Fluidity,Identity, and Organizationality: The Communicative Constitution of Anonymous

This paper examines how fluid social collectives, where membership is latent, contested, or unclear, achieve ‘organizationality’, that is, how they achieve organizational identity and actorhood. Drawing on the “communicative constitution of organizations” perspective, we argue that the organizationality of a social collective is accomplished through ‘identity claims’ – i.e., speech acts that concern what the social collective is or does – and negotiations on whether or not these claims have been made on the collective's behalf. We empirically examine the case of the hacker collective Anonymous and analyse relevant identity claims to investigate two critical episodes in which the organizationality of Anonymous was contested. Our study contributes to organization studies by showing that fluid social collectives are able to temporarily reinstate organizational actorhood through the performance of carefully prepared and staged identity claims.     

Making sense of HR in family firms: Antecedents,moderators, and outcomes

Family business researchers have felt increasing distress with the lack of understanding about how families – i.e., their structure, relationships, emotions, and goals – shape how families manage family firms, leading to calls to more fully incorporate “family science” theories about the nature of family into research about family firms. It seems likely that families' first impact in family firms will be on how employees are treated and managed. Thus, this special issue brings together papers that offer an early glance at what is to be gained by leveraging theories about family to help explain how families influence human resource management within family firms, and how human resource management, in turn, impacts key family firm outcomes.     

Can We Still be Friends? The Role of Exit Conversations in Facilitating Post‐Exit Relationships

Organizations might benefit from maintaining relationships with former employees, who could be rehired later or encouraged to refer job applicants and customers. We integrate the management literature on voluntary resignations and the communication literature on relationship dissolution to explore how conversations between an exiting employee and his or her manager facilitate (or constrain) post‐exit relationships. Employees who had recently resigned from full‐time jobs described their exit experiences in semistructured interviews with the research team. The results suggest two dominant patterns. When employees exited for external reasons (e.g., to pursue a program of study), they engaged in very direct communication strategies, elicited positive responses from their managers, and left with high interest in a post‐exit relationship. But when employees exited for internal reasons (problems within the employment relationship), they engaged in multiple exit cycles and moved from indirect communication strategies toward increasingly direct ones. Managerial responses to these strategies failed to capitalize on opportunities to nurture post‐exit relationships and sometimes generated a “vendetta effect” among exiting employees. The results suggest that managers might benefit from training in how to conduct effective exit conversations, particularly with employees who are leaving for internal reasons. © 2014 Wiley Periodicals, Inc.     

The “I quit” syndrome

Managements, unions, and arbitrators have been plagued by a very simple but long-standing problem involving what might be termed a routine human resource action. The problem stated simply is: When is a quit a quit? Where employees are represented by a bargaining agent, the company cannot always be sure that a “quit is a quit.” It is clear that employers who do not understand the “I quit” syndrome are in an uncertain position with respect to handling such problems. The authors have also discovered that unions do not understand the “I quit” syndrome either and at times go to arbitration with all of its attendant costs when the employee has actually “quit.” The purposes of this article are to study how arbitrators have ruled, to establish the principles involved in this little-known area of union/management relations and to provide parties to such cases with information to guide them. Arbitrators have upheld grievances and reversed company actions often enough that there is a need to clarify what is a “quit” as well as a need to clarify what the rights are of both parties under the collective bargaining agreement. The authors found that many managements use the “I quit” syndrome as a substitute for disciplinary action. It is clear from arbitral decisions that it is best from the company point of view to allow the disciplinary system to handle problem employees. The authors also found that reasonable resignations by employees were upheld by arbitrators. If employers carefully handle and document employee resignations, the resignations will stand. Further, it is clear that employers must issue clear policy statements concerning resignations; this includes avoiding resignations under duress. Finally, parties to collective bargaining agreements need contract language defining a quit.     

