Pub Date : 2025-01-29DOI: 10.1177/00187267241309792
Nada Endrissat, Christina Lüthy
Entrepreneurial initiatives aiming to transform organizations from the bottom up are often complicit with the power structures they seek to change, reproducing the old while trying to cultivate the new. To unleash the transformative potential of these initiatives, it is crucial to better understand how workers can productively reckon with complicity and how this reckoning drives the entrepreneurial process. We address these questions through a longitudinal, qualitative, single-case study in a private contemporary art museum in Russia, where museum workers strive to create a more inclusive and politicized organization. Drawing on research by social justice education scholars, we unfold how vulnerability and critical hope—here as affective orientations—enable workers to sense and address complicity in their entrepreneurial activities. We develop a process model that theorizes the interplay between these affective orientations and links them to the expansion or contraction of entrepreneurial activities and their reckoning with complicity. The study contributes to the surging interest in vulnerability and hope within entrepreneurship studies while providing new insights into how entrepreneurs remain affected by the contrary effects of their own efforts, channeling these experiences into imaginative actions toward different futures.
{"title":"Moving with the trouble: How vulnerability and critical hope enable reckoning with complicity in entrepreneurial initiatives","authors":"Nada Endrissat, Christina Lüthy","doi":"10.1177/00187267241309792","DOIUrl":"https://doi.org/10.1177/00187267241309792","url":null,"abstract":"Entrepreneurial initiatives aiming to transform organizations from the bottom up are often complicit with the power structures they seek to change, reproducing the old while trying to cultivate the new. To unleash the transformative potential of these initiatives, it is crucial to better understand how workers can productively reckon with complicity and how this reckoning drives the entrepreneurial process. We address these questions through a longitudinal, qualitative, single-case study in a private contemporary art museum in Russia, where museum workers strive to create a more inclusive and politicized organization. Drawing on research by social justice education scholars, we unfold how vulnerability and critical hope—here as affective orientations—enable workers to sense and address complicity in their entrepreneurial activities. We develop a process model that theorizes the interplay between these affective orientations and links them to the expansion or contraction of entrepreneurial activities and their reckoning with complicity. The study contributes to the surging interest in vulnerability and hope within entrepreneurship studies while providing new insights into how entrepreneurs remain affected by the contrary effects of their own efforts, channeling these experiences into imaginative actions toward different futures.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"40 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143056540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-24DOI: 10.1177/00187267241310701
Pascal Dey, Amadou Lô, Pauline Fatien
Entrepreneurship scholars have become increasingly interested in new collaborative spaces—such as incubators, makerspaces, and coworking spaces—that support entrepreneurial ventures. However, limited attention has been paid to entrepreneurs’ embodied capacity to transform these collaborative spaces into places for entrepreneuring. In response, we propose a phenomenological perspective to advance theorizing on how entrepreneurs “do place” by experiencing and shaping the meaning, affective content, and materiality of their workplace in specific ways. Based on a longitudinal qualitative study of a coworking space in Paris, we identify three regimes of entrepreneur’s place-making: (a) collectively negotiating place-meaning, (b) manipulating place as a site of practical use, and (c) place-based identity forming. Our contribution is threefold. First, drawing on a diverse literature on phenomenology, and recent practice-based research, we argue that a dual focus on the embodied experiences and practices of entrepreneurs enables a more granular understanding of how collaborative spaces are enacted as “places-of-entrepreneuring.” Second, we show how “places-of-entrepreneuring” emerge from the skillful interweaving of different regimes of place-making. Third, we recommend that owners of collaborative spaces proactively promote place-making “by design” by encouraging entrepreneurs to become active producers, rather than passive users, of their work environments.
