Pub Date : 2022-11-04DOI: 10.1177/01492063221132481
Mingyun Huai, Huiwen Lian, J. Farh, Hai‐Jiang Wang
Leaders may engage in abusive behaviors due to impulsive or strategic drives, but it is unclear whether impulsive and strategic abuse can be differentiated and if they have distinct outcomes. The current research, framed by self-regulation theory, represents an effort to differentiate impulsive and strategic drives of leaders’ abusive behaviors and examine their effects on subsequent supportive behaviors toward subordinates via goal attainment. Leaders’ abusive behaviors, when driven by impulses (strategic rationales), undermine (promote) their goal realization. Because leaders constantly regulate their interactions with subordinates, once they achieve high (low) goal realization, leaders increase (decrease) their supportive behaviors toward those subordinates. Overall, leaders’ impulsive abuse negatively (strategic abuse positively) relates to their subsequent supportive behaviors toward subordinates, through its negative (positive) effect on goal realization. Moreover, self-regulation theory suggests that the effect of leaders’ strategic abuse depends on subordinates’ ability to understand and meet leaders’ expectations; accordingly, subordinate competence strengthens the positive effect of leaders’ strategic abuse on supportive behaviors toward subordinates via goal realization. We first establish a reliable, valid scale to measure impulsive and strategic abuse, and then conduct two experience sampling studies that offer support for the proposed theoretical model. This article concludes with a discussion of both theoretical and practical implications.
{"title":"Leaders’ Impulsive Versus Strategic Abuse, Goal Realization, and Subsequent Supportive Behaviors: A Self-Regulation Perspective","authors":"Mingyun Huai, Huiwen Lian, J. Farh, Hai‐Jiang Wang","doi":"10.1177/01492063221132481","DOIUrl":"https://doi.org/10.1177/01492063221132481","url":null,"abstract":"Leaders may engage in abusive behaviors due to impulsive or strategic drives, but it is unclear whether impulsive and strategic abuse can be differentiated and if they have distinct outcomes. The current research, framed by self-regulation theory, represents an effort to differentiate impulsive and strategic drives of leaders’ abusive behaviors and examine their effects on subsequent supportive behaviors toward subordinates via goal attainment. Leaders’ abusive behaviors, when driven by impulses (strategic rationales), undermine (promote) their goal realization. Because leaders constantly regulate their interactions with subordinates, once they achieve high (low) goal realization, leaders increase (decrease) their supportive behaviors toward those subordinates. Overall, leaders’ impulsive abuse negatively (strategic abuse positively) relates to their subsequent supportive behaviors toward subordinates, through its negative (positive) effect on goal realization. Moreover, self-regulation theory suggests that the effect of leaders’ strategic abuse depends on subordinates’ ability to understand and meet leaders’ expectations; accordingly, subordinate competence strengthens the positive effect of leaders’ strategic abuse on supportive behaviors toward subordinates via goal realization. We first establish a reliable, valid scale to measure impulsive and strategic abuse, and then conduct two experience sampling studies that offer support for the proposed theoretical model. This article concludes with a discussion of both theoretical and practical implications.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"4 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79199094","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 : 2022-10-13DOI: 10.1177/01492063221127907
Patia J. McGrath, Atul Nerkar
As private equity’s financial heft and influence on the business landscape has intensified, so too has scholarly interest in the phenomenon. We review recent progress in private equity research, with a focus on the private equity industry’s later-stage buyout segment. To synthesize and integrate current findings, we construct a framework that encompasses not only antecedents and outcomes of private equity’s activities, but also mediators and moderators of the relationships that drive these outcomes. Based upon the gaps and learning opportunities that are surfaced by this framework, we develop recommendations for future private equity research. The proposed research agenda is particularly germane to management scholars, whose theories and perspectives have thus far been productively, yet relatively sparingly, applied in private equity research.
