Search results

The purpose of this paper was to examine the relationship between organizational tenure and employee innovative behavior and the influence of culture difference and status-related moderators (i.e. status hierarchy and status stability) on the linkage.

By using a meta-analysis method that included 76 empirical studies, this study examines the relationship of organizational tenure and innovative behavior. In this study, 79 samples (N = 21659) derived from 76 empirical studies that met the inclusion criteria in the meta-analysis.

The results show that organizational tenure has a weak positive effect on employee innovative behavior (r = 0.04), and status hierarchy, position tenure, culture difference and measurement ways influence the relationship between the two. In addition, a three-way interaction among status hierarchy, position tenure and organizational tenure is found to jointly affect innovative behavior; specifically, for those who are low in status hierarchy and short in position tenure, their organizational tenures are positively related to innovative behavior, but for those with a longer position tenure in organizations, their organizational tenure may relate to innovative behavior negatively, whatever their status hierarchies are (high or low). This study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior efficiently at different career stages.

Limitations include tenure range of participants and no longitudinal samples in our studies. Future research should examine more contextual factors which influenced the relationship between organizational tenure and innovative behavior.

The results of this study show that long organizational tenure is not negatively related to innovative behaviors. For managers, do not ignore the contribution of long-tenured employees to innovation. Through promotion or job rotation to increase employees’ job satisfaction and innovative willing.

To authors’ knowledge, this is the first study to examine status attribute class variables in the relationship between organizational tenure on innovative behavior. The study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior at different career stages correctly.

The purpose of this paper is to posit a curvilinear relationship between organizational tenure and various facets of job performance. So far, theoretical explanations of such curvilinearity have been inconclusive and ambiguous. The current study draws from literature on organizational commitment to present an additional psychoeconomic explanation for curvilinearity. Further, it brings together job design, job stage, and conservation resource models to investigate moderation effects of motivational job characteristics on the organizational tenure-job performance relationship.

It is a longitudinal field study at two time periods using a sample of employees (n=679) in 19 job profiles from 13 different public sector organizations.

The current study found a mediated curvilinear relationship between organizational tenure and job performance from continuance commitment. The data show moderation effects of motivational job characteristics on the mediated curvilinear organizational tenure-job performance relationship.

Prior research based on industrial and business organizations provides substantial evidence to expect a curvilinear relationship between organizational tenure and job performance. That is, after an employee has spent a considerable amount of time in an organization and learned virtually all aspects of the job, further organizational tenure may cease to produce additional job performance improvements. However, scholars predicting curvilinear relationship have focused predominately on empirical verification with inconclusive and ambiguous theoretical explications. Therefore, the aim of the present study is twofold. First, it attempts to describe the ambiguous relationship between organizational tenure and job performance by examining the mechanism behind curvilinearity. Second, it examines motivational job characteristics as possible moderators that may affect the relationship.

The modern construction industry is highly competitive and cost driven, with tangible adversarial relationships between projects' contractual parties at individual and organisational levels; there are conflict of interest as people to survive. Accordingly, team leaders on construction megaprojects (CMPs) in multinational engineering organisations strive to survive in such competitive markets. The research’s aim is to investigate relationships between team leaders' tenure and management styles towards professional subordinates on CMPs and elaborate how corporate governance can optimally address this conflict of interest and adversarial relationships.

The research methodology adopted processes of inducting theory using case studies. A qualitative approach was adopted as a primary data collection and analysis source. It involved case studies through primary data collection in semi-structured face-to-face interviews with 38 professional subordinates (interviewees) to discuss impacts of team leaders' tenure on their management style (a five-team leader, case studies). The research methodology is based on building theories from case study grounded theory research methodologies.

The research introduced the notion that team leader survival syndrome is pronounced and evidenced by adversarial reactions towards new or experienced professional subordinates where team leaders perceive professional subordinates, especially at senior technical levels, as potential risks that jeopardise their positions and employment survival possibilities. The syndrome is proven based on real-life case studies; it is constant, tangible and serious disorder of attitudes and behaviours. Longer tenure stimulates and accelerates these phenomena and syndrome, with 58% of team leaders exhibiting such syndromes. Optimum employee tenure is between 7 and 10 years. Corporate governance provides good resolution practices.

The research implications are useful to construction industry and academia. However, the analysis is limited to the case studies considered in Canada and Qatar. Due to small sample size for both case studies and respondents to the questionnaire survey, it is recommended for future exploration to expand the scope of research to larger sample size and various demographic and geographical locations.

Corporates should acknowledge the presence of team leader survival syndromes. They should thoroughly investigate sociopolitical relationships behind it and seek to understand consequences on professional subordinates. Corporates should also adopt a 360-degree feedback system; they should limit trust given to team leaders in this regard to responsible trust, to eliminate manipulation. Team leaders are perceived as being not always truthful and misrepresent capabilities and performance of their professional subordinates to senior managers. Corporate governance holistic multidimensional perspectives are required to provide resolutions of team leader survival syndromes.

The research has discovered a phenomenon that team leaders on CMPs in architecture, engineering and construction (AEC) organisations, prompted by virtue of long tenure in corporates or by power of their managerial level in organisations, perceive their professional subordinates, especially senior technical employees, as potential risks. It is thought promoting them would put their own positions and security of tenure at risk. Hence, team leaders act adversarially, to enhance their own survival prospects. This research introduced the novel team leader survival syndrome and introduced analyses, practical implications and recommendations.

