Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-3-213
Sophie Heim, Maren Gierlich-Joas
In times of digital transformation, the voice and participation of employees become increasingly important since employees and the knowledge they provide are recognised to be the main asset of every firm, driving innovation. Hereby, digital technologies can have a strong impact on employee empowerment as new means of engagement become feasible, triggering digital innovation. Despite this development, we observe a lack of research on the mutual interaction of employee empowerment and digital innovation. The reason for this is that prior studies predominately focus on one efficient direction: either digital technologies affecting empowerment or employees affecting the innovation process in the course of employee-driven innovation (EDI). This study, therefore, aims to contribute to an understanding of the interface between the two above-mentioned directions. To investigate the research topic, the Adapted Structuration Theory (AST) of DeSanctis and Poole is used as a theoretical lens. We conduct a structured literature review, followed by an in-depth case study of an employee-initiated augmented reality / virtual reality (AR/VR) sales tool. The findings emphasize the strong mutual interaction between employee empowerment and digital innovation on the different levels of employee, management and organisation. The study holds contributions to theory and practice by extending the adapted AST and by offering guidance on how to facilitate employee empowerment in the digital age.
{"title":"The Mutual Interaction of Employee Empowerment and Digital Innovation: A Case Study About an Employee-Initiated AR/VR Sales Tool at a German Trade Fair Company","authors":"Sophie Heim, Maren Gierlich-Joas","doi":"10.5771/0935-9915-2022-3-213","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-3-213","url":null,"abstract":"In times of digital transformation, the voice and participation of employees become increasingly important since employees and the knowledge they provide are recognised to be the main asset of every firm, driving innovation. Hereby, digital technologies can have a strong impact on employee empowerment as new means of engagement become feasible, triggering digital innovation. Despite this development, we observe a lack of research on the mutual interaction of employee empowerment and digital innovation. The reason for this is that prior studies predominately focus on one efficient direction: either digital technologies affecting empowerment or employees affecting the innovation process in the course of employee-driven innovation (EDI). This study, therefore, aims to contribute to an understanding of the interface between the two above-mentioned directions. To investigate the research topic, the Adapted Structuration Theory (AST) of DeSanctis and Poole is used as a theoretical lens. We conduct a structured literature review, followed by an in-depth case study of an employee-initiated augmented reality / virtual reality (AR/VR) sales tool. The findings emphasize the strong mutual interaction between employee empowerment and digital innovation on the different levels of employee, management and organisation. The study holds contributions to theory and practice by extending the adapted AST and by offering guidance on how to facilitate employee empowerment in the digital age.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"71 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75960421","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-4-452
N. Vokic
The paper explores the potency of managerial work redesign (MWR) for raising employees’ creative performance, based on the job crafting theory that emphasizes changes in task, relational and cognitive task boundaries for adapting a job locally during the work process. Grounded in the interactionist approach, the joint effect of three job redesign types is considered, as they typically occur simultaneously. The hypotheses were tested through a laboratory experiment conducted in four phases on a sample of 88 full-time graduate students, and creative results were quantified using three creative performance indicators: number of ideas, number of novel ideas, and novelty ratio. Managerial work redesign was found to contribute significantly to each of the explored creativity outcomes. Moreover, the creativity traits of a person were not found to be a requirement for fully benefiting from MWR interventions, implying that MWR is a potential tool for increasing employees’ creative outcomes no matter of creative predispositions. The study is one of the first quantitative studies testing the impact of MWR mechanisms on creative performance through experimental design.
