance of ikat weaving female craftspeople. This research is conducted in East Nusa Tenggara Province (NTT) based on consideration of the spread of weaving industry center.

The study population is 388 ikat weaving craftspeople in 20 industrial centers spread over 11 sub-districts in East Flores Regency. Inferential statistics which is often called as inductive statistics or probability statistics is statistical techniques for analyzing sample data and the results are applied to the population. This analysis is used to test the relationship between variables in the hypothesis (Sugiono, 2014, p. 207). This research uses structural equation modeling with variance-based or component-based approach with partial least square to test hypothesis and produce a fit model.

Lamaholot culture has a negative effect on occupational stress, on the other hand, role conflict has a positive effect on occupational stress. The higher the Lamaholot culture and the lower the role conflict will have an impact on the reduction of weaving workers’ stress. The higher the Lamaholot culture, and the lower the role conflict and the occupational stress will have an impact on the improvement of performance of weaving craftspeople. Occupational stress mediates the effect of Lamaholot culture and role conflict on the performance of weaving craftspeople.

The originality of this research lies in the use of occupational stress as a mediator between relationship of Lamaholot culture and role conflict on performance. On the other hand, the use of Lamaholot culture variable has a function as a derivative of organizational culture theory derived from the local culture of NTT, Indonesia. With the discovery of novelty from this research, it is expected to enrich the literature related to the field of behavioral organizational science, especially about role conflict, occupational stress and organizational culture using local cultural values of Lamaholot.

The purpose of this study is to explores the extent to which local institutional forces affect female entrepreneurial venture performance. Drawing upon a unified theoretical framework of social cognitive and institutional perspectives, the authors scrutinize the complex interplay among institutional support, entrepreneurial cognitions and entrepreneurial success.

Based on a unique sample of 202 female entrepreneurs in 30 provinces throughout Japan, this paper grounded social cognitive theory and attempted to clear the relation between women’s entrepreneurial self-efficacy and venture performance empirically by statistical analysis.

The findings of structural equation modeling indicate that women’s entrepreneurial self-efficacy is a strong and useful mediator of the effect of informal institutional support on venture performance. Unexpectedly, formal institutional support shows no correlation with entrepreneurial self-efficacy.

This study proposes that perceived social legitimacy may lead to increased entrepreneurial self-efficacy, thereby enhancing venture performance. This finding can clarify the institutional force pathways to foster entrepreneurial confidence.

This study contributes to the field of female entrepreneurship by examining institutional antecedents of women’s entrepreneurial self-efficacy. Focused on the case of Japanese female entrepreneurs, this study is unique and valuable.

The purpose of this study is to examine the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderating role of psychological contract fulfillment (PCF) in those relationships.

Data were collected from 339 employees of a financial institution in Turkey. Regression analyses were conducted to investigate a moderated mediation model.

This study found that OI was partially mediated the relationship between OJ and TI. The results also indicated that the indirect effect of OJ on TI through OI was moderated by PCF.

The generalizability of the findings is limited. As this study is cross-sectional, causal inferences cannot be inferred regarding the hypothesized relationships.

To reduce TI, organizations should ensure the fair allocation of resources and rewards among employees. Moreover, organizations should pay attention to the expectations of employees and the promises made to them in an attempt to fulfill psychological contract obligations.

This study explores the mediating role of OI in the relationship between OJ and TI. In addition, this research sheds light on the moderating role of PCF in this mediation model.

The purpose of this paper is to add to the small but growing body of research examining the influence of founder gender on new venture access to venture development programs.

Hypotheses were tested utilizing a sample of 482 nascent technology ventures which applied for admittance into a venture development organization headquartered in the southern region of the United States from March 2004 through February 2016.

Findings suggest that female-founded applicant ventures experience a higher likelihood of acceptance into venture development programs than male-founded applicant ventures. Results further suggest that social attention to gender equality reduces this effect for female-founded applicant ventures. Findings extend the understanding of the gendered nature of high-technology venturing and venture development organizations.

The findings of this study may not generalize to new ventures operating in other contexts (e.g., non-U.S., low-tech, and other venture development programs). Additionally, this study's design and data limitations do not allow for the establishment of causality or address founder motivations to apply for acceptance into venture development programs.

This study adds to empirical findings regarding the influence of founder gender on new venture acceptance into venture development programs by developing and testing competing hypotheses. This study also extends extant research by examining the moderating effect of social attention to gender equality on the hypothesized relationships between founder gender and acceptance into venture development programs.

States that the ongoing success of a mature product depends largely on the product manager’s ability to identify creative new ways to market the product. Suggests that one reason why many marketing programs lack creative initiatives is that product managers operate under significant time pressure, and time pressure kills creativity. Highlights four business practices (formal planning process, use of teams, interaction with other functional areas, experience with the product category) which were expected to help product managers to cope with time pressure. Finds, however, through a survey of consumer goods product managers, that only experience with the product category worked as expected. Concludes, therefore, that top management must directly reduce time pressure by examining policies on practices such as frequent product reassignment and downsizing, and the proliferation of line extensions.