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The purpose of this paper is to research the extent to which different types of values influence a woman's decision to become an entrepreneur.

The paper constructs a two‐stage model to capture the entrepreneurial decision. In the first stage, life values affect the decision to enter the workforce. In the second stage, work values impact the type of employment sought: entrepreneur vs employee.

It is found that women whose life value is that “men should have scarce jobs before women” are less likely to participate in the labor force and hence less likely to become an entrepreneur; work values of initiative, achievement, and respect are positively correlated with entrepreneurship.

The definition of entrepreneurship is limited to those who are self‐employed.

The findings have important policy implications. If policy makers wish to spur the rate of entrepreneurship among women to make it approach or reach the same rate as men's, raising young women's awareness that they need not hold themselves secondary to men in the job market and instilling in them work values of achievement, initiative, and respect are important.

If policymakers address values that impede women's economic participation, they have the potential to assist both women's social status as well as their economic well‐being.

The contribution and originality of the work is the synthesis of labor economics and entrepreneurship scholarship in the two‐stage model of how values influence a woman's decision to become an entrepreneur.

The purpose of this study is to examine the development of a protean career orientation. In doing so, the paper also aims to assess how work experience, parents and peer networks co‐influence the development of a protean career orientation.

The paper uses semi‐structured interviews with young adults and explores their past, present and future work and career experiences. They were also asked them to explain what career success meant to them. Interview transcripts were reviewed and coded based on two main categories representing protean orientation: self‐directed career management and the expression of personal values as a mechanism for career decisions. The paper also process mapped how a protean career orientation developed in the interviewees. Those who reported a protean career orientation were interviewed two‐and‐a‐half years later so as to further explore their career experiences and the extent to which self‐directedness and value congruence influenced career decisions.

Results suggest that some reported a protean career orientation and of those that did they reported experiencing an image violation based on their personal values. Two types of personal values appeared important to the protean group, they were, making a contribution to society and maintaining work‐life balance. Those that were categorised as having a protean orientation also engaged in critical reassessment by interrogating the basis of their career values and strategies and this distinguished them from the rest of the interviewees who exhibited a more traditional career orientation. These findings are consistent with image theory's concept of a progress decision. This concept encapsulates the idea that individuals decide whether a career plan is moving them towards achievement of a career goal and if it is not, new or modified plans need to be taken up.

The exploratory findings have important implications for understanding the career strategies of protean careerists. Specifically, they elucidate how violations of values, goals and plans lead to career reappraisals. This paper provides important insights into reframing career choice and change in terms of image violations.

The paper provides a process map of the mechanisms that contribute to the development of a protean career orientation. Specifically, it focuses on image violations that appear to distinguish protean careerists from the remainder of the interviewees. Thus, the paper links protean careers with image theory as a means of understanding the underlying processes involved in early career decision making.

Work values are an important characteristic to understand gender differences in career intentions, but how gender affects the relationship between values and career intentions is not well established. The purpose of this paper is to investigate whether gender moderates the effects of work values on level and change of entrepreneurial intentions (EI).

In total, 218 German university students were sampled regarding work values and with EI assessed three times over the course of 12 months. Data were analysed with latent growth modelling.

Self‐enhancement and openness to change values predicted higher levels and conservation values lower levels of EI. Gender moderated the effects of enhancement and conservation values on change in EI.

The authors relied on self‐reported measures and the sample was restricted to university students. Future research needs to verify to what extent these results generalize to other samples and different career fields, such as science or nursing.

The results imply that men and women are interested in an entrepreneurial career based on the same work values but that values have different effects for men and women regarding individual changes in EI. The results suggest that the prototypical work values of a career domain seem important regarding increasing the career intent for the gender that is underrepresented in that domain.

The results enhance understanding of how gender affects the relation of work values and a specific career intention, such as entrepreneurship.

The purpose of this study is to find out the future workforce’s work values and, based on them, to examine the work environment Generation Z are looking for in the situation of job search. Moreover, this study aims to provide ideas for organizations on how to transform the work environment for the post-COVID-19 era to attract and retain employees, especially the members of Generation Z.

