Search results

Workplace mavericks are often labeled as non-conformists. They are perceived to be the employees who disregard organizational policies and procedures, and who invite huge risks in the pursuit of goals that sit outside what the organization dictates as the core business or practice. While this may be accurate to a degree, it is not the complete story. Guided by recent conceptualizations of non-conformity and positive deviance, this qualitative study interviewed 27 observers of mavericks (observer-types) in the workplace, and 28 interviews with mavericks (maverick-types). Results highlight that while maverick individuals do challenge organizational norms, they do so for the benefit of others, including the organization. Additionally, they are not wildcard non-conformists as they do in fact conform. However, they are conforming positively to higher level hyper-norms or organizational goals, and therefore operate in what could be termed as bounded non-conformity. Understanding the form that this bounded non-conformity takes is key for organizations to mitigate perceptions of the risk posed by maverick individuals, while maximizing the rewards that maverick employees can offer to organizations, especially for informing ideas and plans around more radical change and innovation. In this way, organizations can benefit from the numerous and unique contributions of mavericks in the workplace, such as innovative, unorthodox, and out-of-the-box thinking, while at the same time still ensuring the effective governance and risk management of the organization.

Entrepreneurship research has paid little attention to variance in entrepreneurial opportunities, instead choosing to treat them as homogenous. Thus, the field has failed to acknowledge that there are significant variations in means–ends conceptualizations giving rise to different types of opportunities. Further, researchers and educators have not fully considered that the type of opportunity being pursued has implications for which entrepreneurial actions are required to realize a successful outcome. We address these issues in this chapter by distinguishing means–ends combinations such that four types of opportunities – replication, reinterpretation, revelation, and revolution – are introduced. This matrix leads to propositions regarding differing actions that would be emphasized as a function of the type opportunity under consideration (e.g., legitimacy building, knowledge assimilation, market demand, and resource acquisition). The net effect is an improved understanding of how variations in means–ends conceptualizations influence how entrepreneurs interpret their particular opportunity, which in turn drives the actions they take as they attempt to turn their vision into reality. This improved understanding has important implications for entrepreneurship education and we suggests a number of possible changes to pedagogy that flow from our framework. We believe that these changes will bring added richness and value to the classroom.

Purpose – A major limitation in cross-cultural research continues to be attempts to compare construct measurements across cultures without adequate conceptual and empirical evidence of the equivalency of the measurement scores. Of significant concern in such studies is the presence of various types of response bias that may systematically differ from one culture to another, resulting in a potential violation of the assumption that measurement scores across cultures are equivalent. The focus of this study is to investigate the role of the response format type, extreme response style (ERS). Most studies have investigated response bias styles using Likert-type scales as response formats, yet it has long been argued that these particular formats tend to result in various types of response style bias, especially in cross-cultural research. Would other scaling devices, such as semantic differential (SD), lessen response style bias in pan-cultural studies? To answer this question, our study employs two types of response formats (i.e., Liker-type and SD) to empirically test for the presence of ERS within each response format style.

Methodology/approach – This chapter takes the form of empirical research using ERS indices to test for the degree of ERS between response formats using samples from a collectivistic culture (i.e., South Korea) and an individualistic culture (i.e., United States).

Findings – Results show that samples from both cultures exhibit greater levels of ERS when using Likert-type scales compared to SD scales. Additionally, this study finds that, when using Likert-type scales, ERS is greater for U.S. respondents than for South Korea respondents. Finally, results show that there is no statistically significant difference in ERS between the two cultural groups when using SD response formats.

Research implications – Findings show that the use of SD response formats eliminates systematic differences in ERS between a collectivist sample and an individualist sample. Therefore, the use of such response formats in future cross-cultural research can greatly diminish the problematic effects of culturally based ERS and lead to greater confidence in the equivalency of measurement scores across cultures.

Originality/value of paper – This study is the first to simultaneously assess culturally based ERS using two types of response formats to investigate the impact of response format on ERS. Furthermore, this study assesses the role of response format on ERS both within and between two distinctly different cultures.

The rise of the sharing economy has brought with it a huge variety of new organizational forms and innovative business models. An integral part of these forms and models is the communities and members of sharing-economy organizations, since they significantly contribute to value creation for these organizations. Relying on community member contributions, though, is a challenge for these organizations because fluid community boundaries and voluntary membership makes it difficult to coordinate their activities. This chapter investigates the under-researched question of how sharing-economy organizations govern the actions of their community members. Following an abductive approach that included site visits, participant observations, and 67 interviews, we develop a framework that illustrates four different types of governance: pure market, pure clan, market-hierarchy hybrid, and clan-hierarchy hybrid. The framework explains differences among these types depending on the main activity (providing resources or producing jointly) and the primary aim of the community (business orientation or social orientation). This study thus contributes to research on both governance in general and to sharing-economy organizations in particular by capturing the variety and diversity of community forms, governance practices, and business-model configurations.

Teaching is increasingly recognised as a complex, demanding career. Teachers experience higher levels of stress and burnout than other professionals. The career is subject to heightened levels of public scrutiny and yet offers only modest rewards in the form of social status and income. Drawing on a typological model of coping styles among a diverse sample of German health professionals, we identified six types of emotional coping (Good health, Sparing, (healthy) Ambitious, (path to) Burnout, Diligent, and Wornout) among a longitudinal sample of 612 Australian primary and secondary teachers. A significant outcome of our study was the empirical differentiation between burned out and wornout teachers. This extends the literature on teacher burnout and offers new directions to the study of ‘at risk’ beginning teachers.

We examine personnel policies and careers in public agencies, particularly how wages and promotion standards can partially offset a fundamental contracting problem: the inability of public-sector workers to contract on performance, and the inability of political masters to contract on forbearance from meddling. Despite the dual contracting problem, properly constructed personnel policies can encourage intrinsically motivated public-sector employees to invest in expertise, seek promotion, remain in the public sector, and work hard. To do so requires internal personnel policies that sort “slackers” from “zealots.” Personnel policies that accomplish this task are quite different in agencies where acquired expertise has little value in the private sector, and agencies where acquired expertise commands a premium in the private sector. Even with well-designed personnel policies, an inescapable trade-off between political control and expertise acquisition remains.