Argyrios Loukopoulos, M. Taylor, Aikaterini Sotiropoulou, Barbara Hvalic Erzetic, Sara Mikolič, Irma Potočnik Slavič, Arianna Manti
Abstract Social Enterprises (SEs) have become the focus of increased policy attention internationally and at the EU level in recent years. Not as much attention, however, has been given to identifying and eliminating their skills gaps and training needs. Following the principles of the Training Needs Analysis (TNA) methodology and collecting data from different stakeholders on the social entrepreneurship sector of four EU countries (Italy, Ireland, Greece, and Slovenia) participating in the EU project ‘SocialB’, this paper examines the development of its training content, and how this addresses the SEs’ training challenges regarding management, sustainability and growth issues. This paper outlines the steps this project followed in tackling these issues through developing innovative learning content and training delivery methodology.
{"title":"Social entrepreneurship education enhancement through innovative training pedagogies across Europe","authors":"Argyrios Loukopoulos, M. Taylor, Aikaterini Sotiropoulou, Barbara Hvalic Erzetic, Sara Mikolič, Irma Potočnik Slavič, Arianna Manti","doi":"10.2478/ijm-2023-0002","DOIUrl":"https://doi.org/10.2478/ijm-2023-0002","url":null,"abstract":"Abstract Social Enterprises (SEs) have become the focus of increased policy attention internationally and at the EU level in recent years. Not as much attention, however, has been given to identifying and eliminating their skills gaps and training needs. Following the principles of the Training Needs Analysis (TNA) methodology and collecting data from different stakeholders on the social entrepreneurship sector of four EU countries (Italy, Ireland, Greece, and Slovenia) participating in the EU project ‘SocialB’, this paper examines the development of its training content, and how this addresses the SEs’ training challenges regarding management, sustainability and growth issues. This paper outlines the steps this project followed in tackling these issues through developing innovative learning content and training delivery methodology.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"41 1","pages":"135 - 154"},"PeriodicalIF":0.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43603387","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 : 2022-12-01DOI: 10.38104/vadyba.2022.2.05
The measurement of organizational social capital (OSC) is extremely important, since numerous studies have found that social capital in organizations significantly affects employee job satisfaction, workplace creativity, innovativeness, and organizational performance. In this study, the strength of social capital in Hungarian organizations was assessed using a three-dimensional approach (cognitive, relational, and structural). Data collected from 405 Hungarian employees were used in empirical research to validate research model and hypotheses. IBM SPSS Statistics 27 and AMOS 23.0 were utilized for the statistical evaluations. Confirmatory factor analysis (CFA) was used for construct validation. An empirically validated model of eight dimensions and thirty items was developed to assess various aspects of organizational social capital in a work environment. Relationships among OSC components were examined using structural equation modeling (SEM). In order to determine if there were any differences in distribution of values of research dimensions among groups based on the business sector (public, private, non-profit) and the organization size (5-9 employees, 10-49 employees, 50-249 employees, 250 employees or more), the Kruskal−Wallis test was used. In the case of a significant result of the Kruskal−Wallis test, the groups showing significant differences were determined using the Dunn−Bonferroni post hoc test. In order to examine differences between managers and subordinates, the Mann−Whitney test was applied. This study found that of the three elements of organizational social capital, the cognitive dimension is the basis of the relational dimension, which in turn determines largely the structural element. Additionally, it was demonstrated that there are significant differences among sectors, company sizes, as well as between managers and subordinates in terms of the comparative evaluation parameters of organizational social capital. The study results provide insight into the structure of social capital in the workplace, which can be useful to managers and HR professionals.