The research design is based on the theory development method. Data were generated and collected from 28 focus groups and a survey (n = 773). First, initial coding was done with an affinity diagram, followed by the intermediate coding phase, when the authors compared the codings’ results and selected the core data. Finally, the advanced coding resulted in a work value model, which presents Generation Z’s core work value categories.

The paper presents a work value theory for Generation Z, which reflects their expectations of the physical work environment and the flexible work arrangements among the work values. To prepare for the post-COVID-19 era, this study suggests organizations applying hybrid working models.

Based on impacts and expected transformations in office work in the post-COVID-19 era, the paper calls attention to the critical management issues concerning Generation Z’s preferences and expectations.

The findings propose a broader work value theory approach that highlights the work environment’s convenience features and integrates values that support the employees’ desired lifestyle and well-being.

After deciding to become agile, many information technology (IT) units struggle; they underestimate the needed managerial expertise to alter their current culture toward an agile one, particularly when cross-cultural (f)actors are involved. Given that work values are the key to an organizational culture, the study derived a set of agile work values of culturally diverse IT professionals together with a set of well-known generic work values. Consequently, the authors illustrate that managers in charge of the transition to an effective agile culture must pay serious attention to the specific value constellations of its often highly diverse workforce.

A literature review resulted in an initial list of agile work values. Then, mainly through a Delphi round, 12 agile-specific work values were established. These were survey rated, along with the validated set of 18 generic work values, by 102 British and Indian IT professionals in a digital service and consulting firm that was requested by its client to become agile. The observations made in 14 feedback group-interview-type dialogs enriched the surveyed data further.

In the current exploratory study, four generic value dimensions were complemented by two agile-specific ones: team communication and shared responsibility. Among the British and Indian (on-site and offshore) workers, only 2 of the 30 current work values were shared while 7 significant value differences were found, explaining the noted employee bitterness, productivity losses and client disengagement. This situation was reflected in the many discrepancies between the professionals' ideal agile way of working and how their unit was currently functioning.

The multi-method study shows an over-optimistic approach to becoming agile in a common cross-cultural context; insights are gained on how to optimize agile ways of organizing IT work when British IT workers collaborate with Indian IT workers. It may benefit many agile practitioners and managers working with(in) cross-culturally mixed and partly remote teams.

The purpose of this paper is to identify and characterize different work value patterns empirically. Furthermore, it is analyzed how these patterns are distributed in different countries and how they change in the course of time.

Latent class analysis as an advanced clustering procedure was applied. The empirical analysis is based on data from the International Social Survey Program from three time periods (1989, 1997 and 2005), covering five countries (USA, Great Britain, West Germany, Norway and Hungary).

The analysis reveals four distinct work value patterns among employees: “moderate demanders”, “high demanders”, “post modern demanders” and “income and security demanders.” The affiliation to these patterns depends on gender, generational membership, education, occupation and nationality. The historical analysis reveals considerable variety in cross-national developments.

The work value patterns identified have implications for recruitment, employee motivation and international HRM strategies. Management needs to be aware of work value patterns in the workforce in order to avoid mismatches and their negative consequences. If mismatch is unavoidable, the paper highlights the need to proactively manage mismatches between work value patterns and workplace situation.

The authors argue that different work values are not independent of each other. Instead, they seem to have systematic interrelations and exist in specific patterns. Accordingly different segments within the labor force can be characterized by specific combinations of work values. This is highly relevant because it could help to customize HR instruments and incentives.

Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose of this research was to discover the mechanism through which organization identification influences employees' creativity in the Chinese organizational context. Particularly, we proposed the mediating role of work engagement and the moderating role of work values in the relationship.

A questionnaire survey was utilized to collect the data from 281 employees working in China. Hierarchical regression was utilized to analyze the data.

The findings reveal that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity. Moreover, work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation have a positive moderating effect between work engagement and employee creativity.

This study recognizes and analyzes the mechanism underlying the influence of organizational identification and recommends that work engagement is a crucial mediator of the complicated relationship between organizational identification and employee creativity. Consequently, this study is the key effort for millennial employees’ work values and engagement to explore employee creativity in Chinese cultural context and also suggests important theoretical and practical implications.