{"title":"Collaborative spaces as places-of-entrepreneuring: A phenomenological investigation of entrepreneurs’ place-making experiences and practices","authors":"Pascal Dey, Amadou Lô, Pauline Fatien","doi":"10.1177/00187267241310701","DOIUrl":"https://doi.org/10.1177/00187267241310701","url":null,"abstract":"Entrepreneurship scholars have become increasingly interested in new collaborative spaces—such as incubators, makerspaces, and coworking spaces—that support entrepreneurial ventures. However, limited attention has been paid to entrepreneurs’ embodied capacity to transform these collaborative spaces into places for entrepreneuring. In response, we propose a phenomenological perspective to advance theorizing on how entrepreneurs “do place” by experiencing and shaping the meaning, affective content, and materiality of their workplace in specific ways. Based on a longitudinal qualitative study of a coworking space in Paris, we identify three regimes of entrepreneur’s place-making: (a) collectively negotiating place-meaning, (b) manipulating place as a site of practical use, and (c) place-based identity forming. Our contribution is threefold. First, drawing on a diverse literature on phenomenology, and recent practice-based research, we argue that a dual focus on the embodied experiences and practices of entrepreneurs enables a more granular understanding of how collaborative spaces are enacted as “places-of-entrepreneuring.” Second, we show how “places-of-entrepreneuring” emerge from the skillful interweaving of different regimes of place-making. Third, we recommend that owners of collaborative spaces proactively promote place-making “by design” by encouraging entrepreneurs to become active producers, rather than passive users, of their work environments.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"63 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143030848","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-23DOI: 10.1177/00187267241311215
Reece Garcia, Christopher J McLachlan
The degeneration thesis posits that worker cooperatives fail commercially or renege on their democratic governance when operating within free-market neoliberalism. Whilst the inevitability of degeneration has been challenged, there remain limited in-depth empirical examinations of where cooperatives have shown a capacity to ‘regenerate’. This article draws on participatory action research in cooperatives within a Brazilian social movement to contribute novel empirical insights into cooperative regeneration. In doing so, we develop an analytical framework that facilitates an understanding of what constitutes the cooperative regeneration process. Informed by extant literature and reflected in our findings, we identify four dynamically interacting criteria: the preservation of democratic member control; the renewal of collaborative forms of work organisation; a continued conferment of equal rights, responsibilities and opportunities; and a sustained commitment and reflexivity to cooperative ideals and goals. Our findings illustrate the practices and governance structures that underpin these criteria, enabling cooperatives to preserve direct and participatory democratic member control under the omnipresent threat of capitalist imperatives, and thus effectively combat cooperative degeneration.
{"title":"Worker cooperative ‘regeneration’: Insights from the Brazilian Landless Rural Workers Movement","authors":"Reece Garcia, Christopher J McLachlan","doi":"10.1177/00187267241311215","DOIUrl":"https://doi.org/10.1177/00187267241311215","url":null,"abstract":"The degeneration thesis posits that worker cooperatives fail commercially or renege on their democratic governance when operating within free-market neoliberalism. Whilst the inevitability of degeneration has been challenged, there remain limited in-depth empirical examinations of where cooperatives have shown a capacity to ‘regenerate’. This article draws on participatory action research in cooperatives within a Brazilian social movement to contribute novel empirical insights into cooperative regeneration. In doing so, we develop an analytical framework that facilitates an understanding of what constitutes the cooperative regeneration process. Informed by extant literature and reflected in our findings, we identify four dynamically interacting criteria: the preservation of democratic member control; the renewal of collaborative forms of work organisation; a continued conferment of equal rights, responsibilities and opportunities; and a sustained commitment and reflexivity to cooperative ideals and goals. Our findings illustrate the practices and governance structures that underpin these criteria, enabling cooperatives to preserve direct and participatory democratic member control under the omnipresent threat of capitalist imperatives, and thus effectively combat cooperative degeneration.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"1 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143026295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-09DOI: 10.1177/00187267241306238
Dayoung Kim, Dishi Hu, Crystal M Harold
This article explores the effects of an unpredictable work scheduling practice: last-minute schedule changes. We examine the effects of two forms of last-minute schedule changes—unexpected additions or reductions to one’s work schedule—on employee reactions. More specifically, drawing from psychological contract theory, we argue that experiencing more last-minute work schedule changes precipitates psychological contract breach and, in turn, influences employee job performance. Furthermore, we model the opportunity to offer input into schedule change requests as a moderator that buffers negative reactions to last-minute schedule changes. Results of a three-wave field study suggest that last-minute hour additions, but not hour reductions, increase employees’ breach perceptions of psychological contracts related to work schedules and, in turn, result in a decrease in task performance and organizational citizenship behaviors and an increase in counterproductive work behaviors. The indirect effects become weaker when employees are offered the opportunity to provide input into schedule changes. We discuss the theoretical and practical implications of these findings.
