Does the Life Course Savings Scheme Have the Potential to Improve Work–Life Balance?

To improve individuals' work–life balance, trade unions, employers' organizations, governments and the European Commission currently promote a life course perspective in activating labour market policies. In 2006, the Life Course Savings Scheme (Levensloopregeling) was introduced in the Netherlands, which aims to increase labour participation and to improve the work–life balance over the life course. What can we learn from the Dutch case? In 2006, actual participation in the scheme was with 6% much lower than expected. Participation rates were higher among males, full timers, older employees, the higher‐income groups and persons with a partner. However, our multivariate analyses of data for over 500,000 civil servants show that the higher participation rates of males, full timers and older employees are related to the higher earnings of these groups, and that after control for earnings, participation is higher among females, part timers and the young. This indicates that the scheme has a potential to contribute to the work–life balance over the life‐cycle.     

The Role of Employee Stock Purchase Plans — Gift and Incentive? Evidence from a Multinational Corporation

Employee share purchase plans (ESPPs) give free or discounted shares of stock to workers who buy shares in the hope that the greater share ownership will retain workers, build loyalty and raise productivity, as in gift exchange models. Using measures of workers’ organizational loyalty and sense of ownership in a multinational firm that puts the ESPP at the heart of its compensation policy, we find that workers who join the ESPP have lower turnover intentions and do less on‐the‐job search than others, motivated in part by gift exchange reciprocity, and also respond to the group incentive of ownership with greater work effort, longer hours, and lower absence rates. Workers in workplaces with high perceived rates of ESPP participation are more likely to intervene against shirkers. The results appear robust to the selectivity of who joins the ESPP. The mix of gifting shares to workers who buy shares and the group incentive of ownership makes ESPPs a unique dual form of compensation.     

Minimum Cash Wages,Tipped Restaurant Workers,and Poverty

This is the first study to examine the effect of increases in the tipped minimum cash wage—the wage employers must pay to tipped employees—on poverty. Using March Current Population Survey data (1988–2014), we find that tipped minimum cash wage increases are associated with declines in the risk of a tipped restaurant worker living in a poor family (elasticities around –0.2). However, we find little evidence of poverty‐alleviating effects when using the household rather than the family as the sharing unit. This result is consistent with evidence that a substantial share of tipped workers who live in a poor family live in a nonpoor household with persons unrelated by blood, marriage, or adoption who contribute to the household's income. Furthermore, we find that tipped minimum cash wage hikes are associated with increases in the risk of a younger, less‐educated individual living in a poor family or household. Adverse labor demand effects that redistribute income among low‐skilled individuals drive these results. We conclude that raising the tipped minimum cash wage is a poorly targeted policy to deliver income to poor restaurant workers.     

Stakeholders,reciprocity, and firm performance

The assumption that economic actors behave in a boundedly self‐interested manner promises fruitful new insights for strategic management. A growing literature spanning multiple disciplines indicates most actors' selfish utility maximizing behaviors are bounded by norms of fairness. Rather than being purely self‐interested, people behave reciprocally by rewarding others whose actions they deem fair and willingly incurring costs to punish those they deem unfair. Economists show that employers who are perceived as distributionally fair by their employees generate comparatively more value due to the positively reciprocal behavior of those employees. The organizational justice literature distinguishes two additional types of fairness assessed by employees. Drawing from both these bodies of work, we employ stakeholder theory to propose how perceptions of fairness result in reciprocity (1) extending to all stakeholders of the firm and (2) affecting firm performance. Copyright © 2008 John Wiley & Sons, Ltd.     

Age and Work‐Related Health: Insights from the UK Labour Force Survey

Data from the UK Labour Force Survey (LFS) are used to examine two methodological issues in the analysis of the relationship between age and work‐related health. First, the LFS is unusual in that it asks work‐related health questions to those who are not currently employed. This facilitates a more representative analysis than that which is constrained to focus only on those currently in work. Second, information in the LFS facilitates a comparison of work‐related health problems that stem from current employment to a more encompassing measure that includes those related to a former job. We find that accounting for each of these sources of bias increases the age work‐related health risk gradient, and suggest that ignoring such effects will underestimate the work‐related health implications of current policies to extend working lives.     