{"title":"Private Equity: Antecedents, Outcomes, Mediators, and Moderators","authors":"Patia J. McGrath, Atul Nerkar","doi":"10.1177/01492063221127907","DOIUrl":"https://doi.org/10.1177/01492063221127907","url":null,"abstract":"As private equity’s financial heft and influence on the business landscape has intensified, so too has scholarly interest in the phenomenon. We review recent progress in private equity research, with a focus on the private equity industry’s later-stage buyout segment. To synthesize and integrate current findings, we construct a framework that encompasses not only antecedents and outcomes of private equity’s activities, but also mediators and moderators of the relationships that drive these outcomes. Based upon the gaps and learning opportunities that are surfaced by this framework, we develop recommendations for future private equity research. The proposed research agenda is particularly germane to management scholars, whose theories and perspectives have thus far been productively, yet relatively sparingly, applied in private equity research.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"2 1","pages":"158 - 195"},"PeriodicalIF":0.5,"publicationDate":"2022-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73137267","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 : 2022-09-27DOI: 10.1177/01492063221126710
D. Shepherd, Stella K. Seyb, V. Souitaris
Entrepreneurial action can be directed toward identifying, generating, and exploiting potential business opportunities that can cause harm to others. Over and above the “rules of the game” of the economic system, we theorize on destructive entrepreneurial actions that result from entrepreneurs’ impaired regulation of their decision making. Specifically, we build on the entrepreneurial action literature and draw on regulation theories of goal attainment and moral disengagement to develop an impaired-regulation model of destructive entrepreneurial actions. This model contributes to the entrepreneurship literature by providing new insights into (a) why some entrepreneurs are more susceptible to engaging their ventures in destructive entrepreneurial actions, (b) everyday entrepreneurs (the “who”) engaging in destructive entrepreneurial actions (i.e., the “how” and “why”), and (c) when and why some entrepreneurs respond to their destructive entrepreneurial actions by becoming repentant do-gooders while others grow into serial offenders.
{"title":"On the Edge of Destruction: An Impaired-Regulation Model of Destructive Entrepreneurial Action","authors":"D. Shepherd, Stella K. Seyb, V. Souitaris","doi":"10.1177/01492063221126710","DOIUrl":"https://doi.org/10.1177/01492063221126710","url":null,"abstract":"Entrepreneurial action can be directed toward identifying, generating, and exploiting potential business opportunities that can cause harm to others. Over and above the “rules of the game” of the economic system, we theorize on destructive entrepreneurial actions that result from entrepreneurs’ impaired regulation of their decision making. Specifically, we build on the entrepreneurial action literature and draw on regulation theories of goal attainment and moral disengagement to develop an impaired-regulation model of destructive entrepreneurial actions. This model contributes to the entrepreneurship literature by providing new insights into (a) why some entrepreneurs are more susceptible to engaging their ventures in destructive entrepreneurial actions, (b) everyday entrepreneurs (the “who”) engaging in destructive entrepreneurial actions (i.e., the “how” and “why”), and (c) when and why some entrepreneurs respond to their destructive entrepreneurial actions by becoming repentant do-gooders while others grow into serial offenders.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"56 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86418315","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 : 2022-09-21DOI: 10.1177/01492063221123262
Jing Zhou, Junfeng Wu, Xiaoye May Wang
Few studies have focused on how power influences an idea receiver's endorsement of creative ideas. By integrating associative evaluation theory with insights from the power literature, we identify power as an important receivers’ factor that accentuates the relation between an idea's creativity level and receivers’ endorsement. We contend that the idea generator's status is a boundary condition and, together with creativity level, the idea generator's status jointly influences the degree to which idea receivers’ power affects idea endorsement. We conducted four studies to test our hypotheses. Study 1 was a laboratory experiment. It found a two-way interaction of receiver power and creativity level, showing that compared to low-power receivers, high-power receivers expressed stronger endorsement of ideas with high levels of creativity. Study 2 was a field study in a manufacturing company. It replicated Study 1's findings and further found a three-way interaction showing that the moderating effect of receiver power was strengthened when the generator had higher rather than lower status. Studies 3 and 4 respectively replicated the two-way and three-way interactions using experiments and demonstrated positive associations as the theorized mediator, providing empirical support for the positive association account. We discuss implications of these studies and call for future research to deepen our understanding of how creative ideas are endorsed in the workplace.
