High performance work system and collective OCB: a collective social exchange perspective

Despite an increasing number of studies showing a positive relationship between collective organisational citizenship behaviour (OCB) and unit or organisational performance, relatively little is known about the antecedents of collective OCB. In this study, we developed a collective social exchange approach to collective OCB. We hypothesised that a high performance work system (HPWS) is positively related to collective OCB through collective affective commitment (AC). We obtained data on HPWS, collective AC and collective OCB, all at the middle management group level, from 454 firms in China. Empirical results support the hypotheses.     

How Collective Engagement Creates Competitive Advantage for Organizations: A Business-Level Model of Shared Vision,Competitive Intensity,and Service Performance

We argue that collective engagement can serve as a unique value-creation capacity at the business level by linking shared vision and service performance. We also propose that competitive intensity will be a market indicator by which management can enhance the effect of shared vision on collective engagement, and indirectly strengthen service performance (through collective engagement). Furthermore, we argue that this distinctive value-creation capability, embedded in collective engagement, generates competitive advantage; specifically, one that competing organizations will struggle to replicate. We examine our moderated-mediation model by using a three-time-point method derived from five different sources in 198 retail-service branches. Our findings indicate that collective engagement, fueled by shared organizational vision, improves service performance. Furthermore, as this conditional indirect effect of shared vision on service quality and customer satisfaction was solely generated through collective engagement rather than other mechanisms (i.e., commitment and involvement), it creates a competitive advantage for engagement-oriented organizations.     

REPRESENTATIONS AND INFLUENCE PROCESSES IN GROUPS: TOWARDS A SOCIO-COGNITIVE PERSPECTIVE ON COGNITION IN ORGANIZATION

The cognitive approach to organizations assumes the existence of collective representations in organizations. This article critically examines this assumption and proposes the adoption of a socio-cognitive perspective on collective cognition in organizations. This theoretical current, which rejects the traditional individual/social dichotomy and relies on the concept of social representation, advocates the study of social cognition, which implies a change in the unit of analysis from the individual/social levels to interactions. A collective representation is viewed as being related to the socio-cognitive dynamics occurring between interacting group members. Communication and influence processes are thus critical to the construction of a collective representation. The socio-cognitive perspective, and the theory of social influence which it involves, can offer new and important insights on everyday thinking and behaving in organizations. However, this perspective calls for new methodological approaches to the study of organizational cognition.     

Recognizing the benefits of diversity: When and how does diversity increase group performance?

Diversity does not only bring positive consequences. It has often been recognized that heterogeneity in teams can reduce intra-group cohesiveness, and that it can lead to conflicts and misunderstandings which, in turn, can lower employee satisfaction, citizenship behaviors and increase turnover. On the other hand, there is also evidence for performance-increasing effects of diversity because it can improve creativity and innovation through the team members' greater variety of perspectives. Little is known, however, about the conditions and the psychological mechanisms required for increasing group performance under diverse settings. Answers to research questions such as how and when diversity influences performance at work are still limited. The purpose of the paper is to provide theoretical answers to these questions by proposing a model of managing diversity which draws on social psychology theories. The model brings a new perspective by identifying the process of learning from one another's identity within a group. This process underlies two different levels of mechanisms (individual and group level). The model proposes that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance. The model also suggests that collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms.     

The industrial relations of skills formation

Central to human resource management is the question of employee skills and their effective utilization, through such arrangements as competency-based training, performance appraisal and assessment. In this context, collective issues come to the fore: the formulation of skills-based work and pay systems, the mechanisms and procedures governing workers' allocation to and progression through skills-based job classification systems, the tracing out of career paths and the conduct of skills audits and training programmes. These issues of necessity are largely being resolved at the enterprise level They are complemented by broader questions to do with skills standardization, accreditation and portability of qualifications, which can only be resolved at the trans-enterprise level. Because all these issues have a collective character, they provide an opportunity to extend the traditional agenda of industrial relations, at both enterprise and national and sectoral level. In this paper, the expanded industrial relations agenda is linked with the emergence of new production systems based on high quality, high value-added production where skills formation and effective utilization of skills become a competitive necessity.     

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Abstract

It is well established that many HR practices aimed at increasing employees’ psychological wellbeing (PWB) and organisational performance conflict and even contradict one another. We address this long-standing issue by undertaking an innovative integrative literature review using the paradox metatheory as a lens. Unlike the contingency approach, a paradox perspective deems real-world tensions as normal, which can also be harnessed, and benefit employees and the organisation. We make three contributions; firstly, we identify contradictory employee PWB and organisational performance HR practices; secondly, we offer a solution in addressing the inherent tension between PWB and organisational performance by developing a new sensemaking conceptual framework; and thirdly, we offer a more nuanced perspective of prevailing arguments by distinguishing endogenous factors that organisations can influence to enhance the synergies between employee PWB and organisational performance HR practices. The intended impact of this paper is to instigate a paradigm shift and shape a new trajectory of thinking about how employee PWB and organisational performance practices can exist side-by-side.     