While many studies focusing on work values have been conducted, few of them were specifically focused on generational differences within the hospitality context. This study aims to explore the structure of hospitality management work values and the perceived differences among three generations of managers and supervisors in the hospitality industry.

A survey of 398 managers and supervisors from hospitality organizations in the USA was conducted.

A total of 15 work values were identified along with their hierarchical order. A four‐dimensional (comfort and security, professional growth, personal growth, and work environment) work value structure shared by hospitality workforce and generational differences in work values of the hospitality industry were found.

The findings of this study are limited to a managerial workforce of the hospitality industry in a US tourism destination.

Implications are drawn for industry to recruit and retain the managerial workforce using strategies designed to meet the preferences and needs perceived by three generations of managerial workforce.

There are three unique contributions: the uncovering of different priorities in work values across the three‐generation hospitality managers; the revelation of the four underlying dimensions of the structure of work values that represent the uniqueness of work values perceived by the hospitality managerial workforce; and the discovery of generational differences in work values in two of the four dimensions (i.e. personal growth and work environment) and the generational preference shift. These findings might contribute to the justification for different recruitment and retention strategies among various sectors of the hospitality industry according to generational value shifts.

This study attempts to understand the research clusters and thematic evolution of the topic generational diversity at workplace, over the period of 2001–2009 and 2010–2018. Furthermore, it attempts to identify the key shifts (and convergence) that have taken place in the value system across generational cohorts.

In this context, the first stage of the study involved an in-depth systematic analysis of extant literature on multigenerational workforce between 2001–2009 and 2010–2018 by applying bibliometric analysis. Following an explanatory mix-method approach, the second stage of the study comprised of 32 interviews conducted across generations, exploring the role of ethics at the workplace.

It was revealed that during the period 2001–2009, communication and identification of generational characteristics emerged as the major themes. The 2010–2018 period unraveled four themes of research – retaining and engaging millennials through leadership, generational differences in work values, impact of generational differences on organizational-level variables and generational diversity in education and nursing. The outcome from the second stage showed that work values differ across generations with an emphasis on intrinsic work values, and work values have rather deteriorated, with baby boomers possessing stronger work ethics in comparison to the millennials. Finally, an integrated model for multigenerational workforce has been proposed.

This paper provides significant inputs to the expanding research in the area of work values, as it delves into the principal mechanisms leading to differences in work values among generations.

Bibliometric analysis, which is a quantitative approach to understanding the intellectual structure of a research topic, has been applied to generational diversity at the workplace. This constitutes a novel attempt that can be bracketed as a pertinent contribution to the field.

The declining attractiveness of construction industry to the new-generation onsite construction professionals (OCPs) in China can be the result of insufficient supply of what they desire at work. There is a lack of studies that make clear the work values of this cohort and the fit between their work value preferences and job supplies. Therefore, the purpose of this study is to address this issue.

This study focused on Chinese new-generation OCPs. Work values and job supplies were measured by two rounds of questionnaire surveys. Factor analysis was implemented to identify work value types. Paired samples t-test, independent samples t-test and one-way ANOVA were performed to figure out work value preferences and degree of supplies–values (S-V) fit and compare them across subgroups.

Intrinsic, “good time”, work-team-related, altruistic/prestigious and extrinsic work value types were identified. Chinese new-generation OCPs most valued work-team-related and intrinsic work aspects, while significant insufficient supply was relevant to intrinsic, extrinsic and “good time” aspects. Work value preferences and S-V fit showed significant differences among subgroups of gender, growth background, work rank and project type.

The results provide insights for construction companies to practice work-value-based human resource management toward new-generation OCPs and make targeted measures to address the misfit between supplies and values experienced by these OCPs.

This study for the first time examined work values of Chinese new-generation OCPs. It opens a new perspective for research based on S-V fit theory that focused on industry level. The effects of demographic and professional variables on the work values and the degree of S-V fit were revealed. This study thus contributes to the extant literature of work values and S-V fit.