Content vs. Process in the HRM‐Performance Relationship: An Empirical Examination

This study investigates the impact of a human resource management (HRM) system, which integrates both content and process of human resource (HR) practices, on organizational performance, through collective employee reactions. The analysis is based on a sample of 1,250 Greek employees working in 133 public‐ and private‐sector organizations, which operate in the present context of severe financial and economic crises. The findings of the structural equation modeling suggest that content and process are two inseparable faces of an HRM system that help to reveal a comprehensive picture of the HRM–organizational performance relationship. Based on the findings that collective employee reactions mediate the HRM content (i.e., organizational performance relationship) and HRM process moderates the HRM content (i.e., employee reactions relationship), the study has several theoretical and practice implications. © 2014 Wiley Periodicals, Inc.     

Labor Market Duality and Leisure Industries in Spain: Quality of Life Versus Standard of Living

Abstract . We discuss the effects that the emergence of the new postindustrial form of flexible capitalist organization has on the Spanish labor market and, by extension, on the working life of two representative groups of employees characterized by their casual and stable working conditions. This brings a growing duality in the labor market, where individuals who cannot escape casual employment coexist with those enjoying long‐term contracts. This concern includes how these changes affect the nature and the ways in which these particular groups understand quality of life and standard of living, which in turn serves to call into question the “end of work” and the expected “leisure society.” In addition, we highlight several circumstances that illustrate a decay in job quality and working conditions, particularly the increase in working hours. Parallel to this process we identify a work‐and‐spend behavior, resulting in overspent families that exhibit financial fragility and give up quality of life, associated with more free time, for higher living standards, which demand an increasing job commitment. Free time from work has become a scarce resource in Spain, and for those individuals belonging to what is known as the “new leisure class,” it is associated with high‐spending leisure activities, which has increased the economic importance of leisure industries.     

Understanding expatriate manager performance: Effects of governance environments on work relationships in relation-based economies

Evidence shows that the majority of Western expatriate managers fail in their job assignments in developing countries. To go beyond attributions of expatriate failure to “cultural differences” this article responds to calls for a theoretical basis for understanding expatriate performance by using a recently developed framework of rule-based and relation-based governance environments to examine how the macro-environment of a country's governance system affects the creation of effective working relationships between executive level expatriate managers and Host Country Nationals (HCNs) on the executive's management team. Based on cross-cultural psychological contract research [Rousseau, D.M., Schalk, R. (2000). Psychological contracts in employment: Cross-national perspectives. Thousand Oaks, CA: Sage.] and the premise that expatriate performance is largely a function of the ability to manage discrepancies between the rule-based expectations of the Western MNC culture and the relation-based expectations of local employees, we develop research propositions to promote future HR research designed to examine the effect of the governance environment on the working relationships between American managers and Chinese HCNs. Implications for future HR efforts to improve the performance of expatriate managers in relation-based societies are also discussed.     

IT-driven identity work: Creating a group identity in a digital environment

While organizational scholars are increasingly interested in issues of identity, identity work, and identification, in-depth empirical studies analyzing the process of identity creation have lagged behind, particularly when such process is triggered by the digitization of a work environment. In this longitudinal case study, we take a social constructionist perspective to investigate the identity creation process of a group of librarians in charge of a new information commons library. We call attention to the dialectic forces underlying this process, emphasizing how the librarians' image, as reflected by the patrons, led the librarians to try multiple provisional identities, which were supported by liminal actions reminiscent of either “who they were” and/or “who they could be.” We also consider how technology was appropriated throughout this dynamic and suggest a technology identification process model that parallels the group identity creation process.     