{"title":"Interactive Effects of Receiver Power and Generator Status on Endorsement of Creative Ideas","authors":"Jing Zhou, Junfeng Wu, Xiaoye May Wang","doi":"10.1177/01492063221123262","DOIUrl":"https://doi.org/10.1177/01492063221123262","url":null,"abstract":"Few studies have focused on how power influences an idea receiver's endorsement of creative ideas. By integrating associative evaluation theory with insights from the power literature, we identify power as an important receivers’ factor that accentuates the relation between an idea's creativity level and receivers’ endorsement. We contend that the idea generator's status is a boundary condition and, together with creativity level, the idea generator's status jointly influences the degree to which idea receivers’ power affects idea endorsement. We conducted four studies to test our hypotheses. Study 1 was a laboratory experiment. It found a two-way interaction of receiver power and creativity level, showing that compared to low-power receivers, high-power receivers expressed stronger endorsement of ideas with high levels of creativity. Study 2 was a field study in a manufacturing company. It replicated Study 1's findings and further found a three-way interaction showing that the moderating effect of receiver power was strengthened when the generator had higher rather than lower status. Studies 3 and 4 respectively replicated the two-way and three-way interactions using experiments and demonstrated positive associations as the theorized mediator, providing empirical support for the positive association account. We discuss implications of these studies and call for future research to deepen our understanding of how creative ideas are endorsed in the workplace.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"12 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74767937","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 : 2022-09-19DOI: 10.1177/01492063221125143
Thomas W. H. Ng, F. Yim, Haoyang Chen, Yinuo Zou
Organizational programs and policies are important facilitators of employees’ career development. However, organizations face a developmental paradox: Their career-aiding programs and policies might increase the employability of their employees, who might then leave the company. Guided by organizational support theory, we propose a theory-driven reciprocation view that explains why organization-sponsored career development practices might actually strengthen the current employment relationship. We argued that by offering career aids and resources, an organization can promote its employees’ perceptions of organizational support. These perceptions evoke reciprocation, manifested in strengthened organizational attachment that enhances job performance and lowers turnover. In a meta-analysis of over 1,000 articles, we found that employer-sponsored career development practices were related to employees’ job performance and turnover via the mechanisms of perceived organizational support and organizational attachment. Further, this relationship was even stronger when career development practices signaled greater care by being available (vs. used), institutionally embedded (vs. relational), and career focused (vs. job focused).
