Search results

This study applies complexity theory to propose and empirically examine asymmetric case conditions of antecedents and outcome models of high (low) willingness-to-engage in workplace romance (WEWR). This study focuses on constructing complex antecedent conditions that accurately indicate which employees, and under what conditions, employees are high in WEWR.

Using an experimental design, 162 employees were assigned one of nine hypothetical vignettes describing different workplace romance contexts including three discrete policies regarding workplace romances (i.e. strictly forbidden, moderate, vs no policy), two motivations for the workplace romance (i.e. job vs love), and two organizational positions of the romance (i.e. hierarchical vs lateral). Participants then reported WEWR responses. Participants also provided demographic, behavioral, and psychological work-related information. This study assesses and supports recipes (i.e. algorithms) of case and organizational structure conditions to identify cases high (low) in WEWR accurately and consistently.

The results provide clarity of which and when employees are willing vs unwilling to engage in workplace romances – and the contextualized impacts of organizational bans on WEWR. The study’s results are useful for estimating for whom specific workplace policies are effective or not by specific workplace contexts.

In highlighting the role of varying antecedent conditions in predicting WEWR, this research will assist organizations and practitioners in understanding the context in which workplace romances are more likely to occur, providing insight as to when employees are likely to comply with workplace romance policies.

This paper is the first in the workplace romance literature to examine unique combinations of antecedent conditions on WEWR, adding nuance to the current understanding of the behavior.

This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.

This research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.

Based on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.

Based on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.

The primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.

The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization.

The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture).

The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication.

The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.

This study aims to build on social comparison theory to develop a theoretical model of leader–member exchange (LMX) relationship to workplace ostracism through perceived organizational status by coworkers and envy. This study further proposes that warmth and competence may potentially moderate these two indirect effects.

This study tested the hypotheses in a battery manufacturing company located in South China by a survey of 216 employees organized in 55 work teams, using different sources. Additionally, the authors conduct two online vignette experiments to test this study’s mediation, proving the causality.

The authors found that high-level LMX leads to both envy and perceived organizational status by coworkers, which results in a mixed blessing on workplace ostracism toward the employee with high-level LMX. The focal employee’s warmth and competence moderate these indirect relationships.

The authors use LMX to explore antecedents of workplace ostracism and explain how and when these focal employees suffer workplace ostracism from their coworkers. The authors extend the research on LMX by examining the interpersonal risk of being a focal employee. The authors discover two critical boundary conditions – warmth and competence.

This study suggests that it is important to balance the level of the differential LMX; appropriately endorsing other members is a good way to avoid eliciting envy and opposition. Meanwhile, person-oriented citizenship behaviors such as demonstrations of concern or help may shortly build up an employee’s warm impression on their coworkers.

By discovering the bright and dark sides of LMX, this paper has the potential to advance theories on LMX and workplace ostracism. Therefore, the authors believe the current research will have an important impact on relevant research in the future.

Taking an organizational perspective, this paper aims to understand how organizations respond to such strong and concurrent societal effects, and to answer the question, “How should researchers conceptualize the symbiotic relationship between society and business during a catastrophic societal event?”

The authors highlight through numerous examples, the impact of COVID-19 on society is well-evidenced in the research. They also draw on such evidence of the effects of catastrophic societal events like COVID-19 to support the appropriateness of this conceptualization.

The authors found that organizations that use both short- and long-term activities concurrently are better able to tackle the concurrent short- and long-term effects of catastrophic events like COVID-19.

The authors use ambidexterity theory, supported by evidence derived from organizational responses to COVID-19, to offer a new and more comprehensive conceptualization that frames the concurrent and interrelated short-term and long-term organizational response to a catastrophic societal event. Further, they highlight the importance of studying such organizational responses in the context of the organization’s referent groups.

This study examines the effect of delegation of decision rights, moral justification (MJ), and ethical climate (EC) on managers’ misreporting in the financial services sector. We employed an online research panel called Qualtrics, to collect data based on a sample of 127 middle-level managers from various US financial services firms. We find that MJ mediates the relation between delegation and misreporting, suggesting delegation of decision rights increases employees’ misreporting indirectly by increasing MJ. We also find that EC significantly moderates the relationship between MJ and misreporting. Furthermore, our test of the moderated-mediation effect reveals that the indirect effect of the delegation of decision rights on misreporting through MJ is stronger when there is a higher level of instrumental climate (IC) and a lower level of principle climate (PC).

The present article aims to examine the development of the theoretical framework surrounding collaborative consumption (CC) standards in recent years regarding European short-stay accommodation booking platforms. The sharing economy has significantly impacted the tourist accommodation market in recent years. Starting with the use of experimental data on CCs published on Eurostat in 2019, this article analyzes the correlation between choices of CCs for short-stay accommodation, employment and the economic crisis.

