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What happens to nonelite workers’ meaning, belonging, and identity when work is “on-demand”? On-demand organizations, such as Uber and TaskRabbit, have ambiguous boundaries and locations of workers. This qualitative study investigated how organizational and societal boundary discourse and the organization of the work itself, constructed sometimes conflicting worker roles that influenced how ride-hailing workers understood the boundaries of the on-demand organization and their location with respect to it. The roles of app–user and driver–partner constructed ride-hailing workers as outside the boundaries of the organization, while the driver–bot role constructed them as (nonhuman) elements of organizational technology. While the driver–partner role had positive and empowering identity, meaning, and belongingness associations, its conflict with the other roles blocked these positive associations, and led to cynicism and fatalism. We reflect on the possible impacts of the on-demand economy on society, workers, and the practice of work, particularly for nonelite workers.

The purpose of this paper is to present an organizational engagement model that highlights the design process of the homeroom teacher (HRT) role in Israeli high schools.

The model was constructed as a grounded theory during a qualitative research work conducted during 2007-2011.

The model is based on Maslow's and Schein's frameworks of personal needs and organizational culture, respectively, as well as on the principal's role.

The authors propose that the model contributes to the literature on organizational behavior and leadership in general and to the study of educational organizations in particular, in three ways: first, it stresses the principal's role in the design process of leadership roles; second, it deepens the understanding of the concept of engagement by examining it through a qualitative lens; and third, it suggests a hierarchical organizational engagement ladder for the HRT role.

This study examined the relationship among biological sex, gender role, organizational status, and conflict management behavior of males and females in three similar organizations. Individuals (N = 118) from upper and lower status organizational positions completed the Rahim Organizational Conflict Inventory‐II, in the context of two recalled organizational conflicts (Rahim, 1983a), and the Bern Sex Role Inventory (Bern, 1974). After controlling for biological sex, when compared with other gender roles masculine individuals were highest on the dominating conflict style, whereas feminine individuals were highest on the avoiding style, and androgynous individuals on the integrating style. Further, upper organizational status individuals were higher on the integrating style, while lower status individuals reported greater use of avoiding and obliging styles.

This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.

The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.

Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.

Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.

The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.

Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.

The purpose of this paper is to investigate the role of organizational image in engaging employees and improving their performance. The study has explored the role of employee’s perception about the organizational image, and its linkage with the investment of employee’s energies into their work roles resulting in employee engagement (EE) and hence performance.

Adopting a model that was built on the basis of research conducted in the form of surveys. By using cross-sectional data and following a quantitative research method, the study collected data from 701 managers in India holding various positions, in different industries. The study has used “Component-Based Structural Equation Modeling” by Smart PLS.

The key findings of the study help employees as well as employers to have a thorough, comprehensive understanding to improve EE and their performance by creating a positive and consistent organizational image.

This study will be very useful for employers and policymakers to understand the value of organizational image in engaging the workforce effectively. Aligning with the organizational behaviors theoretical support, this study yields some important and useful suggestions for managers to engage and retain their workforce in the present dynamic work environment.

The paper tries to focus on one’s perceptions of the organization and its linkage between EE and performance. The positive perception of employees reflects that they identify themselves and feel connected with the overall vision of the organization.

This article aims to examine tensions between hybrid clinician managers' professional values and health care organisations' management objectives.

Data are from interviews conducted with, and observation of, 14 managerial participants in a Cancer Therapy Unit set in a large teaching hospital in New South Wales, Australia, who participated in a Clinical Leadership Development Program.

The data indicate that there are tensions experienced by members of the health care organisation when a hybrid clinician manager appears to abandon the managerial role for the clinical role. The data also indicate that when a hybrid clinician manager takes on a managerial role other members of the health care organisation are required concomitantly to increase their clinical roles.

Although the research was represented by a small sample and was limited to one department of a health care organisation, it is possible that other members of health care organisations experience similar situations when they work with hybrid clinician managers. Other research supports the findings. Also, this paper reports on data that emerged from a research project that was evaluating a Clinical Leadership Development Program. The research was not specifically focused on organisational professional conflict in health care organisations.

This paper shows that the role of the hybrid clinician manager may not bring with it the organisational effectiveness that the role was perceived to have. Hybrid clinician managers abandoning their managerial role for their clinical role may mean that some managerial work is not done. Increasing the workload of other clinical members of the health care organisation may not be optimal for the health care organisation.