{"title":"The Potency of Managerial Work Redesign for Raising Creative Performance: A Student Sample Experiment","authors":"N. Vokic","doi":"10.5771/0935-9915-2022-4-452","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-4-452","url":null,"abstract":"The paper explores the potency of managerial work redesign (MWR) for raising employees’ creative performance, based on the job crafting theory that emphasizes changes in task, relational and cognitive task boundaries for adapting a job locally during the work process. Grounded in the interactionist approach, the joint effect of three job redesign types is considered, as they typically occur simultaneously. The hypotheses were tested through a laboratory experiment conducted in four phases on a sample of 88 full-time graduate students, and creative results were quantified using three creative performance indicators: number of ideas, number of novel ideas, and novelty ratio. Managerial work redesign was found to contribute significantly to each of the explored creativity outcomes. Moreover, the creativity traits of a person were not found to be a requirement for fully benefiting from MWR interventions, implying that MWR is a potential tool for increasing employees’ creative outcomes no matter of creative predispositions. The study is one of the first quantitative studies testing the impact of MWR mechanisms on creative performance through experimental design.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"45 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75284716","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-1-19
Tim Seidenschnur, Julia Galwa, Georg Krücken, Rick Vogel
Management consulting has spread to almost all institutional fields. While scholars have largely acknowledged consultants’ role in implementing and legitimising decisions (i.e., legitimation by consultants), less is known about how consultants themselves gain legitimacy (i.e., legitimation of consultants). New institutionalism suggests that legitimacy building refers to the broader institutional context in which consulting takes place and will therefore unfold differently in different fields. By following this reasoning and integrating the institutional work concept, we argue that active clients play an important role in legitimacy-building processes vis-à-vis external consultants. We use data from semi-structured interviews with 38 clients and 41 consultants in two fields beyond the traditional consulting business: public administration and universities. Our analysis shows that in both fields, management consultants source their legitimacy from a broad range of institutional values and processes. In public administration, they have to adapt to a bureaucratic organisation and hierarchy, which gives rise to field-specific interpretative patterns. At universities, consultants do not only have to account for the managerial and administrative thinking of universities’ administrations but also for academic perspectives and traditions in the organization. In both institutional fields, clients who are active in consulting processes co-construct consultants’ legitimacy. However, the role they take as consultants’ partners contrasts between the fields. This is indicated by differences in the way how the failure of a consulting project and its consequences for clients is perceived.
{"title":"Consulting in Context: Legitimacy of Management Consultants in Public Administration and at Universities","authors":"Tim Seidenschnur, Julia Galwa, Georg Krücken, Rick Vogel","doi":"10.5771/0935-9915-2022-1-19","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-1-19","url":null,"abstract":"Management consulting has spread to almost all institutional fields. While scholars have largely acknowledged consultants’ role in implementing and legitimising decisions (i.e., legitimation by consultants), less is known about how consultants themselves gain legitimacy (i.e., legitimation of consultants). New institutionalism suggests that legitimacy building refers to the broader institutional context in which consulting takes place and will therefore unfold differently in different fields. By following this reasoning and integrating the institutional work concept, we argue that active clients play an important role in legitimacy-building processes vis-à-vis external consultants. We use data from semi-structured interviews with 38 clients and 41 consultants in two fields beyond the traditional consulting business: public administration and universities. Our analysis shows that in both fields, management consultants source their legitimacy from a broad range of institutional values and processes. In public administration, they have to adapt to a bureaucratic organisation and hierarchy, which gives rise to field-specific interpretative patterns. At universities, consultants do not only have to account for the managerial and administrative thinking of universities’ administrations but also for academic perspectives and traditions in the organization. In both institutional fields, clients who are active in consulting processes co-construct consultants’ legitimacy. However, the role they take as consultants’ partners contrasts between the fields. This is indicated by differences in the way how the failure of a consulting project and its consequences for clients is perceived.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"1 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83126737","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-2-161
Martin Krzywdzinski, Florian Butollo
The development of Industry 4.0 technologies creates leeway for the digital transformation of manufacturing companies, whose business models increasingly rely on software and data-based services. While several studies emphasise that manufacturing has no choice but to follow this transformation, there is little knowledge about how companies are actually managing it. This article uses the case study of a leading mechanical engineering company to analyse how the company organised the development of new digital technologies and how it changed its organisational structures and practices. It is based on 22 interviews and an analysis of company documents. The analysis draws on ambidexterity theory, which is extended toward a dynamic process analysis. It shows that digital transformation presupposes the development of structures and practices supporting cross-functional cooperation and the creation of new skill formation approaches. It develops a model of organisational change related to the digital transformation of manufacturing companies which includes the proof-of-concept phase, the partial exploitation phase, and the organisational transformation phase.
