Pub Date : 2024-12-07DOI: 10.1177/00187267241302783
Jonas Friedrich, Chris Steyaert
Democratizing entrepreneurship itself is by far no guarantee for emancipation: the majority can (over)rule, masculinist dominance or regressive ideologies may flourish, and exclusions occur. By ethnographically following the transformation of a socially engaged agency into a diverse cooperative, we offer a processual study of emancipatory entrepreneuring that is undoing the paternal, family-like, and pseudo-democratic enterprise and creates a diverse cooperative with shared ownership, co-leadership, and queered sensitivities to gender, racism, and affective difference. Our analysis thereby relies on the political concept of “disidentification” and its process of queer worldmaking as developed by José Esteban Muñoz. On this conceptual basis, we redraw becoming democratic as an ongoing in-between process of “decomposing” heroic and patriarchally inclined entrepreneurship and ongoingly “recomposing” democratic entrepreneuring through revising interrelated layers of inequality. By introducing the theory of “disidentification”, we contribute with a queer-feminist conceptual vocabulary to analyze the intertwined political and processual nature of emancipation. Transformation is neither understood as a revolution nor a planned linear change but rather as an ongoing in-between process that subversively recycles former, habitual ways of interacting into undertaking different, more inclusive worldmaking.
{"title":"Emancipatory entrepreneuring as disidentification: A queer-feminist view of becoming a democratic cooperative","authors":"Jonas Friedrich, Chris Steyaert","doi":"10.1177/00187267241302783","DOIUrl":"https://doi.org/10.1177/00187267241302783","url":null,"abstract":"Democratizing entrepreneurship itself is by far no guarantee for emancipation: the majority can (over)rule, masculinist dominance or regressive ideologies may flourish, and exclusions occur. By ethnographically following the transformation of a socially engaged agency into a diverse cooperative, we offer a processual study of emancipatory entrepreneuring that is undoing the paternal, family-like, and pseudo-democratic enterprise and creates a diverse cooperative with shared ownership, co-leadership, and queered sensitivities to gender, racism, and affective difference. Our analysis thereby relies on the political concept of “disidentification” and its process of queer worldmaking as developed by José Esteban Muñoz. On this conceptual basis, we redraw becoming democratic as an ongoing in-between process of “decomposing” heroic and patriarchally inclined entrepreneurship and ongoingly “recomposing” democratic entrepreneuring through revising interrelated layers of inequality. By introducing the theory of “disidentification”, we contribute with a queer-feminist conceptual vocabulary to analyze the intertwined political and processual nature of emancipation. Transformation is neither understood as a revolution nor a planned linear change but rather as an ongoing in-between process that subversively recycles former, habitual ways of interacting into undertaking different, more inclusive worldmaking.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142789886","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 : 2024-11-29DOI: 10.1177/00187267241300866
Roberta Fida, Irene Skovgaard-Smith, Claudio Barbaranelli, Marinella Paciello, Rosalind Searle, Ivan Marzocchi, Matteo Ronchetti
While considerable attention has been devoted to understanding how individual characteristics influence unethical actions, far less research has examined the role of social and organisational processes. We introduce the concept of organisational moral disengagement (OrgMD), drawing on Bandura’s moral agency theory, to explain how unethicality may be fostered in organisations. OrgMD is a multilevel construct, capturing perceptions of the mechanisms through which morality can be suspended in an organisation allowing unethical practices to flourish. Using four empirical studies, we validated OrgMD at both individual and organisational levels. The first three studies were conducted at individual level (Study 1: two waves, 301 workers; Study 2: two waves, 297 workers; Study 3: 297 workers), while the fourth adopted a multilevel design (3050 workers nested in 113 organisations). OrgMD, although highly correlated with personal moral disengagement, emerges as a distinct construct that operates both at individual and organisational levels. We show that when members perceive their organisation to be morally disengaged, they are more likely to engage in unethical pro-organisational behaviour and silence. The concept of OrgMD advances understanding of the social processes through which unethical organisational activities can be normalised as acceptable in organisations.