{"title":"EXAMINING THE COMPONENTS OF ORGANIZATIONAL SOCIAL CAPITAL IN HUNGARIAN COMPANIES","authors":"","doi":"10.38104/vadyba.2022.2.05","DOIUrl":"https://doi.org/10.38104/vadyba.2022.2.05","url":null,"abstract":"The measurement of organizational social capital (OSC) is extremely important, since numerous studies have found that social capital in organizations\u0000significantly affects employee job satisfaction, workplace creativity, innovativeness, and organizational performance. In this study, the strength of social\u0000capital in Hungarian organizations was assessed using a three-dimensional approach (cognitive, relational, and structural). Data collected from 405\u0000Hungarian employees were used in empirical research to validate research model and hypotheses. IBM SPSS Statistics 27 and AMOS 23.0 were utilized\u0000for the statistical evaluations. Confirmatory factor analysis (CFA) was used for construct validation. An empirically validated model of eight dimensions\u0000and thirty items was developed to assess various aspects of organizational social capital in a work environment. Relationships among OSC components\u0000were examined using structural equation modeling (SEM). In order to determine if there were any differences in distribution of values of research\u0000dimensions among groups based on the business sector (public, private, non-profit) and the organization size (5-9 employees, 10-49 employees, 50-249\u0000employees, 250 employees or more), the Kruskal−Wallis test was used. In the case of a significant result of the Kruskal−Wallis test, the groups showing\u0000significant differences were determined using the Dunn−Bonferroni post hoc test. In order to examine differences between managers and subordinates,\u0000the Mann−Whitney test was applied.\u0000This study found that of the three elements of organizational social capital, the cognitive dimension is the basis of the relational dimension, which in\u0000turn determines largely the structural element. Additionally, it was demonstrated that there are significant differences among sectors, company sizes, as\u0000well as between managers and subordinates in terms of the comparative evaluation parameters of organizational social capital. The study results provide\u0000insight into the structure of social capital in the workplace, which can be useful to managers and HR professionals.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"48 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76498838","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}
Abstract The National Social Enterprise Policy of Ireland was launched in 2019 following a slow and episodic process. The aim of the paper is to examine the development and implementation of the National Social Enterprise Policy. In particular the interaction between key sectoral stakeholders in the development of the policy and the primary influences on the process. The results of a substantial qualitative enquiry details the complex set of relationships underpinning the development of social enterprise policy in a multi-level governance framework. It situates the National Social Enterprise Policy in an environment unusually susceptible to sub-sectoral advocacy and highlights the particular characteristics of the Irish case where social enterprise policy is largely removed from broader social economy policy interventions in Ireland and the European Union. The paper highlights the complex and fluid environment in which various stakeholders articulated and advocated for their policy positions. It also details how the relevant policy institutions engaged with and were influenced by stakeholders. It contributes to the understanding of social enterprise policy formulation and how this process can become more inclusive.
{"title":"Rethinking social enterprise policy making in Ireland – untangling proportionate, disproportionate and unengaged sectoral policy contributions","authors":"Deiric Ó Broin, G. Doyle","doi":"10.2478/ijm-2023-0004","DOIUrl":"https://doi.org/10.2478/ijm-2023-0004","url":null,"abstract":"Abstract The National Social Enterprise Policy of Ireland was launched in 2019 following a slow and episodic process. The aim of the paper is to examine the development and implementation of the National Social Enterprise Policy. In particular the interaction between key sectoral stakeholders in the development of the policy and the primary influences on the process. The results of a substantial qualitative enquiry details the complex set of relationships underpinning the development of social enterprise policy in a multi-level governance framework. It situates the National Social Enterprise Policy in an environment unusually susceptible to sub-sectoral advocacy and highlights the particular characteristics of the Irish case where social enterprise policy is largely removed from broader social economy policy interventions in Ireland and the European Union. The paper highlights the complex and fluid environment in which various stakeholders articulated and advocated for their policy positions. It also details how the relevant policy institutions engaged with and were influenced by stakeholders. It contributes to the understanding of social enterprise policy formulation and how this process can become more inclusive.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"41 1","pages":"103 - 118"},"PeriodicalIF":0.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47998789","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 : 2022-12-01DOI: 10.38104/vadyba.2022.2.07
Knowledge management (KM) is described as a crucial element for business success and competitiveness. KM practices are commonly linked to continuous business renewal, productivity and efficiency improvement. Building knowledge-based resources (KBRs) in the organization is of particular importance, as they create opportunity to achieve a competitive advantage, develop market share, and strengthen the overall performance of the firm. It should be remembered that KBRs are always strongly related to human resources and refer to such attributes as individual knowledge, abilities, skills, experience and innovation. The main aim of the article is to identify the relationship between selected areas of KBRs and the change in the firm's market share. To realize of the main aim, the survey study was developed on a group of 355 enterprises in Poland in early 2022. The respondents, who represent managerial stuff or firms‘ owners, express opinions on selected KBR elements using a 5-point Likert scale. To analyze the research results, the common statistical methods in management studies were used, as descriptive statistics and Kendall Tau correlation analysis. As a main conclusion, there are positive correlation between selected KBRs and firm’s market share. Hence, building and constant renewal of KBRs brings several advantages for organizations, including development of market share, and, consequently, competitiveness improvement.