{"title":"Working around unpredictable clocks: Examining the impact of last-minute schedule changes on perceived contract breach and job performance","authors":"Dayoung Kim, Dishi Hu, Crystal M Harold","doi":"10.1177/00187267241306238","DOIUrl":"https://doi.org/10.1177/00187267241306238","url":null,"abstract":"This article explores the effects of an unpredictable work scheduling practice: last-minute schedule changes. We examine the effects of two forms of last-minute schedule changes—unexpected additions or reductions to one’s work schedule—on employee reactions. More specifically, drawing from psychological contract theory, we argue that experiencing more last-minute work schedule changes precipitates psychological contract breach and, in turn, influences employee job performance. Furthermore, we model the opportunity to offer input into schedule change requests as a moderator that buffers negative reactions to last-minute schedule changes. Results of a three-wave field study suggest that last-minute hour additions, but not hour reductions, increase employees’ breach perceptions of psychological contracts related to work schedules and, in turn, result in a decrease in task performance and organizational citizenship behaviors and an increase in counterproductive work behaviors. The indirect effects become weaker when employees are offered the opportunity to provide input into schedule changes. We discuss the theoretical and practical implications of these findings.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"41 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142940211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-08DOI: 10.1177/00187267241304591
Ana Alacovska, Eliane Bucher, Christian Fieseler
We adopt a visual methods approach, in conjunction with an interview-based study, to investigate the identity work of creative workers who sell their services remotely as online freelancers via gig economy platforms. Based on visual self-portrayals elicited from 53 remote gig workers, including illustrators, animators and graphic designers, and their subsequent verbal reflections on these images, our study elucidates the generative power of visual images for gaining insights into identity work, especially in non-traditional work contexts facilitated by digital technologies. We distinguish key identity work strategies that remote gig workers use to construct their identities in relation to idealized, publicly available and free-floating imaginaries of platform labour. These strategies ranged from fully embracing such imaginaries to their vehement rejection, as well as strategies aimed at maintaining a balance between these extremes. Besides the embodied, sensorial intensities and imaginative projections underpinning such identity construction in the gig economy, our analysis foregrounds also the spatial aspects of identity work. Theoretically, we propose a redefinition of identity work as a multimodal accomplishment rather than exclusively a narrative one to better explain the elusive and contradictory aspects of identity work, including its affective and spatial character.
{"title":"Multimodal identity work: The power of visual images for identity construction in the gig economy","authors":"Ana Alacovska, Eliane Bucher, Christian Fieseler","doi":"10.1177/00187267241304591","DOIUrl":"https://doi.org/10.1177/00187267241304591","url":null,"abstract":"We adopt a visual methods approach, in conjunction with an interview-based study, to investigate the identity work of creative workers who sell their services remotely as online freelancers via gig economy platforms. Based on visual self-portrayals elicited from 53 remote gig workers, including illustrators, animators and graphic designers, and their subsequent verbal reflections on these images, our study elucidates the generative power of visual images for gaining insights into identity work, especially in non-traditional work contexts facilitated by digital technologies. We distinguish key identity work strategies that remote gig workers use to construct their identities in relation to idealized, publicly available and free-floating imaginaries of platform labour. These strategies ranged from fully embracing such imaginaries to their vehement rejection, as well as strategies aimed at maintaining a balance between these extremes. Besides the embodied, sensorial intensities and imaginative projections underpinning such identity construction in the gig economy, our analysis foregrounds also the spatial aspects of identity work. Theoretically, we propose a redefinition of identity work as a multimodal accomplishment rather than exclusively a narrative one to better explain the elusive and contradictory aspects of identity work, including its affective and spatial character.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"1 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142936612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-06DOI: 10.1177/00187267241305277
Dawn S Carlson, Kaylee Hackney, Merideth J Thompson, Gary Thurgood
Do fathers experience discrimination during pregnancy? YES! In this study, we explore the experience of fathers’ pregnancy discrimination (FPD), or the perceived unfavorable treatment of fathers in the workplace due to their wives expecting a baby. Applying the action regulation model of work–family balance, we examine FPD as a resource barrier that impacts both the father’s perceived work–family balance and the father’s and mother’s turnover. In a sample of 247 expectant fathers across four time periods using a newly developed and validated measure of FPD, we examine the four different action strategies that fathers might use in reaction to the resource barrier of FPD to attain work and family goals. Policy use (engagement strategy) was ineffective, but going the extra mile (changing strategy) was effective in achieving greater perceived work–family balance. For those who used disengagement strategies, the father’s desire for the mother to turnover (sequencing strategy) contributed to the mother’s turnover while the father’s turnover intention (revising strategy) contributed to the father’s turnover as avenues for goal attainment. This research provides an empirical examination of the four action strategies simultaneously invoked in response to a resource barrier (FPD) with implications for perceived balance and actual turnover.