{"title":"The suspension of morality in organisations: Conceptualising organisational moral disengagement and testing its role in relation to unethical behaviours and silence","authors":"Roberta Fida, Irene Skovgaard-Smith, Claudio Barbaranelli, Marinella Paciello, Rosalind Searle, Ivan Marzocchi, Matteo Ronchetti","doi":"10.1177/00187267241300866","DOIUrl":"https://doi.org/10.1177/00187267241300866","url":null,"abstract":"While considerable attention has been devoted to understanding how individual characteristics influence unethical actions, far less research has examined the role of social and organisational processes. We introduce the concept of organisational moral disengagement (OrgMD), drawing on Bandura’s moral agency theory, to explain how unethicality may be fostered in organisations. OrgMD is a multilevel construct, capturing perceptions of the mechanisms through which morality can be suspended in an organisation allowing unethical practices to flourish. Using four empirical studies, we validated OrgMD at both individual and organisational levels. The first three studies were conducted at individual level (Study 1: two waves, 301 workers; Study 2: two waves, 297 workers; Study 3: 297 workers), while the fourth adopted a multilevel design (3050 workers nested in 113 organisations). OrgMD, although highly correlated with personal moral disengagement, emerges as a distinct construct that operates both at individual and organisational levels. We show that when members perceive their organisation to be morally disengaged, they are more likely to engage in unethical pro-organisational behaviour and silence. The concept of OrgMD advances understanding of the social processes through which unethical organisational activities can be normalised as acceptable in organisations.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"3 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142753633","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 : 2024-11-05DOI: 10.1177/00187267241290637
Tiina Tuominen
Reflexivity is often considered a prerequisite for institutional work. However, the relationship between reflexivity and institutional work has rarely been examined rigorously in empirical research, and there is a lack of consensus on when and how reflexivity motivates such efforts. This study aims to address this gap by reviewing existing operationalisations of reflexivity and exploring how different forms of reflexivity impacted employees’ engagement in institutional work in a public organisation undergoing institutional change. The empirical results revealed seven distinct patterns of reflexivity and institutional work, indicating that variations across three dimensions of reflexive evaluation – scope, openness and relationality – contributed to decisions about whether and how to engage in institutional work. The results also demonstrated that reflexivity is profoundly grounded in individuals’ concerns and shaped by their work and professional histories. These findings suggest that researchers and practitioners must develop a deeper understanding of the multidimensional nature of reflexivity in order to foster meaningful employee contributions to institutional processes.
{"title":"Relations between reflexivity and institutional work: A case study in a public organisation","authors":"Tiina Tuominen","doi":"10.1177/00187267241290637","DOIUrl":"https://doi.org/10.1177/00187267241290637","url":null,"abstract":"Reflexivity is often considered a prerequisite for institutional work. However, the relationship between reflexivity and institutional work has rarely been examined rigorously in empirical research, and there is a lack of consensus on when and how reflexivity motivates such efforts. This study aims to address this gap by reviewing existing operationalisations of reflexivity and exploring how different forms of reflexivity impacted employees’ engagement in institutional work in a public organisation undergoing institutional change. The empirical results revealed seven distinct patterns of reflexivity and institutional work, indicating that variations across three dimensions of reflexive evaluation – scope, openness and relationality – contributed to decisions about whether and how to engage in institutional work. The results also demonstrated that reflexivity is profoundly grounded in individuals’ concerns and shaped by their work and professional histories. These findings suggest that researchers and practitioners must develop a deeper understanding of the multidimensional nature of reflexivity in order to foster meaningful employee contributions to institutional processes.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"71 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142588621","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 : 2024-11-01DOI: 10.1177/00187267241288680
Shuqi Li, Russell E Johnson, Hun Whee Lee, Brent A Scott
The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.
{"title":"Inspired to be transformational: The interplay between employee voice type and manager construal level","authors":"Shuqi Li, Russell E Johnson, Hun Whee Lee, Brent A Scott","doi":"10.1177/00187267241288680","DOIUrl":"https://doi.org/10.1177/00187267241288680","url":null,"abstract":"The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"241 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142563232","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 : 2024-10-27DOI: 10.1177/00187267241290979
Anna Stöber, Verena Girschik
Pushing for social change at work is frustrating and precarious. Many employee activists therefore seek support in communities that form around their aspirations and reside ‘between’ organizations. This article advances our understanding of how community participation shapes employee activists’ experiences of their change agency as they return to and pursue their social purpose in their corporate lives. Grounded in an in-depth qualitative study of an inter-organizational community of employee activists, we introduce the notion of ‘dispersed collectivity’: employee activists generate a shared sense of collectivity that they maintain even as they disperse into their workplaces. Dispersed collectivity enables subtle agentic experiences by emboldening employee activists to endure their often-challenging corporate lives, unsettle corporate norms, and detach from their corporate positions. Even without mobilizing a collective push for change across firms, communities can thus play a critical role in sustaining employee activism. Our study contributes a more nuanced account of employee activists’ change agency and offers new theoretical insights into the role of inter-organizational communities in social change, the practices they can use to build collective momentum and empathic connections, and their impact on employee activists’ determination to drive social change from within.