{"title":"Employer-Sponsored Career Development Practices and Employee Performance and Turnover: A Meta-Analysis","authors":"Thomas W. H. Ng, F. Yim, Haoyang Chen, Yinuo Zou","doi":"10.1177/01492063221125143","DOIUrl":"https://doi.org/10.1177/01492063221125143","url":null,"abstract":"Organizational programs and policies are important facilitators of employees’ career development. However, organizations face a developmental paradox: Their career-aiding programs and policies might increase the employability of their employees, who might then leave the company. Guided by organizational support theory, we propose a theory-driven reciprocation view that explains why organization-sponsored career development practices might actually strengthen the current employment relationship. We argued that by offering career aids and resources, an organization can promote its employees’ perceptions of organizational support. These perceptions evoke reciprocation, manifested in strengthened organizational attachment that enhances job performance and lowers turnover. In a meta-analysis of over 1,000 articles, we found that employer-sponsored career development practices were related to employees’ job performance and turnover via the mechanisms of perceived organizational support and organizational attachment. Further, this relationship was even stronger when career development practices signaled greater care by being available (vs. used), institutionally embedded (vs. relational), and career focused (vs. job focused).","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"52 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83970084","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 : 2022-09-19DOI: 10.1177/01492063221121787
Lindsay Y. Dhanani, Rebecca R. Totton, Taylor K. Hall, Carolyn T. Pham
As organizations have increasingly prioritized the inclusion of sexual minorities, there has been a proliferation of studies examining the ways by which organizations can foster environments that enable sexual minorities to express themselves authentically at work. Yet, extant research has predominantly ignored the role of other social identities in shaping the experiences of sexual minority employees, their decisions regarding the ways they express their sexual identities at work, and the consequences of those decisions. The current study correspondingly draws on theorizing on intersectionality to propose that workplace experiences related to race, a visible identity, may alter the decisions employees make about the expression of their invisible sexual identities. We additionally extend current conceptualizations of identity management to consider the ways employees may manage the presentation of their more visible racial identities at work. Results indicated that harassment experienced on the basis of sexual orientation and race combined to influence identity management strategies related to sexual and racial identities. Furthermore, concealing one's sexual orientation and suppressing one's racial identity uniquely contributed to decrements in employee well-being and interacted to predict employee outcomes. Yet, the nature of the interactions varied by employee race. Findings from this study support the need to adopt an intersectional approach to understanding invisible inequalities at work and inform future theoretical and practical efforts aimed at fostering workplace inclusion. Keywords: identity management; sexual orientation; race; employee well-being
{"title":"Visible but Hidden: An Intersectional Examination of Identity Management Among Sexual Minority Employees","authors":"Lindsay Y. Dhanani, Rebecca R. Totton, Taylor K. Hall, Carolyn T. Pham","doi":"10.1177/01492063221121787","DOIUrl":"https://doi.org/10.1177/01492063221121787","url":null,"abstract":"As organizations have increasingly prioritized the inclusion of sexual minorities, there has been a proliferation of studies examining the ways by which organizations can foster environments that enable sexual minorities to express themselves authentically at work. Yet, extant research has predominantly ignored the role of other social identities in shaping the experiences of sexual minority employees, their decisions regarding the ways they express their sexual identities at work, and the consequences of those decisions. The current study correspondingly draws on theorizing on intersectionality to propose that workplace experiences related to race, a visible identity, may alter the decisions employees make about the expression of their invisible sexual identities. We additionally extend current conceptualizations of identity management to consider the ways employees may manage the presentation of their more visible racial identities at work. Results indicated that harassment experienced on the basis of sexual orientation and race combined to influence identity management strategies related to sexual and racial identities. Furthermore, concealing one's sexual orientation and suppressing one's racial identity uniquely contributed to decrements in employee well-being and interacted to predict employee outcomes. Yet, the nature of the interactions varied by employee race. Findings from this study support the need to adopt an intersectional approach to understanding invisible inequalities at work and inform future theoretical and practical efforts aimed at fostering workplace inclusion. Keywords: identity management; sexual orientation; race; employee well-being","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"63 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90582388","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 : 2022-09-19DOI: 10.1177/01492063221123264
J. Arrégle, Brice Dattée, M. Hitt, D. Bergh
Organizational autonomy is a fundamental organizational design choice that holds a central position in management theories and practice. To date, this construct has suffered from definitional vagueness and conceptual fragmentation in its academic study across different management subfields. Drawing from a review of 87 articles appearing in top academic management journals, we had four objectives. We sought to establish clarity and consensus on the construct of organizational autonomy, to review the fragmented fields of studies on its determinants and outcomes, to identify unresolved or neglected debates, and to provide an organizing template for guiding future research. In a first section, we discuss the development of the organizational autonomy construct and review its diverse definitions, primary determinants, and outcomes. In a second section, we provide a set of recommendations spanning methodological directions and conceptual opportunities on the overlooked dynamics of organizational autonomy. Overall, our review provides a unified framework and direction for enhancing the understanding of one of the management field’s fundamental concepts.
