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The workplace in the 21st century has changed dramatically, as the internet connected the world, the "gig economy" changed work arrangements, globalization expanded the job market and individual work values such as autonomy and freedom became dominant (Rabenu, 2021). Just a few years ago, automation and technology were the heart of the conversation on the modern workplace and seemed to be replacing meaningful human connections. However, the COVID-19 pandemic, that required social distancing, demonstrated just how much people still need each other, and how technology cannot replace human relationships. The Positive Organizational Scholarship (POS) movement that started in the early 2000's seeks to understand the role of positive relationships at work. The place of work in our lives makes it a source of meaning, purpose and identity-building, that are often created through positive relationships (Ragins & Dutton, 2007). For example, high-quality relationships enable human flourishing that in turn benefits the organization (Dutton & Heaphy, 2003). Another notable outcome of the movement is the Reflected Best Self Exercise (Quinn, Dutton, Spreitzer, & Roberts, 2003) that helps understand individual strengths through feedback from significant others. The purpose of this symposium is to contribute to understanding the role of positive relationships in the workplace. This collection of papers explores different types of work relationships with leaders, coworkers and work friends to examine how positive emotional connections help overcome challenges and promote well-being. By looking at processes on different levels of analysis, this symposium offers a broader perspective on workplace relations and unique roles they can play for employees and for organizations. * I'll Stand by You: How Leaders Can Support Employees During a Pandemic * Presenter: Mirit K. Grabarski; Lakehead U. * Presenter: Maria Mouratidou; U. of Cumbria, UK * LMX Differentiation and its Political Effects in the Context of Performance Appraisal * Presenter: Silvia Dello Russo; Luiss U. * Presenter: Atieh S. Mirfakhar; Instituto U. de Lisboa (ISCTE-IUL), Business Research Unit (BRU-IUL) * Presenter: Alison Legood; U. of Exeter Business School * The Effects of Intersectionality on Evaluations of Interpersonal Citizenship Behaviors Ratings * Presenter: Natalie Schneider; U. of Wisconsin, Milwaukee * Presenter: Xiaoxia Zhu; U. of Wisconsin -Milwaukee * Presenter: Megha Yadav; U. of Wisconsin, Milwaukee * Presenter: Belle Rose Ragins; U. of Wisconsin, Milwaukee * Disappoint Friends or Downplay Organizational Norms?The Influence of Workplace Friendship Trajectory * Presenter: Kun Wang; UCL School of Management * Silver Lining: Unit Cohesion Offsets the Influence of Safety Concerns on Thriving at Work * Presenter: Olivier Wurtz; ESCP Business School * Presenter: Mihaela Dimitrova; WU Vienna * Presenter: Mila Borislavova Lazarova; Simon Fraser U. * Presenter: Margaret A. Shaffer; U. of Oklahoma [ABSTRACT FROM AUTHOR]

Embeddedness refers to the forces that keeps an employee in the job, organization or occupation. However, extant research on different foci of embeddedness has predominantly focused on organizational embeddedness and relatively little attention has been paid to other form of embeddedness. In this study, we focus on the nature of the relationship between organizational and occupational embeddedness. Following Kiazad, Holtom, Hom, and Newman's (2015) conceptual model that proposed antecedents and outcomes associated with different foci of embeddedness, we use Conservation Of Resources (COR) theory, to examine the differential relationships between High Performance Work Practices (HPWPs) and two forms of embeddedness - organizational embeddedness and occupational embeddedness. We further extend Kiazad et al.,'s (2015) model to pose research questions that explored whether organizational embeddedness mediated the relationships between HPWPs and occupational embeddedness, as well as whether there were gender differences in the relationship between HPWPs and organizational and occupational embeddedness. Using data from 1,925 engineers, we demonstrated that HPWPs have a direct influence on both organizational embeddedness and occupational embeddedness. However, the effects of all three forms of HPWPs were stronger on organizational embeddedness than on occupational embeddedness. Further, we found that organizational embeddedness fully mediated the effects of HPWPs on occupational embeddedness. Finally, we did not find any gender differences in the relationships between HPWPs and organizational and occupational embeddedness. Theoretical and practical implications of this research are discussed. [ABSTRACT FROM AUTHOR]

The last several years have witnessed calls for changes and inclusive processes for women in organizations. Both the #MeToo movement and McDormand's call for an 'inclusive rider' highlight the problem of gender inequality even in senior positions. Indeed, some countries have shown evidence of an ever-growing increase in demands to raise quotas and legislate further regulations encouraging women's inclusion in companies' boards (Huse, 2005; Seierstad, Warner-Søderholm, Torchia & Huse, 2015). However, despite this rising awareness, women still face significant struggles, biases, and difficulties as they move up the ladder into senior positions. Acker (2006) argues that social and economic inequality in the United States and other industrial countries is embedded in organizations, and is evident in the daily activities of working in an organization (2006, p. 441). However, while workers in lower-level, non-management positions are more aware of this inequality, it is less prevalent in management, leadership, and supervisory roles. In the current symposium, we will discuss the difficulties women face as they advance to senior positions. The papers presented in the symposium indicate the multiple barriers and biases concerning women working in male dominated or even neutral-gender occupations. We also deliberate about the connection between women serving as board members and organizational performance, and highlight the differences in the usage of social capital between senior women and their male counterparts. Focusing on the difficulties facing women in senior professional positions, this symposium offers rich insights into the challenges women face as they move up the hierarchical corporate ladder. [ABSTRACT FROM AUTHOR]