{"title":"KNOWLEDGE-BASED RESOURCES IN MARKET SHARE DEVELOPMENT","authors":"","doi":"10.38104/vadyba.2022.2.07","DOIUrl":"https://doi.org/10.38104/vadyba.2022.2.07","url":null,"abstract":"Knowledge management (KM) is described as a crucial element for business success and competitiveness. KM practices are commonly linked to\u0000continuous business renewal, productivity and efficiency improvement. Building knowledge-based resources (KBRs) in the organization is of particular\u0000importance, as they create opportunity to achieve a competitive advantage, develop market share, and strengthen the overall performance of the firm. It\u0000should be remembered that KBRs are always strongly related to human resources and refer to such attributes as individual knowledge, abilities, skills,\u0000experience and innovation. The main aim of the article is to identify the relationship between selected areas of KBRs and the change in the firm's market\u0000share. To realize of the main aim, the survey study was developed on a group of 355 enterprises in Poland in early 2022. The respondents, who represent\u0000managerial stuff or firms‘ owners, express opinions on selected KBR elements using a 5-point Likert scale. To analyze the research results, the common\u0000statistical methods in management studies were used, as descriptive statistics and Kendall Tau correlation analysis. As a main conclusion, there are\u0000positive correlation between selected KBRs and firm’s market share. Hence, building and constant renewal of KBRs brings several advantages for\u0000organizations, including development of market share, and, consequently, competitiveness improvement.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"110 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85058927","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 : 2022-12-01DOI: 10.38104/vadyba.2022.2.02
The development of the global market has created a need for global management ideas that can be overcome in practice by solving complex problems. The formation and development of global management ideas is strongly influenced by different cultural traditions and values of Eastern and Western cultures, which determine different management methods. The ability to organize production and manage processes on a global platform is critical to creating and maintaining high living standards. The vital foundation on which sustainable decisions in the field of management are based can have a strong impact on the fulfilment of humanity’s expectations for well-being and prosperity. The reasonable question therefore is: what value system could become the universal ethical framework that integrates different cultural traditions and worldviews and underpins the field global management? Intercultural ethics is one of the most recent research projects to analyze a wide range of ethical issues arising from the multidisciplinary perspective of societies and cultures. Intercultural ethics seeks to identify the existing different cultural, value beliefs, to define universal ethical principles on the basis of which intercultural decisions and agreements on the development, implementation, management and use of digital technologies are made. Different cultures disagree on common universal moral decisions because they are based on unique worldviews and value systems, and there is no universally accepted epistemically sound way to resolve such moral disagreements. The question is, what are the basic assumptions underpinning the impact of intercultural ethics on the theory of global management that would enable the common development and application of a system of universal ethical principles governing the development of global management processes in different regions and cultures of the world? The article hypothesizes that a synthesis of classical Aristotelian virtue ethics, Confucian ethics, and African ubuntu philosophical ethics could underpin intercultural ethics, embodying the universal ethical values of Western and Eastern cultures in global management theory.
