Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support

This article examines how employee perceptions of supervisory and organizational support for work–life balance, in addition to the number of work–life balance programmes available, predict a number of work–life balance outcomes including role conflict, job satisfaction, family satisfaction and turnover intentions in a sample of large private and public sector organizations in Ireland. The attitudes of HR managers towards work–life balance programmes are also explored. To account for the nested structure of the data, analyses were conducted using hierarchical linear modelling. We found that perceptions of work–life supportiveness as measured at the HR manager and immediate supervisor levels affect employee uptake of work–life programmes, employee work–life balance outcomes and turnover intentions.     

Managing Competing Institutional Logics in Public–Private Joint Ventures

Abstract

Cross-sector inter-organizational partnerships, alliances and networks have become extremely popular. Yet, we may expect competing societal-level institutional logics to play an important role in cross-sector alliances, hence making their management central to alliance success. This article responds to the general research question: How do participants of public–private joint ventures manage competing institutional logics? Based on in-depth interviews we empirically characterize two competing logics in a cross-sector collaborative and identify two practices used to cope with them.     

Person–organization fit and the war for talent: does diversity management make a difference?

This study investigates the importance of diversity management in applicants' job choice decisions. According to the person–organization fit theory, individuals make assessments of fit between their personal values and the values of the organizations, and they make job choice decisions based on these assessments. A survey of 113 MBA job seekers concluded that women and ethnic minorities found diversity management to be important when accepting offers of employment. In addition, high achievers and new immigrants rated organizations with diversity management as more attractive as potential employers. The findings suggest a need to place a higher emphasis on diversity management in women and minority applicant attraction.     

Prices and factor demand in an endogenized input–output model

This paper combines factor demand functions (for intermediate input and labour) and price equations (derived from a Generalized Leontief cost function) with the traditional input–output price model. The cost functions determine factor demands for materials and labour as well as output prices at given input prices. At the second level of aggregation, the intermediate demand as a single input is split proportional to the elements in the column of the technical coefficients matrix. The emphasis in this endogenization of technical coefficients is on two features. First, the repercussion of output on input prices, and, second, the link between the econometric model for the supply side and the input–output demand model.     

Improving footprint calculations of small open economies: combining local with multi-regional input–output tables

In a small, open and resource-poor economy, import and export dependency have an ever-growing impact on local policy decisions, which makes local (environmental) policy-makers increasingly depend on global data. This increases the interest in models that link local production and consumption data to global production, trade and environmental data. The recent increase in availability of global environmentally extended multi-regional input-output tables (EE-MRIO tables) provides an opportunity to link them with existing local environmentally extended input-output tables (EE-RIO tables). These combined tables make it possible (1) to analyse the links between local and global production and consumption and (2) to study global value chains, material use and environmental impacts simultaneously. However, estimations using input-output (I–O) analyses contain errors due to imperfect databases. In this article the magnitude of specification, aggregation and time errors are estimated and compared. The results show the need to combine local datasets with multi-regional ones and show that highest detailed (country and sector levels) as well as time series of I–O tables are the way forward for using I–O analyses in local policy-making. The paper provides guidance on trading off investments in model adoption and/or extension and the reliability of estimation results.     

Leader–member exchange and guanxi are not the same: differential impact of dyadic relationships on fit perceptions,helping behavior,and turnover intention

Extant literature on person–environment fit has underlined the positive impact of leader–member exchange (LMX) on person–supervisor (PS) fit. We challenge this assumption and propose that LMX, which captures the working relationship between employees and their managers, is more strongly associated with person–organization (PO) fit, not PS fit. We further propose that the personal aspect of the relationship between employees and their managers, namely supervisor–subordinate guanxi, is more strongly associated with PS fit than LMX. Finally, we theorize that LMX and supervisor–subordinate guanxi will be associated with turnover intention and helping behavior targeting the supervisor, respectively, through their differential impact on PO and PS fit. Data collected from 267 leader–member dyads in 17 companies in China using a two-wave procedure supported our hypotheses. These results have implications for theories on the multi-dimensional nature of the person–environment fit as well as research differentiating LMX and supervisor–subordinate guanxi.