‘Work always wins’: client colonisation,time management and the anxieties of connected freelancers

This article focuses on ‘connected freelancers’ as a category of teleworkers and examines the pressures placed on their work‐home balance by their relationship with clients. Based on diaries, questionnaires and interviews, it reveals that, while connected freelancers do not generally work excessively long hours, they do work irregular hours. This is because ‘work always wins’ in a conflict with domestic commitments, a phenomenon the article dubs ‘client colonisation’. Client colonisation was a source of anxiety for respondents, who found themselves continually thinking about the current and future projects on which their livelihoods depend. The article illustrates the porous ways in which they interleave work with non‐work activities and contrasts traditional ‘monochronic’ forms of work with emerging ‘polychronic’ forms, which erode work‐home boundaries. It concludes that a new model of work—one in which individual patterns of control over work‐home balance are paramount—already coexists alongside traditional models but is still insufficiently socially understood and accepted.     

The Role of Planning and Workplace Support in Returning to Work after Maternity Leave

The paper reports a longitudinal study of the post‐pregnancy work outcomes for full‐time working women who were pregnant with their first baby. Regression analyses revealed that women who did not return to work as intended were differentiated from those who did return to work by the amount of planning they had done in pregnancy, as well as having lower pre‐natal income and less anti‐cipated support within the workplace. Almost one third of those who returned to work part‐time reported reduced job status. The study shows the importance of workplace planning and support in return to work after maternity leave.     

A resource‐based perspective on human capital losses,HRM investments,and organizational performance

Reversing the focus on human capital accumulations in the resource‐based literature, the authors examine the issue of human capital losses and organizational performance. They theorize that human capital losses markedly diminish the inimitability of human capital stores initially, but that the negative effects are attenuated as human capital losses increase. They argue further that these effects are more dramatic when human resource management (HRM) investments are substantial. As predicted, Study 1 shows that the human capital losses (voluntary turnover rates)‐workforce performance relationship takes the form of an attenuated negative relationship when HRM investments are high. Study 2 shows stronger curvilinear effects of voluntary turnover rates on financial performance via workforce productivity under these conditions. Implications for resource‐based theory and strategic HRM are addressed.     

Social support in the workplace between teleworkers,office‐based colleagues and supervisors

This paper draws upon the findings of qualitative interviews carried out with teleworkers, their office‐based colleagues and supervisory staff of a teleworking initiative introduced by a UK public sector local authority to explore workplace social support relationships. Our study found differences between office‐based and permanent teleworking staff in terms of social support. For teleworkers relationships at work are complex, with social support networks being established prior to working at home. By working from home, teleworkers were able to develop greater social support relationships with some colleagues, predominantly other teleworkers, while at the same time allowing them to distance themselves from negative work relationships. Overall, a social disconnection developed between teleworkers and office‐based staff. In contrast social support was more important for office‐based workers, who valued co‐worker relationships with other office‐based staff.     

Who Knows What in NPD Teams: Communication Context,Mode, and Task Contingencies

The use of cross‐functional teams in new product development (NPD) benefits firms in many ways. One benefit is the diverse knowledge team members bring to the project, but that benefit can only be appreciated if team members fully utilize and integrate the differentiated expertise of members. As reliance on cross‐functional NPD teams grows, however, firms struggle to exploit the full potential of functionally diverse groups, the biggest obstacle being integrating team members' varied knowledge, expertise, and abilities. Therefore, understanding how information is integrated and used is a primary concern for both practitioners and researchers. Databases and other forms of hard data are methods team members can use to effectively share and integrate knowledge; another method based on social cognition is transactive memory systems (TMS). TMS indicates who will learn what and from whom. The notion is that knowledge is distributed among people in the group, and to make effective use of it, individuals need to know who knows what and who knows who knows what. Grounded in the knowledge‐based theory of the firm, this study investigates the influence of different communication contexts and modes on TMS under different NPD task environments (i.e., exploitation and exploration) in cross‐functional NPD teams. A theoretical model is developed and empirically tested using data collected from 272 ongoing NPD teams of 128 Chinese high‐tech companies. Findings suggest that when teams face tasks defined by exploration, informal communication and face‐to‐face communication are positively associated with TMS, whereas for tasks defined by exploitation, formal communication and computer‐mediated communication are positively related with TMS. Additionally, this study found that TMS is positively related to NPD performance both in terms of project performance and in terms of market performance. Based on these findings, theoretical and managerial implications are drawn regarding resource deployment that encourages the development of effective TMS leading to successful NPD projects.     