{"title":"CHALLENGES AND PERSPECTIVES OF INTERCULTURAL ETHICS\u0000IN THE THEORY OF GLOBAL MANAGEMENT","authors":"","doi":"10.38104/vadyba.2022.2.02","DOIUrl":"https://doi.org/10.38104/vadyba.2022.2.02","url":null,"abstract":"The development of the global market has created a need for global management ideas that can be overcome in practice by solving complex problems.\u0000The formation and development of global management ideas is strongly influenced by different cultural traditions and values of Eastern and Western\u0000cultures, which determine different management methods. The ability to organize production and manage processes on a global platform is critical to\u0000creating and maintaining high living standards. The vital foundation on which sustainable decisions in the field of management are based can have a\u0000strong impact on the fulfilment of humanity’s expectations for well-being and prosperity. The reasonable question therefore is: what value system\u0000could become the universal ethical framework that integrates different cultural traditions and worldviews and underpins the field global management?\u0000Intercultural ethics is one of the most recent research projects to analyze a wide range of ethical issues arising from the multidisciplinary perspective\u0000of societies and cultures. Intercultural ethics seeks to identify the existing different cultural, value beliefs, to define universal ethical principles on the\u0000basis of which intercultural decisions and agreements on the development, implementation, management and use of digital technologies are made.\u0000Different cultures disagree on common universal moral decisions because they are based on unique worldviews and value systems, and there is no\u0000universally accepted epistemically sound way to resolve such moral disagreements. The question is, what are the basic assumptions underpinning the\u0000impact of intercultural ethics on the theory of global management that would enable the common development and application of a system of universal\u0000ethical principles governing the development of global management processes in different regions and cultures of the world? The article hypothesizes\u0000that a synthesis of classical Aristotelian virtue ethics, Confucian ethics, and African ubuntu philosophical ethics could underpin intercultural ethics,\u0000embodying the universal ethical values of Western and Eastern cultures in global management theory.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"15 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86586819","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 : 2022-11-27DOI: 10.1177/01492063221138225
J. Hendricks, Matthew L. Call, E. Campbell
For decades, scholars and managers alike have shared a sustained interest in harnessing the talents of high-performing employees primarily due to their disproportionate contributions. An emerging research stream has begun examining the diverse effects that high performers elicit on their peers. Prior work now spans multiple organizational fields of study and utilizes a variety of high performer conceptualizations, theoretical lenses, and methodological approaches to examine the main effects of high performers as well as the boundary conditions of these effects. However, the body of work on high performers has yet to be systematically reviewed to synthesize the current state of the high performer literature and build commonality across disciplines. In this multidisciplinary review, we first establish conceptual clarity on what a high performer is (and is not) and identify the conceptualization of high performers used in current research. We then use appraisal theories to create a framework to organize the cognitive, affective, and behavioral peer effects sparked by high performers as well as to build an integrative view of the psychological mechanisms through which peers interpret and react to high performers. Following this, we outline several boundary conditions of high performer peer effects, including the characteristics of high performers, peers, and the context in which high performers and peers interact. We further consider how the various operationalizations of high performers are associated with different peer effects. We conclude by identifying and elaborating several avenues for future research that may yield useful cross-disciplinary insights.
{"title":"High Performer Peer Effects: A Review, Synthesis, and Agenda for Future Research","authors":"J. Hendricks, Matthew L. Call, E. Campbell","doi":"10.1177/01492063221138225","DOIUrl":"https://doi.org/10.1177/01492063221138225","url":null,"abstract":"For decades, scholars and managers alike have shared a sustained interest in harnessing the talents of high-performing employees primarily due to their disproportionate contributions. An emerging research stream has begun examining the diverse effects that high performers elicit on their peers. Prior work now spans multiple organizational fields of study and utilizes a variety of high performer conceptualizations, theoretical lenses, and methodological approaches to examine the main effects of high performers as well as the boundary conditions of these effects. However, the body of work on high performers has yet to be systematically reviewed to synthesize the current state of the high performer literature and build commonality across disciplines. In this multidisciplinary review, we first establish conceptual clarity on what a high performer is (and is not) and identify the conceptualization of high performers used in current research. We then use appraisal theories to create a framework to organize the cognitive, affective, and behavioral peer effects sparked by high performers as well as to build an integrative view of the psychological mechanisms through which peers interpret and react to high performers. Following this, we outline several boundary conditions of high performer peer effects, including the characteristics of high performers, peers, and the context in which high performers and peers interact. We further consider how the various operationalizations of high performers are associated with different peer effects. We conclude by identifying and elaborating several avenues for future research that may yield useful cross-disciplinary insights.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"350 1","pages":"1997 - 2029"},"PeriodicalIF":0.5,"publicationDate":"2022-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79776315","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}
Andrea McNamara, Thomas O'Connor, Sheila O’Donohoe
Abstract The purpose of this paper is to examine the building of financial flexibility by Irish medium sized enterprises in the run-up to Brexit. We analyze changes in firms’ dividends, leverage, cash, investment levels and working capital in the period surrounding the passing of the Brexit referendum to test for stockpiling of financial slack. Whilst we find no evidence of financial flexibility building overall, there is some evidence to suggest that firms incentivised to build such flexibility do so. Cash poor firms appear to build financial slack by way of reducing leverage and increasing their cash reserves. In contrast, cash rich firms increase their capital expenditure using internal and external funds. Interestingly all firms irrespective of their size or financial strength increase their working capital investment and in particular build their inventory levels post the Brexit referendum. Our evidence suggests Irish medium sized enterprises are optimistic of the opportunities post Brexit.
