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1 – 10 of over 162000Lynn M Shore, Lois E Tetrick, M.Susan Taylor, Jaqueline A.-M Coyle Shapiro, Robert C Liden, Judi McLean Parks, Elizabeth Wolfe Morrison, Lyman W Porter, Sandra L Robinson, Mark V Roehling, Denise M Rousseau, René Schalk, Anne S Tsui and Linn Van Dyne
The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations…
Abstract
The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.
Angus W. Laing and Paul C.S. Lian
Research into inter‐organisational relationships has been one of the key drivers in the development of services marketing theory. Yet the understanding of the nature of such…
Abstract
Purpose
Research into inter‐organisational relationships has been one of the key drivers in the development of services marketing theory. Yet the understanding of the nature of such relationships, and the management of the relationship process, remains limited. Focusing on the development of buyer‐seller relationships in an archetypal professional business service, this paper aims to critically examine the nature and format of inter‐organisational service relationships.
Design/methodology/approach
Research reported in the paper is based on case study research across multiple dyads (n=7) in the occupational health sector supported by large‐scale survey data.
Findings
Argues that, rather than adhering to a single format in terms of characteristics or pattern of development, relationships are diverse and complex. A typology of “ideal type” relationship formats, ranging from quasi‐transactional to internalised, is proposed. Each of these ideal types is characterised by a unique set of causal and resultant conditions.
Research limitations/implications
The paper is based on data from a single, albeit archetypal, professional business service. Consequently future research should address the replicability of the results across other service sectors.
Practical implications
The identification of these discrete relationship formats and their key characteristics along a continuum provides an empirical basis on which service professionals can develop targeted strategies for the management of particular inter‐organisational relationships.
Originality/Value
Building on preceding research, the paper provides empirically based analysis of the nature and format of inter‐organisational relationships in professional service markets.
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Hoda Awada and Moustafa Haj Youssef
This study explores the influence of organizational structure on relationship formation and tacit knowledge sharing within a family business context.
Abstract
Purpose
This study explores the influence of organizational structure on relationship formation and tacit knowledge sharing within a family business context.
Design/methodology/approach
Utilizing a single case study approach, data were collected through interviews and questionnaires from 12 participants at a family-owned advertising and communication firm in Beirut, Lebanon.
Findings
The research highlights the critical role of organizational structure in enhancing organizational effectiveness through knowledge transfer. It underscores how both intraorganizational and interorganizational ties influence knowledge sharing processes and demonstrates the varying impacts of tie strength on tacit knowledge distribution.
Originality/value
This paper contributes to the literature by examining the interdependence between organizational structure, tacit knowledge transfer and tie strength in family businesses. By analyzing these elements across internal and external boundaries, the study offers a fresh perspective on network dynamics. The research highlights that traditional definitions of network ties may not fully capture the unique environment of family firms, where structural nuances impact knowledge sharing and performance. Practically, the findings provide actionable insights for managers to design organizational structures that optimize tacit knowledge flow, fostering innovation and competitiveness. This work challenges existing frameworks and offers guidance for improving knowledge management in family businesses, supporting sustainable growth and success.
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Antagonistic relationship among the participants of construction projects has significantly improved, and further improving cooperation quality are committed. In this context…
Abstract
Purpose
Antagonistic relationship among the participants of construction projects has significantly improved, and further improving cooperation quality are committed. In this context, expanding new ways to improve cooperation quality has become a new topic in cooperation research. This study is dedicated to exploring the mechanism of cross-organizational private relationships on cooperative behaviors, which is rarely addressed in current research on construction projects, and provides reference for the rational use of cross-organizational private relationships.
Design/methodology/approach
Based on analysis of studies related to relational governance theory, institutional theory and project complexity, this study constructs the theoretical model. This study uses survey data from 395 construction professionals in China to test the theoretical model by using structural equation modeling (SEM) and explains the direct and indirect mechanism of cross-organizational private relationships on cooperation behavior.
Findings
(1) Cross-organizational private relationships have direct and indirect facilitating effect on cooperation behavior. (2) Relational norms as mediating variables contribute to the expansion of the positive effects of cross-organizational private relationships on cooperation behavior. (3) Institutional environment and project complexity have the moderating effect between cross-organizational private relationships and cooperation behavior.
Originality/value
This research investigates the impact mechanisms and boundary conditions of cross-organizational private relationships at the micro level on the cooperative behaviors in construction projects and conducts empirical research. It is a topic that has not been adequately researched in the field of project management. The research results expand the scope of research on relational governance and deepen the research on the antecedents of relational norms. It provides the base for the proposed contingency theory of relational governance.
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Harry Sminia, Anup Nair, Aylin Ates, Steve Paton and Marisa Smith
This chapter addresses the dynamics in inter-organizational relations. The authors probe the value networks so prevalent within contemporary manufacturing to put forward that…
Abstract
This chapter addresses the dynamics in inter-organizational relations. The authors probe the value networks so prevalent within contemporary manufacturing to put forward that their basic cooperation/competition duality manifests itself in practical terms as capability, appropriation, and governance paradoxes. The authors conducted a longitudinal ethnographic study aimed at capturing the process by which inter-organizational collaboration in manufacturing value networks is enacted. Our study finds that inter-organizational relations are “nested” in that a relationship plays out over an interpersonal network where the inter-organizational relationships are a framework for action, while simultaneously interpersonal interactions affect how the inter-organizational relationships take shape and evolve. Furthermore, we found that inter-organizational dynamics is essentially a stratified process. Solving particular and concrete problems at the surface level, with regard to specific collaboration issues between organizations, simultaneously shapes truces with regard to the underlying capability, appropriation, and governance paradoxes.