This paper aimed to explore the direct and indirect effects of demographic diversity variables on citizenship behaviours, affective commitment, collective efficacy and general productivity.

A self‐report questionnaire was used to gather data from employees in the public sector (local government) of Australia.

Results of the hierarchical regression analyses showed direct and significant relationships between certain demographic diversity variables and several criterion variables. Moving from non‐management to management level was predictive of an increase in organisational citizenship behaviours and affective commitment. Additionally, an increase in tenure within a work unit was predictive of general productivity. Conversely, an increase in organisational tenure was predictive of a decrease in general productivity. Also, an increase in women in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Furthermore, an increase in men in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Moderated regression analyses indicated that transformational leadership moderated relationships between organisational tenure and organisational citizenship behaviours as well as organisational tenure and general productivity. Finally, transformational leadership moderated relationships between women in work unit and organisational citizenship behaviours, and women in work unit and general productivity.

The authors gathered cross‐sectional data for their research while both of their leadership and performance data were based on participants’ self‐reports. Future research should gather data from multiple sources and employ longitudinal and experimental designs to explore the link between demographic diversity, leadership and organisational outcomes.

Based on the current results, managers need to understand and nurture task‐related demographic diversity (such as gender composition of a workgroup, non‐management vs management level, and tenure in work unit) shown to be positively related to citizenship behaviours, affective commitment and general productivity. Furthermore, organisations should put in place human resource management programs which actively promote transformational leadership in order to lessen or neutralise possible negative effects of demographic diversity on relevant organisational outcomes.

This empirical study adds to the growing research findings regarding the relationship between demographic diversity variables and various organisational outcomes using data from the public sector of Australia.

The authors propose and test these boundary conditions to the relationship between voluntary collective turnover and unit performance: job and organizational tenure and the time clustering of turnover.

The authors analyze longitudinal data obtained from 231 units of an international clothing retailer in Spain assessed during 36 months.

The authors show that when the remaining workforce has moderate, but not low or high, levels of job and organizational tenure, the negative effect of quits on performance is buffered. Furthermore, their results show that time-clustered voluntary turnover patterns have stronger negative effects on unit performance than turnover patterns spread over time.

The authors extend the collective turnover literature addressing two qualitative properties of the content of voluntary turnover, the experience of the workers that remain in the unit after the turnover events happen and how these events are clustered/dispersed over time.

This study examines the moderating effect of international involvement on the relationship between two dimensions of managerial tenure and firm performance. Data for 89 Fortune 500 firms of varying levels of international involvement were gathered and analyzed. The results of the empirical examination provided significant support for the moderating effect of internationalization on the relationship between top management team tenure and firm performance. In general, in firms with relatively higher levels of foreign involvement, teams with higher organizational tenure and lower job tenure realized superior performance outcomes.

This study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development.

This study uses a survey design with data collected from the North American operations of a large global telecommunications company.

This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect.

The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees.

Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.

Drawing on social exchange theory (SET) and conservation of resources (COR) theory, the purpose of this paper is to examine the negative consequence of abusive supervision on knowledge sharing. Further, this paper explores the moderating role of organizational tenure in the relationship between abusive supervision and employees’ knowledge sharing behavior applying sense-making theory.

The hypotheses were tested using regression analysis across two independent studies conducted in South Korea.

The authors found evidence that there was a negative relationship between abusive supervision and employees’ knowledge sharing behavior. Furthermore, the aforementioned relationship was strengthened for those with longer organizational tenure.

This research deepens our understanding of the negative consequences of abusive supervision on employees’ knowledge sharing behavior by drawing on SET and COR theory. Through two independent studies, the results demonstrated that employees who receive abusive treatment from their supervisors tend to reduce their knowledge sharing behavior. Furthermore, this detrimental effect is stronger for key knowledge providers, namely long-tenured employees.

This research aims to clarify the relationship between organizational identification and employees’ unethical pro-organizational behavior, which has been a topic of mixed findings in previous empirical studies. To address this issue, a meta-analytic review was conducted, focusing on the influence of key individual differences such as gender, age and organizational tenure on the relationship between organizational identification and unethical pro-organizational behavior.

The study utilizes large scholarly databases including Google Scholar, PsycINFO, Business Source Premier and ProQuest Dissertations to identify relevant studies. A total of 31 independent samples with a combined sample size of 8,861 participants were included in the analysis.

The results showed that the estimated average correlation between organizational identification and unethical pro-organizational behavior after corrected for measurement unreliability was 0.188 (p < 0.001, 95% [CI: 0.125, 0.251]). Gender demonstrated a significant moderating effect (estimate = 0.004, p < 0.05, 95% [CI: 0.000, 0.007]), suggesting that there is stronger association between organizational identification and unethical pro-organizational behavior among male participants. Neither age nor organizational tenure had significant effect on organizational identification-unethical pro-organizational behavior relations.

This study revealed that the organizational identification-unethical pro-organizational behavior link was positive, and the relationship was stronger among male participants than their female counterparts. Age and organizational tenure show no significant impact on unethical pro-organizational behavior. These contribute to The authors' understanding of organizational identification-unethical pro-organizational behavior relationship, as well as identifying its boundary conditions. The study suggests directions for future research and implications for managers and practitioners.

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.