{"title":"Building financial flexibility in preparation for Brexit: the case of Irish medium sized enterprises","authors":"Andrea McNamara, Thomas O'Connor, Sheila O’Donohoe","doi":"10.2478/ijm-2022-0007","DOIUrl":"https://doi.org/10.2478/ijm-2022-0007","url":null,"abstract":"Abstract The purpose of this paper is to examine the building of financial flexibility by Irish medium sized enterprises in the run-up to Brexit. We analyze changes in firms’ dividends, leverage, cash, investment levels and working capital in the period surrounding the passing of the Brexit referendum to test for stockpiling of financial slack. Whilst we find no evidence of financial flexibility building overall, there is some evidence to suggest that firms incentivised to build such flexibility do so. Cash poor firms appear to build financial slack by way of reducing leverage and increasing their cash reserves. In contrast, cash rich firms increase their capital expenditure using internal and external funds. Interestingly all firms irrespective of their size or financial strength increase their working capital investment and in particular build their inventory levels post the Brexit referendum. Our evidence suggests Irish medium sized enterprises are optimistic of the opportunities post Brexit.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":" ","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47129475","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 : 2022-11-24DOI: 10.1177/01492063221133744
Mohamad Sadri, Caterina Moschieri
This study examines whether and when, in a stigmatized industry, firms’ negative publicity can lead to the appointment of their CEOs to the boards of directors of other firms within that sector. Building on research on ingroup identification and on stigma, we propose that within a stigmatized industry, when a firm receives negative publicity, its CEO is more likely to join the board of other firms in the industry, possibly because these other firms interpret the negative publicity as a sign of the social identification of the CEO with the stigmatized industry. We also suggest that this relationship is more likely when the negative publicity reveals information otherwise not available about the CEO. We test our hypotheses using a novel, hand-collected dataset of 408 CEOs in 205 firms in the global arms industry, between 1998 and 2017, and find that within this stigmatized industry, when a firm receives negative publicity, its CEO is more likely to join the board of other firms in the industry, and that lower levels of CEOs’ reputational capital and visibility magnify this effect. Our findings advance the conversations in stigma research about upper echelons, highlighting the importance of internal and external actors and of the type of stigma, when investigating the consequences of stigma for upper echelons’ careers.