Poverty,Legal Status,and Pay Basis: The Case of U.S. Agriculture

U.S. farmworkers primarily are paid either on a piecerate or on a timerate basis. This article studies relationships among wage contracts, legal status, and poverty using a representative survey of employed farmworkers, which includes detailed information on legal status, including whether a worker is illegal. Results indicate that while piecerate workers earn more per hour on average, they work fewer hours and face greater poverty risk than their timerate counterparts. Furthermore, foreign‐born workers, especially those who are undocumented, are overrepresented in piecerate positions, and analysis shows that the effect of piecerate pay on poverty is positive and correlated with being foreign‐born.     

Gender and Piece Rates, Commissions, and Bonuses

Previous work shows that establishments with higher proportions of women are more likely to use piece rates but that individual women are less likely to receive performance pay. We present a model in which lower expected tenure and labor force attachment are positively associated with piece rates but are negatively associated with other forms of performance pay. Analysis of the National Longitudinal Survey of Youth (NLSY) confirms that women are more likely to be paid piece rates and simultaneously less likely to be paid commissions and bonuses.     

COMPETING PAYMENT SCHEMES*

This paper presents a model of competing payment schemes. Unlike previous work on generic two‐sided markets, the model allows for the fact that in a payment system, users on one side of the market (merchants) compete to attract users on the other side (consumers, who may use cards for purchases). It analyzes how competition between card associations and between merchants affects the choice of interchange fees, and thus the structure of fees charged to cardholders and merchants. Implications for other two‐sided markets are discussed.     

Boundary management in an ICT‐enabled project‐based organising context

This paper explores the boundaries that emerge and exist within an information and communication technology (ICT)‐enabled project‐based organising context and the ways knowledge workers manage these boundaries through the use of technology. This is done through an exploratory qualitative case study of an early instance of the phenomenon in a knowledge‐intensive professional services organisation. Through the experiences of a group of knowledge workers who started to work in project‐based ways that were highly mediated by ICT, this study aims to understand the boundaries that they faced and the practices they undertook to manage these boundaries. In so doing, this study contributes to the existing literature on new forms of work and organisation, particularly on the issue of boundaries where ICT‐enabled project teams are used. In particular, this study extends our current understanding of boundaries through expanding the lens of investigation beyond a predominant focus on work–home boundaries and considers boundaries within the work sphere.     

The impact of team‐member exchange,differentiation, team commitment,and knowledge sharing on R&D project team performance

This paper integrates team‐member exchange (TMX), affective commitment, and knowledge sharing to examine how work unit TMX influences employees' R&D project team commitment and intention to share knowledge, and how team knowledge‐sharing intention and TMX differentiation influences team performance. The results support the relationships between work unit TMX and employees' intention to share knowledge and team commitment. In addition, the results show that work unit TMX increases intention to share knowledge through increasing group members' team commitment. At the group level, the results support the relationships between team knowledge‐sharing intention and team performance. The results also show that TMX differentiation moderates the relationship between work unit TMX and team performance. That is, greater work unit TMX is more likely to achieve higher team performance in a team with low TMX differentiation as opposed to a team with high TMX differentiation. Implications for theory building, future research, and R&D management are discussed.     

Managerial social capital,strategic orientation,and organizational performance in an emerging economy

This study replicates and extends previous research focusing on China, to a sub‐Saharan African emerging economy environment. Specifically, the study directly replicates the impact of social capital derived from the micro‐managerial networking relationships and ties with top managers at other firms and government officials on macro‐organizational performance using data from Ghana. This study further extends previous work by examining the impact of social capital derived from managerial social networking relationships and ties with community leaders on organizational performance. It examines how the relationship between social capital and organizational performance is contingent on an organization's competitive strategic orientation. The findings suggest that social capital developed from managerial networking and social relationships with top managers at other firms, government officials (political leaders and bureaucratic officials), and community leadership enhance organizational performance. The findings from the contingency analyses reveal some interesting trends. The impact of social capital on organizational performance differs between firms that pursue the different competitive strategies (low‐cost, differentiation, and combination of low‐cost and differentiation) and those who do not pursue those strategies. Copyright © 2007 John Wiley & Sons, Ltd.     