{"title":"Combining Experiential Knowledge and Artificial Intelligence. The Digital Transformation of a Traditional Machine-Building Company","authors":"Martin Krzywdzinski, Florian Butollo","doi":"10.5771/0935-9915-2022-2-161","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-2-161","url":null,"abstract":"The development of Industry 4.0 technologies creates leeway for the digital transformation of manufacturing companies, whose business models increasingly rely on software and data-based services. While several studies emphasise that manufacturing has no choice but to follow this transformation, there is little knowledge about how companies are actually managing it. This article uses the case study of a leading mechanical engineering company to analyse how the company organised the development of new digital technologies and how it changed its organisational structures and practices. It is based on 22 interviews and an analysis of company documents. The analysis draws on ambidexterity theory, which is extended toward a dynamic process analysis. It shows that digital transformation presupposes the development of structures and practices supporting cross-functional cooperation and the creation of new skill formation approaches. It develops a model of organisational change related to the digital transformation of manufacturing companies which includes the proof-of-concept phase, the partial exploitation phase, and the organisational transformation phase.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"44 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89036980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-3-303
Michael D. Knoll, Mirjam Feldt, H. Zacher
Flexible work arrangements that are enabled by digital technologies, such as telecommuting and virtual teams, are proposed to increase employees', teams', and organisations' ability to accomplish their aims in dynamic and ambiguous environments. Effective communication is essential in such work arrangements. Distribution of work across time and space and reliance on technology-mediation may interfere with employees' willingness and ability to address critical issues (i.e., employee voice), such as providing ideas for improvement, raising inefficacy and safety concerns, and reporting errors and unethical practices. Addressing this concern, we first elaborate on potential models of the relationship between technology-enabled flexible work arrangements and voice. Specifically, we describe an evolution from overly social or technical deterministic approaches that propose direct effects of digital technologies or flexible work arrangements on voice to a socio-material approach. The latter allows considering how affordances and constraints of digital technologies and user goals and capabilities form flexible work arrangements, which, in turn, relate to motivators and inhibitors of employee voice. While evolving toward a nuanced understanding, we draw from a process model of voice and develop exemplary propositions for how technologically-enabled work arrangements relate to voice success factors when employees pass through the stages of this process.
{"title":"Effects of Technology-Enabled Flexible Work Arrangements on Employee Voice: Toward a Nuanced Understanding","authors":"Michael D. Knoll, Mirjam Feldt, H. Zacher","doi":"10.5771/0935-9915-2022-3-303","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-3-303","url":null,"abstract":"Flexible work arrangements that are enabled by digital technologies, such as telecommuting and virtual teams, are proposed to increase employees', teams', and organisations' ability to accomplish their aims in dynamic and ambiguous environments. Effective communication is essential in such work arrangements. Distribution of work across time and space and reliance on technology-mediation may interfere with employees' willingness and ability to address critical issues (i.e., employee voice), such as providing ideas for improvement, raising inefficacy and safety concerns, and reporting errors and unethical practices. Addressing this concern, we first elaborate on potential models of the relationship between technology-enabled flexible work arrangements and voice. Specifically, we describe an evolution from overly social or technical deterministic approaches that propose direct effects of digital technologies or flexible work arrangements on voice to a socio-material approach. The latter allows considering how affordances and constraints of digital technologies and user goals and capabilities form flexible work arrangements, which, in turn, relate to motivators and inhibitors of employee voice. While evolving toward a nuanced understanding, we draw from a process model of voice and develop exemplary propositions for how technologically-enabled work arrangements relate to voice success factors when employees pass through the stages of this process.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"26 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78407728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-1-59
Heiko Hossfeld, Martin Wolfslast
Big Data is an emerging field in organizational research as it provides new types of data, and technologies like digitization and web scraping allow to study huge amounts of data. Since large parts of digital data consist of unstructured text, text classification - assigning texts (or parts of texts) to predefined categories - is a central task. Text classification not only allows to identify relevant texts in a jumble of data but also to extract information from texts, such as sentiments, topics, and intentions. However, large amounts of textual data require the use of automated text mining methods, which is mostly uncharted territory in organizational research. We, therefore, outline and discuss the two existing approaches to text classification, one originating from social science (dictionary content analysis) the other from computer science (supervised machine learning). Since both approaches have advantages and disadvantages, we combine ideas from both to develop a hybrid approach that reduces existing issues and requires significantly less knowledge in programming and computer science than supervised machine learning. To illustrate our approach, we develop a classifier that identifies critical media coverage of organizational actions.