{"title":"The impact of father’s pregnancy discrimination on the work–family interface: An action-regulation approach","authors":"Dawn S Carlson, Kaylee Hackney, Merideth J Thompson, Gary Thurgood","doi":"10.1177/00187267241305277","DOIUrl":"https://doi.org/10.1177/00187267241305277","url":null,"abstract":"Do fathers experience discrimination during pregnancy? YES! In this study, we explore the experience of fathers’ pregnancy discrimination (FPD), or the perceived unfavorable treatment of fathers in the workplace due to their wives expecting a baby. Applying the action regulation model of work–family balance, we examine FPD as a resource barrier that impacts both the father’s perceived work–family balance and the father’s and mother’s turnover. In a sample of 247 expectant fathers across four time periods using a newly developed and validated measure of FPD, we examine the four different action strategies that fathers might use in reaction to the resource barrier of FPD to attain work and family goals. Policy use (engagement strategy) was ineffective, but going the extra mile (changing strategy) was effective in achieving greater perceived work–family balance. For those who used disengagement strategies, the father’s desire for the mother to turnover (sequencing strategy) contributed to the mother’s turnover while the father’s turnover intention (revising strategy) contributed to the father’s turnover as avenues for goal attainment. This research provides an empirical examination of the four action strategies simultaneously invoked in response to a resource barrier (FPD) with implications for perceived balance and actual turnover.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2025-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142929392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-19DOI: 10.1177/00187267241303268
Adam Saifer, Patrizia Zanoni
Prompted by the Black Lives Matter movement, and COVID-19’s deepening of inequalities, philanthropic foundations are increasingly claiming racial justice as a core part of their mission and strategy. This study uses a racial capitalism lens to examine racial justice organizations’ (RJOs) accountability relations towards the philanthropies that fund them. Drawing on interviews with leaders of Canadian RJOs, we unveil how the racial partitioning of leaders, fantasy and partners in these relations materially and symbolically dispossesses RJOs and the communities they represent. Our study complements the extant literature, which focuses on the depoliticization and co-optation effects of RJO–philanthropy accountability relations. Instead, we show how these accountability relations enforce ‘double dispossession’, thereby reproducing the racial capitalist political economy on which philanthropy is predicated. Our analysis indicates that philanthropy for racial justice, as it is currently practised, is impossible. We further identify the conditions under which it could become feasible.
{"title":"The political economy of accountability: Philanthropy’s ‘double dispossession’ of racial justice organizations under racial capitalism","authors":"Adam Saifer, Patrizia Zanoni","doi":"10.1177/00187267241303268","DOIUrl":"https://doi.org/10.1177/00187267241303268","url":null,"abstract":"Prompted by the Black Lives Matter movement, and COVID-19’s deepening of inequalities, philanthropic foundations are increasingly claiming racial justice as a core part of their mission and strategy. This study uses a racial capitalism lens to examine racial justice organizations’ (RJOs) accountability relations towards the philanthropies that fund them. Drawing on interviews with leaders of Canadian RJOs, we unveil how the racial partitioning of leaders, fantasy and partners in these relations materially and symbolically dispossesses RJOs and the communities they represent. Our study complements the extant literature, which focuses on the depoliticization and co-optation effects of RJO–philanthropy accountability relations. Instead, we show how these accountability relations enforce ‘double dispossession’, thereby reproducing the racial capitalist political economy on which philanthropy is predicated. Our analysis indicates that philanthropy for racial justice, as it is currently practised, is impossible. We further identify the conditions under which it could become feasible.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"263 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869841","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-19DOI: 10.1177/00187267241303265
Biyun Hu, Soojung Han, Crystal M. Harold, Lauren D’Innocenzo, Soojin Lee
The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness.
{"title":"When differentiated empowering leadership hurts team performance: The roles of information sharing and tenure diversity","authors":"Biyun Hu, Soojung Han, Crystal M. Harold, Lauren D’Innocenzo, Soojin Lee","doi":"10.1177/00187267241303265","DOIUrl":"https://doi.org/10.1177/00187267241303265","url":null,"abstract":"The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"53 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-17DOI: 10.1177/00187267241298620
Inbal Nahum-Shani, Jamie RT Yap, Peter A Bamberger, Mo Wang, Mary E Larimer, Samuel B Bacharach
Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.
{"title":"How and when do work stressors and peer norms impact career entrants’ alcohol-related behavior and its consequences?","authors":"Inbal Nahum-Shani, Jamie RT Yap, Peter A Bamberger, Mo Wang, Mary E Larimer, Samuel B Bacharach","doi":"10.1177/00187267241298620","DOIUrl":"https://doi.org/10.1177/00187267241298620","url":null,"abstract":"Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"55 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142841947","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-07DOI: 10.1177/00187267241301720
Roman Kislov, Mike Bresnen, Gill Harvey
Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.
{"title":"Getting your message across? The evolution of leader vision and managed pluralisation of leadership","authors":"Roman Kislov, Mike Bresnen, Gill Harvey","doi":"10.1177/00187267241301720","DOIUrl":"https://doi.org/10.1177/00187267241301720","url":null,"abstract":"Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"36 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142789883","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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