Reputational Effectiveness in Cross-Functional Working Relationships

The work of innovation management involves cross‐functional coordination among specialists and managers with different work orientations, time horizons, professional backgrounds, and values ( Ford and Randolph, 1992 ). While strong connections across functions are critical for new product development success ( Green et al., 2000 ), some managers may be more adept at fostering effective cross‐functional relationships than others. In this article, the authors empirically examine the factors that distinguish reputationally effective innovation workers from their less effective peers. Drawing on the work of Tsui (1984, 1994) , reputational effectiveness is defined as the degree to which a manager has been responsive to the needs and expectations of constituents. This research examines the relational skills and interaction patterns of more (versus less) reputationally effective managers. A large business unit of a Fortune 500 telecommunications firm provided the context for our study. Using a two‐phase approach, the authors first captured the social network patterns of 268 managers from marketing, research and development (R&D), manufacturing, and other business functions that were involved in the new product development process. In addition, the reputational effectiveness of each person who was identified as a member of the network was measured. In the second phase, the authors examined the relational competencies (e.g., role‐taking ability, interpersonal control, openness) of the managers who participated in Phase I of the research. As predicted, the results indicate that role‐taking ability is related positively to a manager's reputational effectiveness. No support, however, was found for the relationship between interpersonal control and reputational effectiveness. Interestingly, the authors found evidence of an inverse relationship between openness and effectiveness. By sharing too much information—or alternatively information that does not relate to the task at hand—the reputational effectiveness of a manager is damaged. Importantly, the results reveal that the social network characteristics of a reputationally effective manager differ from those of less effective managers. Closeness centrality, a measure of the degree of access one has to other organizational members, was associated strongly with reputational effectiveness. The results demonstrate that managers who are successful in working across functions appreciate the cognitive and emotional perspectives of diverse constituents and develop relationship ties that provide them with ready access to others across the organization.     

Time‐use and well‐being impacts of travel‐to‐work and travel‐for‐work

This article contributes to our understanding of the complex patterns of travel‐to‐work and travel‐for‐work which increasingly characterise highly skilled employment, using 2015 data from a UK Midlands study comprising an online survey and follow‐up interviews. Travel‐to‐work essentially lengthens the working day, and is difficult to use productively, especially when commuting by car. Travel‐for‐work, by contrast, results in intense schedules especially when requiring overnight stays. Ownership of travel‐for‐work is ambiguous: it is employer driven, and travel time is often spent productively using mobile technologies, but is rarely rewarded with TOIL. While general dissatisfaction is reported with the commute, negative effects of travel‐for‐work (family, health, reduced leisure time) are mediated by positive impacts including experience of new working cultures, and infrequency of travel. Four factors appear central to the differing well‐being impacts: (1) frequency of travel; (2) ability to plan travel; (3) productive use of travel time, and; (4) reciprocal benefits of travel.     

In a Network Industry,Does Product Quality Matter?

The role of product quality in industries influenced by network effects has been the subject of significant debate among management theorists. Some have suggested that network effects can result in inferior products, as consumers value a large cohort of fellow adopters over the technical quality of a given product. Others argue that cases of market domination by inferior products are quite rare and that product quality is an important aspect of network‐based competition. Thus, a fundamental question has arisen from this debate: in industries influenced by network effects, does product quality matter? This research uses a sample of product releases in the application software industry from 1986 to 1998 to test the impact of product quality on installed base growth for a given product line. Using software quality measures from archival trade publication reviews, quality is found to have a positive and significant impact on growth, even after controlling for installed base size and other product, firm, and segment characteristics. This finding suggests that the first‐mover advantages often ascribed to network industries may be more complex than previously thought. Rather, effective strategy in network competition appears to center on the trade‐off between early product releases, with the intent of establishing an early installed base, and later product releases, with the intent of improving the quality of the focal product. Several potential extensions of this work are offered, with a specific focus on (1) the impact of variation in the strength of network effects across industries, and (2) the dueling incentives faced by incumbents in network industries, who may possess greater capabilities to produce high‐quality products but limited incentive to do so. Other potential contributions for theory and practice are offered and discussed.