Mutual Gains? Health‐Related HRM,Collective Well‐Being and Organizational Performance

Research on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.     

Pay,productivity and aging in Major League Baseball

Using panels of player pay and performance from Major League Baseball (MLB), we examine trends in player productivity and salaries as players age. Pooling players of all ability levels leads to a systematic bias in regression coefficients. After addressing this problem by dividing players into talent quintiles, we find that the best players peak about 2 years later than marginal players, and development and depreciation of performance appear to be more pronounced for players with the highest ability levels. Within-career variation, however, is less pronounced than between-player variation, and the performance level of players within a given quintile will typically remain lower than the talent level for rookies in the next higher quintile. We also find preliminary evidence that free agents are paid proportionately to their production at all ability levels, whereas young players’ salaries are suppressed by similar amounts.     

A policy-based rationalization of collective rules: Dimensionality,specialized houses,and decentralized authority

We offer a policy-basis for interpreting, justifying, and designing (3, 3)-political rules, a large class of collective rules analogous to those governing the selection of papers in peer-reviewed journals, where each referee chooses to accept, reject, or invite a resubmission of a paper, and an editor aggregates his own and referees’ opinions into one of these three recommendations. We prove that any such rule is a weighted multicameral rule: a policy is collectively approved at a given level if and only if it is approved by a minimal number of chambers — the dimension of the rule — where each chamber evaluates a different aspect of the policy using a weighted rule, with each evaluator’s weight or authority possibly varying across chambers depending on his area(s) of expertise. These results imply that a given rule is only suitable for evaluating finite-dimensional policies whose dimension corresponds to that of the rule, and they provide a rationale for using different rules to pass different policies even within the same organization. We further introduce the concept of compatibility with a rule and exploit its topological properties to propose a method to construct integer weights corresponding to evaluators’ possible judgments under a given rule, which are more intuitive and easier to interpret for policymakers. Our findings shed light on multicameralism in political institutions and multi-criteria group decision-making in the firm. We provide applications to peer review politics, rating systems, and real-world organizations.     

Collectivism versus individualism in Dutch employment relations

From a very centralistic and collectivistic tradition after World War Two, Dutch employment relations now show a trend towards radical decentralisation and individualisation. What might be the consequences of this trend for labour relations? Do developments still fit within a movement towards ‘organised decentralisation’ or will the existing system of labour relations be hollowed out and destroyed? And what will be the consequences for ER management at company level? We present empirical data on how companies deal with their decentralised and individualised employment relations. It appears that, in the main areas such as labour contracts, working time arrangements, reward systems and development plans, decentralisation and individualisation are taking place. It has also become clear that management as well as workers support this and that a new form of negotiation between them is developing at workplace level, resulting in what we call ‘third contracts’ that are additional to the initial labour contract and the collective agreement. Our results also highlight the pragmatic way in which companies deal with these decentralised and individualised employment relations, which, nevertheless, remain linked to the national and collective levels of bargaining. Within the multilevel system of Dutch employment relations a new balance between collectivism and individualism is emerging.     

‘It's more than who you know’– networks and trade unions in the audio‐visual industries

Many commentators have argued that a shift towards post‐industrial modes of production and employment has progressively undermined the conditions for collective labour organisation and regulation. The capacity of trade unions to respond to these changes and represent the interests of contingent workers has become a key issue in many industries in which employment has become increasingly fragmented. This article examines patterns of interest representation pursued by freelance workers in the UK audio‐visual sector. In particular, it examines three critical cases to explore the potential of networks of freelance workers for representing their interests and to consider the implications for trade unions as traditional collective actors. We conclude that networks can provide forums through which interests can be articulated, but their limitations in representing freelance workers offer trade unions a crucial opportunity to extend collective regulation.     

Project interface choice and knowledge creation: Evidence of international science cooperation in Taiwan

To heed the recent calls for more inquiries into the endogenous nature of governance decisions, this study aims to develop a comparative perspective on the performance implication of the project interface design in the context of international scientific cooperation. Using Heckman's two-stage model in a sample of 217 international scientific cooperation projects sponsored by the Taiwanese government, this study shows that project performance characterized by the collective knowledge creation is explained more by team competence and inter-team social capital than by the project interface choice per se. Furthermore, the knowledge co-creation performance is impaired in the presence of project interface misfit, either over- or under-guarding the knowledge exchange in science cooperation. The findings not only yield implications for managing international cooperation in scientific research but offer comparability and equivalency with the organization-level studies characterized by knowledge exchange/creation and governance difficulties.     

Strategic Practices: An Activity Theory Perspective on Continuity and Change

abstract   This paper draws upon activity theory to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control. These strategic practices are associated with continuity of strategic activity in one case study but are involved in the reinterpretation and change of strategic activity in the other two cases. We model this finding into activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of strategic activity. The typologies explain the relationships between strategic practices and continuity and change of strategy as practice. The paper concludes by linking activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which strategic activity is constructed.     