Determining the influence of national culture: insights into entrepreneurs’ collective identity and effectuation

While prior research demonstrates that an entrepreneur’s behavior and perceptions are essentially shaped by national culture, little is known about how cultural values impact effectual behavior among entrepreneurs. We outline a conceptual model of how entrepreneurs’ effectual behavior is shaped by collective identity under different levels of cultural conditioning (i.e., national cultural values). Based on a survey of 235 Thai and German entrepreneurs we analyze the impact of Hofstede’s cultural dimensions of power distance, individualism, masculinity, and long-term orientation on the relationship between collective identity and effectuation. Results show that national culture is dispositive for the causal effects of collective identity on effectual behavior. Our findings demonstrate that the entrepreneur’s effectual behavior differs due to their national cultural conditioning.

     

Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

Recognizing the importance for companies of having high‐quality employment relationships with employees, previous studies have sought to explain the variability in employees’ perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees’ own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value “in use,” the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees’ HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees’ HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our findings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, influence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship. © 2015 Wiley Periodicals, Inc.     

Are there pecuniary compensations for working conditions?

In this paper we assess the relative contribution of working conditions to wage determination with an emphasis on differences along the earnings distribution. A survey of British employees in 2001 rich in questions regarding the job post enables us to separate the contribution of working conditions, job attributes and individual characteristics to the process of wage determination. Standard wage equations reveal that covariates such as having “repetitive job” and using generic skills such as “literacy” or “customer handling skills” are associated with significant premiums and penalties. Quantile regressions confirm the presence of penalties to poor working conditions, such as “working to tight deadlines”, that are significant in the middle section of the earnings distribution and robust to the inclusion of a wide range of controls for person, firm and other job characteristics. Counterfactual decompositions at quantiles show that, despite the apparent penalty, there are pecuniary compensations to poor working conditions around the first quartile and the median of the earnings distribution.     

Competency Models at Work: The Value of Perceived Relevance and Fair Rewards for Employee Outcomes

The purpose of this study was to generate empirical knowledge on how employees perceive and respond to competency models at work. A cross‐sectional survey of 278 employees in four Norwegian organizations showed that competency models perceived as strategically and personally relevant and fairly rewarded were positively related to supervisor‐rated work effort and organizational citizenship behavior (OCB) and self‐rated “employability” outcomes. Exchange relationships mediated the link between competency model perceptions and work effort and OCB. Social exchange relationships marginally mediated the link between competency model perceptions and employees' openness to job‐related changes and engagement in activities aimed at improving one's employability. © 2013 Wiley Periodicals, Inc.     

Information Management and Incentives

We ask how the incentives of an agent are affected by an information management system that lets the agent receive information about the performance of a colleague before (“transparent firm”) rather than after he provides effort (“nontransparent firm”). Transparency is detrimental for incentives if the performance of the colleague provides information on the relative impact of the agent’s effort on his success probability. The findings imply that firms in which comparisons between employees play a minor role for compensation are transparent. Firms in which they play a major role sometimes choose to be nontransparent despite the flexibility gains transparency provides.     

The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates

In this article, we propose that the concept of ethnic identity confirmation (EIC), the level of agreement between how expatriates view the importance of their own ethnic identity and how local employees view the importance of expatriates' ethnic identity, can explain why expatriates who are ethnically similar to host‐country employees are sometimes less effective than expected when working overseas. Multinationals often choose ethnically similar expatriates for international assignments, assuming these expatriates can more effectively acquire knowledge from local employees. Thus, understanding the specific challenges that endanger the realization of this potential is crucial. Our survey, administered to a sample of 128 expatriate–local employee dyads working in China, reveals that both ethnically similar and ethnically different expatriates acquire more local knowledge when EIC is high. However, the association between ethnic (dis)similarity and knowledge acquisition is direct for ethnically different expatriates, whereas for ethnically similar expatriates it is indirect via their perception of local employees' trustworthiness. We discuss this study's important implications and provide recommendations for multinationals on how to provide tailored support to expatriates who face different identity challenges.     