A vector autoregressive panel approach was applied to investigate the correlation between CC short-stay accommodation choices using panel organization data from 561 EU regions between 2018 and 2021.

Analyzing the connection between the main data panel variables, a positive correlation was found, followed by an increasing trend in CC use. A self-multiplying effect is generated; that is, the more people use CC, the more electronic captures occur. Consequently, the improvement of CC use and knowledge-intensive activities in short-stay accommodation is strongly linked with employment and GDP.

The originality of the investigation is to examine with a cross-sectional panel data overview the reasons that can push stakeholders to adopt CC and to clearly define a new perimeter of research in terms of the endpoint of CC in short-stay accommodation. Furthermore, the study seeks to assess the end-point congruence to utilize CC as a new gamble to accelerate digital knowledge in the hospitality sector.

This paper aims to examine how organisational values affect diversity in terms of different competencies in rural family Small and Medium-sized Enterprises (SMEs). Recruiting a diverse workforce in rural family SMEs can be particularly difficult due to the prevalence of internal family values and the lack of available local specialised competencies. A deficiency of diversity in employment and competence acquisition and development can create problems, as it often prevents rural family SMEs from recruiting employees with a wide variety of qualifications and skills.

The study takes on a multi-case method of Swedish rural family SMEs, applying a qualitative content analysis approach. In total, 20 in-depth structured interviews are conducted with rural family SME owners and 2 industries were investigated and compared – the tourism and the manufacturing industries.

Rural family SMEs lack long-term employment strategies, and competence diversity does not appear to be a priority for rural family SMEs, as they often have prematurely decided who they will hire rather than what competencies are needed for their long-term business development. It is more important to keep the team of employees tight and the family spirit present than to include competence diversity and mixed qualifications in the employment acquisition and development.

Contrary to prior research, our findings indicate that rural family SMEs apply short-term competence diversity strategies rather than long-term prospects regarding competence acquisition and management, due to their family values and rural setting, which strictly narrows the selection of employees and competencies. Also, a general reluctance towards competence diversity is identified, which originates from the very same family values and rural context.

This study aims to propose a longitudinal analysis of motivations for Integrated Reporting (IR) adoption, internal changes, the benefits of IR implementation and compliance challenges.

The authors analyse a longitudinal case study of an Italian-listed company (Eni) participating in the IR-Pilot Programme (PP) and covering 10 years of IR adoption. The analysis was based on a mixed-method approach that included semi-structured interviews, content analysis of annual reports and triangulation with other data sources. Results are discussed regarding institutional theory, legitimacy theory and diffusion of innovation theory.

The study suggests that motivations for adopting IR change over time and participation in the IR-PP helps Eni acquire a comprehensive and substantial integrated view of value creation over time, makes integrated culture a key factor for strategic business sustainability and confirms the readiness of early adopters to comply with the non-financial Directive (NFD).

This study, among the few longitudinal case studies, provides organisations, regulators and academics with insights into the motivations driving the successful adoption and implementation of IR and the NFD. The results may help companies consider one of the tools currently deemed to bring sustainability into action and participation in pilot groups.

Recent high-profile ethical scandals in start-up organizations have made people wonder whether entrepreneurship may cultivate a work environment with less emphasis on ethics. This study examined a psychological process about how an organization’s entrepreneurial orientation (EO) can affect its treatment of probationary employees, a vulnerable yet understudied group of workers.

The authors recruited 241 participants through Amazon Mechanical Turk. They answered an online survey about their experiences as probationary employees.

This study found that job feedback and meaning moderated the relationship between EO and ethical climate, such that this relationship was statistically significant and positive only among participants who reported high levels of feedback and job meaning. Ethical climate, in turn, was found to be related to a reduction in workplace incivility experienced by probationary employees. The indirect effect of EO on incivility via ethical climate was contingent on job feedback and meaning.

This study extends the discussion on the entrepreneurial context, adds to EO literature with findings on its indirect effect on nonfinancial performance and reinforces institutional theory through job characteristics’ moderating roles. However, a methodological limitation is conducting a cross-sectional single-source survey due to limited access to firms and probationary employees, considering the hidden population involved.

This study found no evidence of probationary employee exploitation in high EO organizations. Job seekers should embrace probationary work at start-ups. Entrepreneurial leaders should balance being proactive, innovative and caring toward employees.

It is debatable whether entrepreneurship leads to unethical organizational conduct. By studying a vulnerable group of employees, the authors discovered that EO, when paired with favorable job design factors, can create a more ethical workplace where temporary talents are treated with dignity and respect.