{"title":"Cultivating dispersed collectivity: How communities between organizations sustain employee activism","authors":"Anna Stöber, Verena Girschik","doi":"10.1177/00187267241290979","DOIUrl":"https://doi.org/10.1177/00187267241290979","url":null,"abstract":"Pushing for social change at work is frustrating and precarious. Many employee activists therefore seek support in communities that form around their aspirations and reside ‘between’ organizations. This article advances our understanding of how community participation shapes employee activists’ experiences of their change agency as they return to and pursue their social purpose in their corporate lives. Grounded in an in-depth qualitative study of an inter-organizational community of employee activists, we introduce the notion of ‘dispersed collectivity’: employee activists generate a shared sense of collectivity that they maintain even as they disperse into their workplaces. Dispersed collectivity enables subtle agentic experiences by emboldening employee activists to endure their often-challenging corporate lives, unsettle corporate norms, and detach from their corporate positions. Even without mobilizing a collective push for change across firms, communities can thus play a critical role in sustaining employee activism. Our study contributes a more nuanced account of employee activists’ change agency and offers new theoretical insights into the role of inter-organizational communities in social change, the practices they can use to build collective momentum and empathic connections, and their impact on employee activists’ determination to drive social change from within.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"35 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142490842","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 : 2024-10-24DOI: 10.1177/00187267241288109
Caroline Rook, Hannes Leroy, Jingtao Zhu, Moran Anisman-Razin
As the number of publications demonstrating the benefits and risks of being authentic at work grows, so does the variety of interpretations of what it means to be authentic—and with it increasing inconsistencies and contradictions in conceptualizations of authenticity and its outcomes. We propose that the reasons for these inconsistencies stem from differing underlying assumptions on what authenticity is and thus what it means to be “true to self”. To better understand these differences, we conducted a systematic review of authenticity constructs in organization science, concentrating on the divergence among definitions and underlying theoretical assumptions of authenticity constructs. We identified two dimensions underlying authenticity constructs’ assumptions. First, constructs differed in whether the self was oriented more toward independence (emphasis on the self as distinct from others) or toward interdependence (self as relationally oriented). Second, constructs ranged in their perspectives on the self as fixed (self as stable) to more malleable (self as changing). In this review, we delineate the different ways of “staying true to one’s self” at work and show the inherent complexities in the process of being authentic in the workplace, explaining how these differences may lead to seemingly contradictory work-related outcomes of authenticity.
{"title":"The different ways of being true to self at work: A review of divergence among authenticity constructs","authors":"Caroline Rook, Hannes Leroy, Jingtao Zhu, Moran Anisman-Razin","doi":"10.1177/00187267241288109","DOIUrl":"https://doi.org/10.1177/00187267241288109","url":null,"abstract":"As the number of publications demonstrating the benefits and risks of being authentic at work grows, so does the variety of interpretations of what it means to be authentic—and with it increasing inconsistencies and contradictions in conceptualizations of authenticity and its outcomes. We propose that the reasons for these inconsistencies stem from differing underlying assumptions on what authenticity is and thus what it means to be “true to self”. To better understand these differences, we conducted a systematic review of authenticity constructs in organization science, concentrating on the divergence among definitions and underlying theoretical assumptions of authenticity constructs. We identified two dimensions underlying authenticity constructs’ assumptions. First, constructs differed in whether the self was oriented more toward independence (emphasis on the self as distinct from others) or toward interdependence (self as relationally oriented). Second, constructs ranged in their perspectives on the self as fixed (self as stable) to more malleable (self as changing). In this review, we delineate the different ways of “staying true to one’s self” at work and show the inherent complexities in the process of being authentic in the workplace, explaining how these differences may lead to seemingly contradictory work-related outcomes of authenticity.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"60 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142488719","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 : 2024-10-24DOI: 10.1177/00187267241288685
Eline Jammaers, Dide van Eck, Silvia Cinque
Women who step into the spotlight may be burdened with managing their sexualised bodies, unlike men. This is true also in stand-up comedy, where more women than ever are entering the field. Investigating this unequally distributed body work, we use Sara Ahmed’s idea of the wilful subject to spot naturalised beliefs of women as unfunny who ‘will too much’. We do so through a qualitative study carried out with 26 professionals. We contribute by showing how ‘informal’ organisational body work, which comprises the purposeful efforts workers undertake on their and others’ bodies as part of informal role demands, is underpinned by diversity-related power dynamics. Anticipating how the burden of such ‘work’ does not fall equally on the shoulders of everyone is key in imagining more egalitarian futures of work. We demonstrate the embodied and political merits of wilfulness as an analytical tool focusing on the historically persistent labelling of women as wilful, a difficult-to-spot inequality, while taking into account how such wilfulness charges are mobilised by the target. Inspired by queering and cripping, we introduce the term ‘hagging’ to indicate women reclaiming positions of power and reappropriating their sexual objectification in male-dominated sexist environments.