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This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of…
Abstract
This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.
Houcine Akrout and Antonella La Rocca
This paper examines how inter-organizational and interpersonal trust are created and how these trust levels can be balanced to create positive outcomes in high-involvement…
Abstract
This paper examines how inter-organizational and interpersonal trust are created and how these trust levels can be balanced to create positive outcomes in high-involvement customer–supplier relationships. Using a theoretical analysis and conceptual development, we propose a framework highlighting different drivers and moderators of the two trust levels. The integrative framework emphasizes the antecedents of interpersonal and inter-organizational trust (competence, honesty, and benevolence vs transparency and foreseeing conflicts) and the role of relational signaling as a moderator to catalyze the “leap of faith,” as well as the articulation of trust-level bases and outcomes. The paper contributes to the discussion on trust levels’ drivers and the need to use relational signaling in order to create and maintain effective trust at the interpersonal and inter-organizational levels. Unlike most of the existing literature, we argue that interpersonal trust does not necessarily develop into the fold of inter-organizational trust. Studying the antecedents and consequences of trust in the context of high-involvement relationships adds new insights to the understanding of customer–supplier relationships.
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Tyler Hancock, Michael L. Mallin, Ellen B. Pullins and Catherine M. Johnson
This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover…
Abstract
Purpose
This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover intentions and a reduction in customer orientation that causes disruption to impact customer relationships. This research helps to address drivers of salesperson envy, the potential disruptions to customer relationships and the required need to invest in psychological resources to offset these negative effects.
Design/methodology/approach
A total of 211 salespeople were surveyed to test the hypotheses. First, the measurement model was validated using a confirmatory factor analysis. Next, the hypotheses were tested using structural equation modeling AMOS 27. Mediation and moderated mediation were tested using the bootstrap method. Estimands were created within AMOS to test the indirect and interaction effects in the full model. A post hoc analysis further informed the findings.
Findings
The results show that the development of envy increases under conditions of organizational disruptions, leading to potential customer disruptions through turnover intentions, unethical selling behaviors and a reduction in customer orientation. In addition, the mediation analysis shows that envy drives the relationship between organizational disruption and unethical selling, turnover intentions and customer orientation through fully mediated relationships. Finally, the interaction effects between organizational disruption and psychological capital show high levels of psychological capital help to decrease the development of envy, thus reducing unethical selling behaviors and turnover intentions while increasing customer orientation.
Practical implications
The study provides practitioners with insights into how to reduce envy by investing in the psychological capital of their salesforce. The study also provides suggestions for handling disruptions and managing envy to prevent actions that act to damage customer relationships.
Originality/value
Salespeople are likely to encounter organizational disruption. Sales managers need to be prepared to manage the outcomes of organizational disruption as it impacts the sales force. Understanding how disruptions impact customer relationships through envy is an important yet under-explored topic. This research adds to and expands the sales literature using cognitive appraisal theory to help address drivers of salesperson envy and its potentially negative impact on customer relationships and shows the required need to invest in psychological resources to offset these negative effects. The study also helps expand the recent focus on worldwide disruptions by adopting another context for disruption stemming from organizational disruption.
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Ayobami Adetoyinbo, Jacques Trienekens and Verena Otter
Much has been written on the effect of fast-moving business environments on organizational and supply chain (SC) management. Yet, empirical findings on the effect of changing…
Abstract
Purpose
Much has been written on the effect of fast-moving business environments on organizational and supply chain (SC) management. Yet, empirical findings on the effect of changing external and internal contingencies on today’s globalized agrifood SC networks and performance are still fragmented into different organizational instruments, with some conflicting results remaining unexplained. This study aims to address these deficiencies by providing a comprehensive research framework to investigate how SC external and internal contingencies jointly influence organizational SC network structures and agrifood performance across mutually dependent tiers.
Design/methodology/approach
Using partial least squares structural equation modeling, the so-called “contingency–netchain–performance” framework, based on contingent resource-based theory and the netchain approach, was empirically tested on data obtained from a standardized survey of 405 artisanal producers and 238 processors in the Nigerian shrimp sector.
Findings
The results provide statistical evidence that supports the path dependency of firm performance from the interplay of vertical, horizontal and lateral relationships and, primordially, from both external and internal contingencies. The findings show that the contingency paradigm of fit among small-scale food producers and processors cuts across tiers and uncover a tendency to adopt relational governance and tighter network structures that result in an organic organization as the best-fitting structure.
Originality/value
The paper presents a new research framework that offers comprehensive empirical explanations for the joint influence of SC external and internal contingencies on organizational SC network structures and performance across mutually dependent agrifood tiers. This study’s conceptual, practical and policy implications for SC management provide a nascent and flexible basis on which to identify the best-fitting organizational strategies that maximize firm performance across agrifood SC tiers characterized by changing business environments.
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Amy McMillan, Hao Chen, Orlando C. Richard and Shahid N. Bhuian
The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between…
Abstract
Purpose
The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.
Design/methodology/approach
Structural equation modeling was employed to test the theoretical model.
Findings
It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.
Research limitations/implications
More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.
Practical implications
More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.
Originality/value
The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.
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