{"title":"Text Classification in Organizational Research – A Hybrid Approach Combining Dictionary Content Analysis and Supervised Machine Learning Techniques","authors":"Heiko Hossfeld, Martin Wolfslast","doi":"10.5771/0935-9915-2022-1-59","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-1-59","url":null,"abstract":"Big Data is an emerging field in organizational research as it provides new types of data, and technologies like digitization and web scraping allow to study huge amounts of data. Since large parts of digital data consist of unstructured text, text classification - assigning texts (or parts of texts) to predefined categories - is a central task. Text classification not only allows to identify relevant texts in a jumble of data but also to extract information from texts, such as sentiments, topics, and intentions. However, large amounts of textual data require the use of automated text mining methods, which is mostly uncharted territory in organizational research. We, therefore, outline and discuss the two existing approaches to text classification, one originating from social science (dictionary content analysis) the other from computer science (supervised machine learning). Since both approaches have advantages and disadvantages, we combine ideas from both to develop a hybrid approach that reduces existing issues and requires significantly less knowledge in programming and computer science than supervised machine learning. To illustrate our approach, we develop a classifier that identifies critical media coverage of organizational actions.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"34 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81190722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-2-185
Isaiah Oino, Erli Xi
Corporate social responsibility (CSR) in firms has shifted from just being responsible for the environment to strategic CSR by examining how the engagement of CSR activities enhance the company’s financial performance. The paper examine if corporate social responsibility rating impacts financial access and financial efficiency. This paper analyses the CSR performance of 23 Chinese firms' annual data from 2010 to 2016 and their access to credit from financial institutions. The fixed effects model shows that corporate social responsibility significantly correlates with corporate financial access constraints. That is, the higher score of corporate social responsibility, the lower degree of financing access constraints. The study also found that improving corporate social responsibility will reduce the financial efficiency of enterprises by a small margin. The company's financial cost will be relatively reduced as the corporate social responsibility score increases.
{"title":"Sustainability and Its Value: Does Corporate Social Responsibility Score Impact Financial Access? A Review of Chinese Manufacturing Firms","authors":"Isaiah Oino, Erli Xi","doi":"10.5771/0935-9915-2022-2-185","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-2-185","url":null,"abstract":"Corporate social responsibility (CSR) in firms has shifted from just being responsible for the environment to strategic CSR by examining how the engagement of CSR activities enhance the company’s financial performance. The paper examine if corporate social responsibility rating impacts financial access and financial efficiency. This paper analyses the CSR performance of 23 Chinese firms' annual data from 2010 to 2016 and their access to credit from financial institutions. The fixed effects model shows that corporate social responsibility significantly correlates with corporate financial access constraints. That is, the higher score of corporate social responsibility, the lower degree of financing access constraints. The study also found that improving corporate social responsibility will reduce the financial efficiency of enterprises by a small margin. The company's financial cost will be relatively reduced as the corporate social responsibility score increases.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"14 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73621706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-4-429
Vivien Höflinger, M. Büttgen
Remarkable contributions have already been made to narcissism and its particular influence on career success, yet the literature to date does not capture the potential impact of paradoxical personalities, especially when considering the role of humility as a complement to a multifaceted constellation of characters. This gap finds additional relevance in light of recent changes in today’s world of work in terms of flexibility and complexity. Therefore, our study examines the relationship between narcissism and humility with objective and subjective career success in new work settings. The research is based on dyadic data from 398 cross-industry U.S. professionals in 199 pairs. Hypotheses are tested using hierarchical moderated multiple and logistic regression analyses. As expected, the interaction between narcissism and humility showed negative effects on a leadership position, project responsibility, and salary. Considering new ways of working in a three-way interaction with narcissism and humility, the effect turned positive for salary. Thus, in the new world of work, the humble narcissist is successful in material terms. Surprisingly, no relations to subjective career success were evident. Our findings contribute to the literature on new ways of working, career success, and paradox personalities by showing that although humble narcissists may generally experience lower levels of career success, they rather succeed in new working environments.