{"title":"Embodying wilfulness: Investigating the unequal power dynamics of informal organisational body work through the case of women in stand-up comedy","authors":"Eline Jammaers, Dide van Eck, Silvia Cinque","doi":"10.1177/00187267241288685","DOIUrl":"https://doi.org/10.1177/00187267241288685","url":null,"abstract":"Women who step into the spotlight may be burdened with managing their sexualised bodies, unlike men. This is true also in stand-up comedy, where more women than ever are entering the field. Investigating this unequally distributed body work, we use Sara Ahmed’s idea of the wilful subject to spot naturalised beliefs of women as unfunny who ‘will too much’. We do so through a qualitative study carried out with 26 professionals. We contribute by showing how ‘informal’ organisational body work, which comprises the purposeful efforts workers undertake on their and others’ bodies as part of informal role demands, is underpinned by diversity-related power dynamics. Anticipating how the burden of such ‘work’ does not fall equally on the shoulders of everyone is key in imagining more egalitarian futures of work. We demonstrate the embodied and political merits of wilfulness as an analytical tool focusing on the historically persistent labelling of women as wilful, a difficult-to-spot inequality, while taking into account how such wilfulness charges are mobilised by the target. Inspired by queering and cripping, we introduce the term ‘hagging’ to indicate women reclaiming positions of power and reappropriating their sexual objectification in male-dominated sexist environments.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"44 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142490885","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 : 2024-10-19DOI: 10.1177/00187267241288422
Laura Guillén, Max Reinwald, Florian Kunze
Despite well-intentioned gender diversity initiatives aimed at addressing gender imbalances by ensuring minimal female representation in predominantly male groups, such tokenism often exacerbates discrimination and social isolation for these women, potentially leading to absenteeism. Research suggests that the benefits of diversity are realized only when the ratio of women to men reaches a critical threshold that allows for genuine integration and participation. However, this threshold remains uncertain. We integrate tokenism theory with social identity and status characteristics theories to investigate the effects of gender ratios within organizational teams on individual absenteeism. Specifically, we theorize a U-shaped relationship between gender dissimilarity and absenteeism for women, but not for men. Study 1, with a one-year cross-lagged design, encompassing 10,332 blue-collar workers in 1064 teams, supports the U-shaped relationship for women, while the relationship for men was non-significant. In Study 2, we use an experimental design with a sample of 370 female blue-collar workers to explore two potential mechanisms that may together explain the U-shaped gender dissimilarity effect for women. We test whether the gender composition of the work group affects both women’s likelihood of reporting unpleasant experiences and the group’s norms regarding absence. We draw theoretical and practical implications from these findings.