{"title":"Organizational Autonomy: A Review and Agenda for Future Research","authors":"J. Arrégle, Brice Dattée, M. Hitt, D. Bergh","doi":"10.1177/01492063221123264","DOIUrl":"https://doi.org/10.1177/01492063221123264","url":null,"abstract":"Organizational autonomy is a fundamental organizational design choice that holds a central position in management theories and practice. To date, this construct has suffered from definitional vagueness and conceptual fragmentation in its academic study across different management subfields. Drawing from a review of 87 articles appearing in top academic management journals, we had four objectives. We sought to establish clarity and consensus on the construct of organizational autonomy, to review the fragmented fields of studies on its determinants and outcomes, to identify unresolved or neglected debates, and to provide an organizing template for guiding future research. In a first section, we discuss the development of the organizational autonomy construct and review its diverse definitions, primary determinants, and outcomes. In a second section, we provide a set of recommendations spanning methodological directions and conceptual opportunities on the overlooked dynamics of organizational autonomy. Overall, our review provides a unified framework and direction for enhancing the understanding of one of the management field’s fundamental concepts.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"85 1","pages":"85 - 124"},"PeriodicalIF":0.5,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80982845","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 : 2022-09-15DOI: 10.1177/01492063221076816
Guoli Chen, S. Luo, Yi Tang, J. Tong
Recent research has shown that a CEO's personal experiences in his or her early days have an influence on his or her decision-making as an executive later on. Our study extends this emerging stream of research by examining how CEOs’ pre-career exposure to religion affects their firms’ risk-taking and subsequent innovation performance. Drawing upon developmental psychology research and imprinting theory, we argue that CEOs who have attended a religious college are more likely to develop or reinforce their risk-averse mentality. This carries over to their professional life when they are in a top management position, and it leads to less risk-taking behavior in their firms and ultimately a lower level of firm innovation. Using a large sample of U.S. publicly listed companies, we find strong support on our hypotheses: Firms managed by CEOs who attended a religious college tend to be less risk-taking; this effect is stronger when the firm has more board members with pre-career exposure to religion; in addition, the firm's risk-taking behavior mediates the negative relationship between CEO pre-career religious exposure and firm innovation. We discuss the implications of our study for the strategic leadership literature, firm's risk-taking, and innovation research.
{"title":"Back to School: CEOs’ Pre-Career Exposure to Religion, Firm's Risk-Taking, and Innovation","authors":"Guoli Chen, S. Luo, Yi Tang, J. Tong","doi":"10.1177/01492063221076816","DOIUrl":"https://doi.org/10.1177/01492063221076816","url":null,"abstract":"Recent research has shown that a CEO's personal experiences in his or her early days have an influence on his or her decision-making as an executive later on. Our study extends this emerging stream of research by examining how CEOs’ pre-career exposure to religion affects their firms’ risk-taking and subsequent innovation performance. Drawing upon developmental psychology research and imprinting theory, we argue that CEOs who have attended a religious college are more likely to develop or reinforce their risk-averse mentality. This carries over to their professional life when they are in a top management position, and it leads to less risk-taking behavior in their firms and ultimately a lower level of firm innovation. Using a large sample of U.S. publicly listed companies, we find strong support on our hypotheses: Firms managed by CEOs who attended a religious college tend to be less risk-taking; this effect is stronger when the firm has more board members with pre-career exposure to religion; in addition, the firm's risk-taking behavior mediates the negative relationship between CEO pre-career religious exposure and firm innovation. We discuss the implications of our study for the strategic leadership literature, firm's risk-taking, and innovation research.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"18 1","pages":"881 - 912"},"PeriodicalIF":0.5,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84019034","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 career attitudes and decisions of both male and female employees depend not only on the situation at work but are also influenced by their family dynamics. This paper explores the differences in the relationship between career identity and career commitment and tested self-efficacy as a moderating variable for employees with different family dynamics. It also considered whether these relationships vary among male and female employees. The results show that in the female subsample the moderator was significant, while for males self-efficacy did not play a significant role. In terms of family characteristics, being married/cohabiting and being married/cohabiting with dependents in the household were found to be relevant differentiating factors among females when it comes to the significance of the moderating effect. In the male sample self-efficacy exhibited a significant effect only in the group of male employees with dependents.