{"title":"No Benefits for Paradox Personalities? Narcissism and Humility in New Work Careers","authors":"Vivien Höflinger, M. Büttgen","doi":"10.5771/0935-9915-2022-4-429","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-4-429","url":null,"abstract":"Remarkable contributions have already been made to narcissism and its particular influence on career success, yet the literature to date does not capture the potential impact of paradoxical personalities, especially when considering the role of humility as a complement to a multifaceted constellation of characters. This gap finds additional relevance in light of recent changes in today’s world of work in terms of flexibility and complexity. Therefore, our study examines the relationship between narcissism and humility with objective and subjective career success in new work settings. The research is based on dyadic data from 398 cross-industry U.S. professionals in 199 pairs. Hypotheses are tested using hierarchical moderated multiple and logistic regression analyses. As expected, the interaction between narcissism and humility showed negative effects on a leadership position, project responsibility, and salary. Considering new ways of working in a three-way interaction with narcissism and humility, the effect turned positive for salary. Thus, in the new world of work, the humble narcissist is successful in material terms. Surprisingly, no relations to subjective career success were evident. Our findings contribute to the literature on new ways of working, career success, and paradox personalities by showing that although humble narcissists may generally experience lower levels of career success, they rather succeed in new working environments.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"26 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86835773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-3-209
Simon Jebsen, Sylvia Rohlfer, W. Matiaske
Over the past four decades, scholars from employment relations, human resource management, organisational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organisational decisionmaking and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or – in the case of employee silence – to withhold these views and concerns (Morrison & Milliken, 2003). Employee voice and silence have been linked to organisational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organisational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express ‘creative ideas and new perspectives, increasing the likelihood of innovation’ (Grant, 2013, p. 1703; Zhou & George, 2001).
{"title":"Employee Voice and the Digitalisation of Work","authors":"Simon Jebsen, Sylvia Rohlfer, W. Matiaske","doi":"10.5771/0935-9915-2022-3-209","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-3-209","url":null,"abstract":"Over the past four decades, scholars from employment relations, human resource management, organisational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organisational decisionmaking and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or – in the case of employee silence – to withhold these views and concerns (Morrison & Milliken, 2003). Employee voice and silence have been linked to organisational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organisational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express ‘creative ideas and new perspectives, increasing the likelihood of innovation’ (Grant, 2013, p. 1703; Zhou & George, 2001).","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"27 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81622360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-01DOI: 10.5771/0935-9915-2022-3-356
René Cornish
Social media has transformed various aspects of daily life, particularly influencing communication and interaction in both physical and digital spaces. The South African employment relationship is no exception. Social media also creates opportunities for the articulation of employee voice. Through the content analysis of 118 South African first-instance social media misconduct dismissal decisions, this paper argues that employees use social media as a mechanism to express dissenting employee voice. There is evidence of individual employee voice notwithstanding employers implementing rules and social media policies to curtail expressions of dissent. It also persists despite the dismissal of employees for expressing employee voice through social media. Significantly, employee voice in the form of racialised speech badmouthing and cyber-criticising employers continues in the digital realm despite the legislative prohibition of hate speech. Despite high power disparities, the sample reveals a perfusion of individual e-voice by South African employees.
{"title":"Unsilenced Employee Voice in South Africa: Social Media Misconduct Dismissals as Evidence of E-Voice","authors":"René Cornish","doi":"10.5771/0935-9915-2022-3-356","DOIUrl":"https://doi.org/10.5771/0935-9915-2022-3-356","url":null,"abstract":"Social media has transformed various aspects of daily life, particularly influencing communication and interaction in both physical and digital spaces. The South African employment relationship is no exception. Social media also creates opportunities for the articulation of employee voice. Through the content analysis of 118 South African first-instance social media misconduct dismissal decisions, this paper argues that employees use social media as a mechanism to express dissenting employee voice. There is evidence of individual employee voice notwithstanding employers implementing rules and social media policies to curtail expressions of dissent. It also persists despite the dismissal of employees for expressing employee voice through social media. Significantly, employee voice in the form of racialised speech badmouthing and cyber-criticising employers continues in the digital realm despite the legislative prohibition of hate speech. Despite high power disparities, the sample reveals a perfusion of individual e-voice by South African employees.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"42 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80812576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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