Within-group heterogeneity and civil war

This study offers a bargaining model of conflict in which the government offers a transfer to an opposition group to preclude civil war. Members of the opposition are heterogeneous in income and ideology, and heterogeneity generates disagreement about whether to accept the government’s offer. We assume that the probability that the government’s offer will preclude conflict increases continuously with the number of opposition group members who agree to accept it. When within-group heterogeneity is large, the number of members who are receptive to the government’s offer is less responsive to an increase in the transfer level. In this situation, the government must substantially increase its transfer to attract the support of the opposition. Subsequently, as peace becomes more costly for the government, negotiations are likely to break down.     

The Effects of Empowerment on Attitudes and Performance: The Role of Social Support and Empowerment Beliefs

abstract    This paper reports the results of a randomized field experiment that tested the effects of an empowerment intervention among unit managers of a large trucking company. The intervention was designed to increase participants' beliefs in their personal control and self-efficacy with regard to key aspects of their jobs. Individuals who managed geographically dispersed profit centres were randomly assigned to either an intervention group (N = 38) or a no-treatment control group (N = 30). The intervention significantly increased perceptions of maintenance control and impact at four months after the intervention, but only for those managers who felt that their supervisors were supportive. The intervention also improved archival measures of unit performance and affected work attitudes (depending upon the level of perceived supervisory support). The data point out the key role that perceived supervisor social support plays when implementing such organizational change interventions.     

Contracts to Communities: A Processual Model of Organizational Virtue

abstract In the face of systemic challenges to corporate legitimacy, scholars and managers alike have been rethinking traditional answers to the question: What does it take to be a good company? We approach this question in two novel ways. We offer a normative answer, grounded in virtue ethics, by introducing a threefold typology of organizational forms. The moral goodness of each form depends on the congruence between its purpose and virtues. But we also offer a positive answer in the form of a processual model which traces corporate goodness to its empirical antecedents and consequences. The model defies a view of organizations as innately good or evil, but rather portrays virtue as the sediment of a value infusion process. We predict that if managers succeed in establishing in their organizations the kind of virtues necessary to support collective moral agency, they can expect to reap gains like enhanced effectiveness and legitimacy. However, when they neglect their moral responsibilities, the result will likely be organizational demise.     

Aligning Manufacturing Strategy and Business-Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance

abstract    In this paper we make the case for strategic resonance in the strategy making process within dynamic and highly volatile market conditions. We discuss how managers are faced with competing paradigms of resource-driven versus market-led approaches to strategy but we suggest that both paradigms have flaws and may cause strategic dissonance to occur. Moreover, we offer additional insights into why strategic dissonance can occur within the strategy process of the firm. We suggest that a key omission often lies in the neglect of operations managers' potentially important contributions to the strategy mainstream process.     

What has been happening to collective bargaining under New Labour? Interpreting WERS 2004

The late 20th century saw the rapid decline of collective bargaining, which had hitherto been the dominant means of regulation of employment in Britain. The article uses a comparison of the Workplace Employment Relations Surveys for 1998 and 2004 to assess how far this changed during the later period of economic growth and sympathetic labour legislation. Contrary to expectations, the data show that collective bargaining coverage has continued to fall, although much of this decline is concentrated in small firms in the private sector. The article goes on to analyse the recent change at sectoral level and examines evidence on the extent to which the character, as well as the extent, of collective bargaining had changed. The locus of management decision making has continued to move down organisations, both where collective bargaining occurs and also where unions are absent. Finally, the article evaluates how the perceptions of those involved in the bargaining process have shifted at a time of greatly diminished trade union influence.     

Finding a Bowling Partner: The Role of Stakeholders in Activating Civil Society in Germany,Spain and the United Kingdom

An 'activism index', combining data on membership of civil associations and societies and the level of activism suggests that, notwithstanding cultural differences, civil activism in European countries could be a great deal higher than its current level. If higher civic participation is to be achieved, each stakeholder group within local governance can play an 'activation' role in relation to citizens, both as individuals and in relation to the voluntary organizations which represent citizens in their collective activities. In practice, different stakeholder groups play this role in widely differing ways in the contexts of Germany, Spain and the UK. In the future, we can expect the lead role in activating civil society in each country to be taken by different stakeholders, depending on the trust currently placed in them by other stakeholders in the community and by the resources which they command.     

Weighted majoritarian rules for the location of multiple public facilities

We consider collective decision problems given by a profile of single-peaked preferences defined over the real line and a set of pure public facilities to be located on the line. In this context, Bochet and Gordon (2012) provide a large class of priority rules based on efficiency, object-population monotonicity and sovereignty. Each such rule is described by a fixed priority ordering among interest groups. We show that any priority rule which treats agents symmetrically — anonymity — respects some form of coherence across collective decision problems — reinforcement — and only depends on peak information — peak-only — is a weighted majoritarian rule. Each such rule defines priorities based on the relative size of the interest groups and specific weights attached to locations. We give an explicit account of the richness of this class of rules.