The professional manager of the future

It's just possible that a businessman's role in the year 2000 will erode seriously due to little involvement in the growing “leisure values” of an affluent culture and failure to contribute directly to the needs of what will be a strongly post-industrial society. But if we want to train managers who are able to meet the needs and interests of the wider community, how do we prepare them for something as conceptual as “social responsibility”? Is it enough to superimpose on the business curriculum some courses in the social, political or technical-environmental forces affecting the individual and his firm, i.e. make the student study more and longer before he becomes an operative “professional”?     

Actions speak louder than words: how employees mind the implementation gap

Abstract

Integral to employees’ working lives are the HR policies and more importantly, the practices that follow those and their implementation, which employees experience directly. To date, research on HR implementation considers how HRM is ‘done to’ employees by management and therefore ignores the agency of individuals to shape how HRM is ‘done to them’. Taking the perspective of employees, in a qualitative study of female lawyers, this paper examines employees’ roles in shaping HR implementation, addressing a lack of understanding about the role of ‘others’ in the process. Drawing on the concept of social power, the article focuses on the implementation of agile working practices within UK-based law firms. It finds that despite lacking legitimate position power to influence processes, employees draw on a variety of other power sources (e.g. referent, information, coercive) and tactics (e.g. leveraging membership of professional networks) in order to influence their working environment with respect to HR policy and practice, particularly in response to perceived implementation gaps. The current study underlines that employees may be integral to bridging the gap between policy and practice and therefore to ensuring the link between HRM and organisational performance. It also proposes that behavioural responses to HR practices should be considered in future theorising of the HRM-performance relationship.     

Diffusion of competing innovations in influence networks

Although an influence network is a crucial factor affecting diffusion processes, it is generally fixed or assumed to follow some typical topologies in traditional diffusion research. The purpose of this study is to examine how innovation diffusion is changed by different influence relationship structures existing among individuals. We introduce an extended version of the regular digraph that can represent various influence relationships among influentials and followers. We focus on three key features of influence relationships (i.e. monopolization, localization, and diversification of opinions) and examine how they are associated with certain macroscopic behavioral regularities by employing agent-based simulation. The simulation results show that market becomes “locked-in” to a single product when influences are monopolized by few influentials. We also find that when influence relationship becomes complex as influentials and followers increase, market cannot be categorized by a single typology, but becomes random and unpredictable. Our model demonstrates successfully an underlying principle of collective behavior that uniformity of behavior is promoted under monopolization of opinions and random, unpredictable behavioral patterns emerge from diversification of opinions.     

Analysis of information feedback and selfconfirming equilibrium

Recent research emphasizes the importance of information feedback in situations of recurrent decisions and strategic interaction, showing how it affects the uncertainty that underlies selfconfirming equilibrium (e.g., Battigalli et al., 2015, Fudenberg and Kamada, 2015). Here, we discuss in detail several properties of this key feature of recurrent interaction and derive relationships. This allows us to elucidate different notions of selfconfirming equilibrium, showing how they are related to each other given the properties of information feedback. In particular, we focus on Maxmin selfconfirming equilibrium, which assumes extreme ambiguity aversion, and we compare it with the partially-specified-probabilities (PSP) equilibrium of Lehrer (2012). Assuming that players can implement any randomization, symmetric Maxmin selfconfirming equilibrium exists under either “observable payoffs,” or “separable feedback.” The latter assumption makes this equilibrium concept essentially equivalent to PSP-equilibrium. If observability of payoffs holds as well, then these equilibrium concepts collapse to mixed Nash equilibrium.     

A nexus analytic approach

While a great deal of the literature has been dedicated to statistical modeling to use illustrate conceptual models, one simple but important area, not adequately covered, is the exploration of the “causal nexus”. This is that usually unexplored area between a predictor variable and the criterion variable which may beg the question, “Why?”. That is, why is that indicator or predictor variable related to the criterion? Or, just how are they related? To explore the nexus a series of progressively more accurate hypotheses should be tested. This process is termed a “nexus analytic approach”. In this research note the process, the logic, and a form for its presentation is presented.