{"title":"The Perverse Consequence of Firms’ Negative Publicity in Stigmatized Industries: CEOs' Board Appointments","authors":"Mohamad Sadri, Caterina Moschieri","doi":"10.1177/01492063221133744","DOIUrl":"https://doi.org/10.1177/01492063221133744","url":null,"abstract":"This study examines whether and when, in a stigmatized industry, firms’ negative publicity can lead to the appointment of their CEOs to the boards of directors of other firms within that sector. Building on research on ingroup identification and on stigma, we propose that within a stigmatized industry, when a firm receives negative publicity, its CEO is more likely to join the board of other firms in the industry, possibly because these other firms interpret the negative publicity as a sign of the social identification of the CEO with the stigmatized industry. We also suggest that this relationship is more likely when the negative publicity reveals information otherwise not available about the CEO. We test our hypotheses using a novel, hand-collected dataset of 408 CEOs in 205 firms in the global arms industry, between 1998 and 2017, and find that within this stigmatized industry, when a firm receives negative publicity, its CEO is more likely to join the board of other firms in the industry, and that lower levels of CEOs’ reputational capital and visibility magnify this effect. Our findings advance the conversations in stigma research about upper echelons, highlighting the importance of internal and external actors and of the type of stigma, when investigating the consequences of stigma for upper echelons’ careers.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"21 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84503895","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 : 2022-11-24DOI: 10.1177/01492063221132791
Rebecca L. Greenbaum, Truit Gray, A. Hill, M. Lima, Stephanie S. Royce, Alicia A. Smales
We advance research on narcissism in the workplace by examining the effects of coworker narcissistic rivalry on focal employee emotional states and behavioral intentions. We rely on social function of emotions theory to explain why coworker narcissistic rivalry results in focal employee negative emotions. We then explain that the focal employee is likely to handle their negative emotions arising from coworker narcissistic rivalry differently depending on individual differences of bottom-line mentality (BLM), which captures a defensive competitive posture, or trait competitiveness, which captures an offensive competitive posture. Across three studies, our results generally support our predictions by revealing that the indirect effect of coworker narcissistic rivalry onto focal employees’ social undermining of that coworker (through focal employee negative emotions) is more strongly positive when the focal employee is higher in BLM, whereas the indirect effect of coworker narcissistic rivalry onto focal-employee-intended work-goal progress relative to the coworker (through focal employee negative emotions) is more strongly positive when the focal employee's trait competitiveness is lower.
{"title":"Coworker Narcissism: Employee Emotional and Behavioral Reactions as Moderated by Bottom-Line Mentality and Trait Competitiveness","authors":"Rebecca L. Greenbaum, Truit Gray, A. Hill, M. Lima, Stephanie S. Royce, Alicia A. Smales","doi":"10.1177/01492063221132791","DOIUrl":"https://doi.org/10.1177/01492063221132791","url":null,"abstract":"We advance research on narcissism in the workplace by examining the effects of coworker narcissistic rivalry on focal employee emotional states and behavioral intentions. We rely on social function of emotions theory to explain why coworker narcissistic rivalry results in focal employee negative emotions. We then explain that the focal employee is likely to handle their negative emotions arising from coworker narcissistic rivalry differently depending on individual differences of bottom-line mentality (BLM), which captures a defensive competitive posture, or trait competitiveness, which captures an offensive competitive posture. Across three studies, our results generally support our predictions by revealing that the indirect effect of coworker narcissistic rivalry onto focal employees’ social undermining of that coworker (through focal employee negative emotions) is more strongly positive when the focal employee is higher in BLM, whereas the indirect effect of coworker narcissistic rivalry onto focal-employee-intended work-goal progress relative to the coworker (through focal employee negative emotions) is more strongly positive when the focal employee's trait competitiveness is lower.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"19 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76774249","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 : 2022-11-04DOI: 10.1177/01492063221131535
N. S. Hill, C. Axtell, S. Raghuram, Niina O. Nurmi
Virtual work arrangements, whereby dispersed employees interact with each other using technology-mediated communication, can both positively and negatively impact their psychological well-being. Yet, research on these dual effects in different virtual work research domains (e.g., telecommuting, virtual teams, and computer-mediated work) is not well integrated, which limits insights into how their findings overlap and inform each other. Using a work design theoretical lens to synthesize findings from 115 empirical articles, we develop an integrative framework that advances understanding of how virtual work both helps and harms employee well-being. The framework explicates different pathways linking subdimensions of technology dependence and dispersion—two core dimensions underlying different types of virtual work—to well-being through employees’ perceived work characteristics. We identify four technology dependence and three dispersion subdimensions that differ in their degree of positive versus negative impact on hedonic and eudaimonic well-being outcomes as well as in the work characteristics that explain these effects. These findings suggest that employees’ well-being experiences in virtual work depend on the subdimensions involved and that the same subdimension can influence well-being both positively and negatively. Across the subdimensions, a dominant set of work characteristics in four categories (task, knowledge, social, and work context) explain virtual work’s dual effects on well-being, moderated by contingencies at different levels (individual, team, organization, and external context). These multilevel contingencies point to potential interventions for enhancing the benefits and mitigating the downsides of virtual work for employee well-being. Based on these insights, we develop a future research agenda and discuss practical implications.
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