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The types of innovation considered to be Schumpeterian can be very broad. What is an innovation? According to The Advanced Learner's Dictionary (Hornby, Gatenby, & Wakefield, 1973, p. 545), an innovation is “something new that is introduced.” This covers both inventions and their introduction. Thus, introducing methods to a new market can certainly be a form of Schumpeterian innovation. Schumpeter, however, distinguished innovations (innovators) from inventions (inventors) (Swedberg, 1991, p. 173). He considered innovations as the prime movers in the capitalist process. Johannessen, Olsen, and Lumpkin (2001) dwell on six measures of the “newness” of an innovation based on his interpretation of Schumpeter and others, but glossed over the distinction between innovations and inventions. What, then, was Schumpeter's original formulation?

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.

In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.

We investigate outcomes associated with the turnover of unskilled workers, isolating its effects on revenue, cost, and profit. Little attention from researchers has been given to unskilled workers, a significant portion of the workforce.

This study investigates the relation between turnover among unskilled workers and financial performance using data from 527 hotels owned by the same lodging chain. The workers in our sample are full-time housekeepers and front desk attendants.

We find that the relation between turnover and performance differs by turnover type (voluntary vs. involuntary) and category of unskilled worker, reiterating the need to differentiate between turnover type and the importance of context in studying turnover. We challenge the assumption that voluntary turnover is categorically harmful and our results for front desk attendants support the view that organizations choose turnover levels that maximize performance. We also provide new evidence on the effects of involuntary turnover. Contrary to the established notion that dismissing less able employees should improve performance, we find that involuntary turnover has negative consequences.

Our results demonstrate the importance of distinguishing voluntary turnover from involuntary turnover and the need to include both in models predicting turnover’s performance effects.

Anyone who has recently watched television or movies can tell you that transgender, gender nonbinary or gender expansive people are becoming more visible in these media. This trend reflects the reality that younger generations are increasingly identifying with more fluid and nonbinary gender and sexual identities and are progressively expressing those identities in a more flexible and changing manner (Herman et al., 2022; Wilson & Meyer, 2021). Unsurprisingly then, those individuals are also more visible at work, including in workplaces with employer-mandated dress codes. Indeed, in 2020 the US Supreme Court decided a case involving a transgender woman, Aimee Stephens, who was fired because her employer, a funeral home, required her to conform to its gender-binary dress policy and wear clothing mandatory for people assigned male at birth, rather than appropriate for her female gender identity ( Bostock v. Clayton County, 2020).

However, as the description of Aimee Stephens's own experience illustrates, often these employer appearance codes are based on a binary and fixed conception of gender and gender identity and expression at odds with the increasing number of workers who do not identify within those rigid parameters. Moreover, even when an employee, like Aimee Stephens herself, could have fit within her employer's dress code, the improper application of that policy to her, or employer concerns about customer or co-worker discomfort with an employee's appearance under the policy may mean that a worker's identity and expression may still conflict with a workplace appearance code. For gender nonbinary or nonconforming individuals, these complications are magnified.

This chapter explores the practical problems and barriers that employer dress codes have on employees whose gender identity and/or presentation move beyond the traditional male/female binary. Using insights from queer theory, gender expansive employees serve to interrogate fundamental assumptions behind workplace dress policies and the formal and informal ways in which these policies are policed. The chapter will explore that discordance, examine possible employer resolutions, and evaluate the strengths and weaknesses of those responses.

Based on an ethnographic study of a restaurant called the “Hungry Cowboy,” I examine how servers make use of sexual harassment claims within a sexually overt work culture. Focusing on the dynamics of a specific case, I explore how participation in sexual talk and touch provides positive rewards for some workers, operating as a source of craft pride, while laying the groundwork for exclusion of other workers. This study reveals how intersectionality plays out in the day-to-day behaviors and practices that make up workplace cultures, how white workers use a gendered tool to filter racism, the intentional manipulation of workplace culture by workers, and the unintended outcomes of sexual harassment laws.

This paper examines how young people develop meaningful self-concepts in the postmodern social world. Drawing from an ethnographic investigation of punk subculture, I explore how identity work is performed when young people are saturated with competing self-definitions and encouraged to engage in reflexive self-doubt. Focusing on the ecstatic qualities of concerts, I describe a complex process of identity formation wherein youth emotionally experience their identities through ritual performance rather than constructing them through institutional affiliation or narrative. My analysis draws heavily from Bourdieu’s practice theory and the existential phenomenology of Merleau-Ponty, emphasizing the centrality of embodiment and performativity to postmodern identity. I conclude with a discussion of how postmodern theories of the nonself exaggerate the insecurity of contemporary identity, and I outline a new theoretical framework regarding identity formation that bridges the literatures on subjectivity and embodiment with classical work in symbolic interactionism.

This chapter examines some of the demographic and socioeconomic factors, as well as cultural and institutional traditions, that help explain turnover and retention in Bulgaria. The case of Bulgaria illustrates that extant theories of turnover and retention may not be well suited to account for macroeconomic and large-scale social processes spurred by globalization. The focus here is on collective turnover at the organizational and particularly at upper levels of analysis (e.g., industry, region), and the authors emphasize four factors that they believe jointly contribute to the high levels of turnover in the country, namely (1) globalization processes affecting the country’s demography (i.e., mass international migration), (2) the economy (i.e., global labor arbitrage), (3) institutions (i.e., patchwork capitalism), and (4) culture (i.e., shifting generational values). To further scholarly progress, management scholars need to be more attentive to turnover – and its determinants – for larger collectives, that is, at levels above the unit and organizational. The authors provide concrete suggestions on how the case of Bulgaria opens up some avenues for future research on turnover and retention.