尽管性别多样性倡议的初衷是好的，旨在通过确保女性在以男性为主的群体中拥有最低限度的代表性来解决性别失衡问题，但这种象征性的做法往往会加剧对这些妇女的歧视和社会孤立，并可能导致缺勤。研究表明，只有当男女比例达到一个临界点，能够真正实现融合和参与时，多样性的益处才能实现。然而，这个临界点仍不确定。我们将象征主义理论与社会认同和地位特征理论相结合，研究组织团队中的性别比例对个人旷工的影响。具体来说，我们认为性别差异与女性缺勤率之间存在 U 型关系，而与男性缺勤率之间不存在这种关系。研究 1 采用了为期一年的交叉滞后设计，涵盖了 1064 个团队中的 10 332 名蓝领工人，结果支持女性的 U 型关系，而男性的关系并不显著。在研究 2 中，我们采用实验设计，以 370 名女性蓝领工人为样本，探讨了两种可能共同解释女性 U 型性别差异效应的潜在机制。我们检验了工作群体的性别构成是否会影响女性报告不愉快经历的可能性以及群体对缺勤的规范。我们从这些发现中得出了理论和实践意义。
{"title":"Too few or too many? Exploring the Link between gender dissimilarity and employee absenteeism","authors":"Laura Guillén, Max Reinwald, Florian Kunze","doi":"10.1177/00187267241288422","DOIUrl":"https://doi.org/10.1177/00187267241288422","url":null,"abstract":"Despite well-intentioned gender diversity initiatives aimed at addressing gender imbalances by ensuring minimal female representation in predominantly male groups, such tokenism often exacerbates discrimination and social isolation for these women, potentially leading to absenteeism. Research suggests that the benefits of diversity are realized only when the ratio of women to men reaches a critical threshold that allows for genuine integration and participation. However, this threshold remains uncertain. We integrate tokenism theory with social identity and status characteristics theories to investigate the effects of gender ratios within organizational teams on individual absenteeism. Specifically, we theorize a U-shaped relationship between gender dissimilarity and absenteeism for women, but not for men. Study 1, with a one-year cross-lagged design, encompassing 10,332 blue-collar workers in 1064 teams, supports the U-shaped relationship for women, while the relationship for men was non-significant. In Study 2, we use an experimental design with a sample of 370 female blue-collar workers to explore two potential mechanisms that may together explain the U-shaped gender dissimilarity effect for women. We test whether the gender composition of the work group affects both women’s likelihood of reporting unpleasant experiences and the group’s norms regarding absence. We draw theoretical and practical implications from these findings.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"42 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142451437","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 : 2024-10-17DOI: 10.1177/00187267241292997
{"title":"Human Relations Reviewer of the Year Award 2024","authors":"","doi":"10.1177/00187267241292997","DOIUrl":"https://doi.org/10.1177/00187267241292997","url":null,"abstract":"","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"232 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142448444","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 : 2024-09-30DOI: 10.1177/00187267241284970
Weerahannadige Dulini Anuvinda Fernando
How do marginalised cultural outsiders negotiate fit into new work settings? I draw on a discursive (re)positioning lens to examine qualitative interview accounts of a group of skilled refugees in Britain and provide insights into three temporal moves they make to portray themselves as unconstrained by a lack of host country cultural know-how, able to swiftly address gaps in knowledge and skills, and able to blend in. I theorise newcomer self-socialisation as a temporal (re)positioning dynamic that involves retrospectively defining oneself as a particular kind of person who has the potential to fit. I argue that temporal (re)positioning enables newcomers to maintain worth, secure external validation and impact on their contexts. I propose that the simultaneous foregrounding and minimising of the past is an important mechanism for skilled refugees to negotiate an ambivalent sense of fit into new work settings.
{"title":"Negotiating fit into host country work settings: Understanding the interplay between the past and the present in the accounts of skilled refugees","authors":"Weerahannadige Dulini Anuvinda Fernando","doi":"10.1177/00187267241284970","DOIUrl":"https://doi.org/10.1177/00187267241284970","url":null,"abstract":"How do marginalised cultural outsiders negotiate fit into new work settings? I draw on a discursive (re)positioning lens to examine qualitative interview accounts of a group of skilled refugees in Britain and provide insights into three temporal moves they make to portray themselves as unconstrained by a lack of host country cultural know-how, able to swiftly address gaps in knowledge and skills, and able to blend in. I theorise newcomer self-socialisation as a temporal (re)positioning dynamic that involves retrospectively defining oneself as a particular kind of person who has the potential to fit. I argue that temporal (re)positioning enables newcomers to maintain worth, secure external validation and impact on their contexts. I propose that the simultaneous foregrounding and minimising of the past is an important mechanism for skilled refugees to negotiate an ambivalent sense of fit into new work settings.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"8 1","pages":""},"PeriodicalIF":5.7,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360283","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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