Organisational professional conflict, as a result of hybridity and divergent managerial and clinical objectives, can cause conflict which affects other organisational members and this conflict may have implications for the efficiency of the health care organisation. The extension or duality of organisational professional conflict that causes interpersonal or group conflict in other members of the organisation, to the authors' knowledge, has not yet been researched.

The purpose of this paper is to examine through a sensemaking lens the transforming nature of scientists’ work role in public research organizations (PROs), resulting from organizational innovations in the form of collaborative culture.

Based on a symbolic-functionalist theory of work role transition, the paper uses interview data from a case study to explore scientists’ sensemaking of work role change.

Work role transition and identity processes among scientists in traditional PROs reveal tensions regarding organizational restructuring to the extent that organizational innovations are changing scientific work conflict with organizational norms, procedures and reward structures in hierarchical, bureaucratic PROs.

As the paper is based on only one case study, further research should be carried out on the difficulties involved in transforming the nature of the scientific work role and the way scientists recognize, contradict and make sense of changes.

The novelty of this paper is in the un-discussed role of organizational innovations in enabling new work roles for scientists in public research centers and how scientists make sense of and react to these innovations. Therefore, this paper could be beneficial for PROs facing pressure to restructure.

Organisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.

Using ordinary partial least squares regression through SmartPLS version 3.3.3, the authors tested the study hypotheses basing on survey data collected from 315 respondents who were selected randomly to complete a self-administered questionnaire from 101 humanitarian organisations. Common method bias (CMB) associated with surveys was minimised by implementing both procedural and post statistics methods.

The results indicate that organisational networks and organisational learning have a significant influence on organisational adaptability and role clarity. The results also show that organisational adaptability partially mediates in the relationship between organisational networks, organisational learning and role clarity.

The major limitation of the study is that the authors have used cross-sectional data to test this research hypotheses. However, this was minimised following Guide and Ketokivi's (2015) recommendation on how to address the limitations of cross-sectional data or the use of longitudinal data that can address CMB and endogeneity problems.

Managers in humanitarian organisations can use the authors’ framework to understand, first, how complex adaptive system competence can be used to create organisational adaptability and, second, how organisational adaptability can help organisational networks and organisational learning in improving role clarity among humanitarian organisations by collaboratively working together.

This research contributes to the existing body of knowledge in humanitarian logistics and supply chain management by empirically testing the anecdotal and conceptual evidence. The findings may be useful to managers who are contemplating the use of organisational networks, organisational learning and organisational adaptability to improve role clarity in disaster relief-related activities.

This study examines how newcomers use colleagues as role models in organizational socialization, taking a multiple level approach to organizational socialization as individual, social and cultural learning processes. The newcomers' most important personal characteristics are expectations, experience, self‐confidence and competitive instinct. These personal characteristics were affected by early experience during the first four to six weeks in their new job. The study shows not only the correlation between early experience and personal characteristics, but also reveals a strong correlation between early experience and organizational socialization outcome. Newcomers rely on role models, and as a result of interaction and observation they acquire different qualifications from several role models. The term “multiple contingent role models” is introduced to explain how newcomers use role models.

The purpose of this paper is to reconceptualize public relations roles, particularly the organizational conscience role, by examining practitioner involvement in organizational value setting.

Australian communication practitioners were interviewed to ascertain practitioner involvement in organizational value setting. The interview results were subjected to a multiple perspective analysis, which was used to develop a new framework for public relations roles.

The research found that most respondents were involved in organizational value setting, albeit at the implementation stage. The results also showed the potential for practitioners to extend their involvement to a more leadership‐oriented critical inquiry role. Based on this analysis, this paper proposes three agency roles: agency of corporate compliance, agency of concertive control, and an agency of critical conscience.

The small sample of Australian respondents and the novel approach used to analyse public relations roles require further research. The results offer new ways for practitioners to enact the conscience role through dialectical inquiry.

The paper includes implications for embedding dialectical inquiry in public relations roles, and for integrating leadership into the technician‐manager role typology.

The paper examines practitioner involvement in organizational value setting through a multiple perspective lens and introduces a new public relations roles framework.