{"title":"Career identity, career commitment, and self-efficacy: the role of gender and family characteristics","authors":"Diellza Gashi Tresi, K. K. Mihelič","doi":"10.2478/ijm-2022-0006","DOIUrl":"https://doi.org/10.2478/ijm-2022-0006","url":null,"abstract":"Abstract The career attitudes and decisions of both male and female employees depend not only on the situation at work but are also influenced by their family dynamics. This paper explores the differences in the relationship between career identity and career commitment and tested self-efficacy as a moderating variable for employees with different family dynamics. It also considered whether these relationships vary among male and female employees. The results show that in the female subsample the moderator was significant, while for males self-efficacy did not play a significant role. In terms of family characteristics, being married/cohabiting and being married/cohabiting with dependents in the household were found to be relevant differentiating factors among females when it comes to the significance of the moderating effect. In the male sample self-efficacy exhibited a significant effect only in the group of male employees with dependents.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"0 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44081981","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 : 2022-09-07DOI: 10.1177/01492063221117525
Fabio Fonti, Jan-Michael Ross, P. Aversa
Sports contexts are increasingly used in management research to test and develop theory and explore managerially relevant phenomena. This growth in publications is likely driven by a series of advantages that sports data offers to management researchers. However, such positive features are not a panacea, as several drawbacks are also associated with leveraging sports data, which can limit their usefulness for management scholars. In this paper, we aim to provide management researchers guidance to leverage the advantages and avoid the drawbacks of leveraging sports contexts. To do so, we identify and review 249 papers published over the last 50 years that used sports data to advance management theories and shed light on managerial phenomena. After outlining how these works contributed to the growth of several key conversations in management research, we discuss the advantages of using sports data by outlining how they can advance management research both conceptually (e.g., theory building and radical theorizing) and empirically (e.g., triangulation and replication). We then discuss the potential drawbacks of research using sports data and suggest ways to compensate for them. We close by outlining several new directions in which scholars can leverage sports data to further advance management research.
{"title":"Using Sports Data to Advance Management Research: A Review and a Guide for Future Studies","authors":"Fabio Fonti, Jan-Michael Ross, P. Aversa","doi":"10.1177/01492063221117525","DOIUrl":"https://doi.org/10.1177/01492063221117525","url":null,"abstract":"Sports contexts are increasingly used in management research to test and develop theory and explore managerially relevant phenomena. This growth in publications is likely driven by a series of advantages that sports data offers to management researchers. However, such positive features are not a panacea, as several drawbacks are also associated with leveraging sports data, which can limit their usefulness for management scholars. In this paper, we aim to provide management researchers guidance to leverage the advantages and avoid the drawbacks of leveraging sports contexts. To do so, we identify and review 249 papers published over the last 50 years that used sports data to advance management theories and shed light on managerial phenomena. After outlining how these works contributed to the growth of several key conversations in management research, we discuss the advantages of using sports data by outlining how they can advance management research both conceptually (e.g., theory building and radical theorizing) and empirically (e.g., triangulation and replication). We then discuss the potential drawbacks of research using sports data and suggest ways to compensate for them. We close by outlining several new directions in which scholars can leverage sports data to further advance management research.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"2 1","pages":"325 - 362"},"PeriodicalIF":0.5,"publicationDate":"2022-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87333374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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