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Copyright of Turkish Studies - Economics, Finance, Politics is the property of Electronic Turkish Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Using the Finnish Labour Force Surveys merged with register-based follow-up data, we analyzed how different characteristics of part-time work predict employees' and entrepreneurs' employment trajectories in an 8-year follow-up. We analyzed careers by the length of weekly working hours and the reason for part-time work, that is, childcare, studies, health, part-time pension, other voluntary choice, or if full-time work was not available (involuntary part-time). We applied sequence analysis to define work career clusters based on the continuum of spells spent in different labor market statuses, that is, in upper and lower white-collar, manual, or entrepreneurial employment, unemployment, studying, pensioned, or inactivity. According to the results, involuntary part-timers have a significantly higher probability of entering the unemployment trajectory than full-time workers. Those working part-time hours due to care responsibilities were also more likely to face frequent periods of unemployment, whereas part-time work combined with studies was associated with stable white-collar trajectories. Our results also show that weakened labor outcomes following marginal part-time jobs associate with disability retirement instead of unemployment later in time, most probably determined by ill health. Therefore, we suggest further studies to consider marginal part-time workers' health as the determinant of weakening career outcomes. Overall, our results highlight the need to improve part-time working conditions, a concern that organizations like the OECD have also raised. This improvement could reduce the risk of unemployment, promote health, extend work careers, and consequently increase the employment rate. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper highlights the contribution of archival data and historical methods to impactful research in industrial relations, the sociology of work, management studies and Human Resource Management. Whilst archival methods are widely used in some of these fields of research, there has also been considerable debate in these fields over the challenges of conducting impactful research using archival data. The paper draws on archival records from the National Archives in the UK to explore the evolving relationship between private temporary employment agencies and the state over the 1980s. The paper highlights how the actions of specific labour market actors, particularly lobbying activities by private agencies, and the changing economic and political climate over the 1980s, impacted on perceptions and attitudes within government towards temporary employment agencies. In doing so, the paper sheds new light on the early evolution of what are now recognised as important dynamics shaping the contemporary employment agency industry. [ABSTRACT FROM AUTHOR]

For managers, intercultural effectiveness requires forging close working relationships with people from different cultural backgrounds (Black, Mendenhall, & Oddou, 1991). Recent research with executives has found that higher cultural metacognition is associated with affective closeness and creative collaboration in intercultural relationships (Chua, Morris, & Mor, & 2012). However, little is known about the social cognitive mechanisms that facilitate the performance of individuals who score high on cultural metacognition. We propose that one important question for cross-cultural research and training is identifying which metacognitive strategies enable successful intercultural collaborations. We suggest that one such strategy is "cultural perspective taking"--considering how another's cultural background shapes their behavior in a given context. We hypothesized that cultural perspective taking facilitates intercultural coordination and cooperation, and that a manipulation that boosts cultural perspective taking would be especially beneficial for individuals who score low in dispositional cultural metacognition. We found support for the above hypotheses in five studies using both quasi-field and experimental approaches. We discuss the implications of these findings for literatures on expatriate managers, cross-cultural training, cultural intelligence, and intercultural negotiations. [ABSTRACT FROM AUTHOR]

This study integrates theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time. Empirical results based on longitudinal performance data from 60 teams suggest that teams led by a directive leader initially outperform those led by an empowering leader. However, despite lower early performance, teams led by an empowering leader experience higher performance improvement over time because of higher levels of team learning, coordination, empowerment, and mental model development. Implications for current and future team leadership research are discussed. [ABSTRACT FROM AUTHOR]

Management scholars have long separated the study of work and diversity, assuming that the nature of work itself is not affected by race or gender. Research on occupational segregation invalidates this assumption, confirming that we judge the nature of work in large part by the social identities aligned with it. Management theorists have yet to digest this evidence because of a unilateral view of the work-practitioner relation (i.e., people derive identity from work), which conceals a reciprocal relation (i.e., work derives identity from associated people). I build a bilateral view that accommodates available evidence by theorizing a new glass metaphor--the glass slipper--to capture occupational identity by association as it yields systematic forms of advantage and disadvantage. The metaphor elucidates how occupations come to appear "naturally" possessed of features that fit certain people yet are improbable for others. This article thus contributes to management knowledge by redefining the current division of scholarly labor as a consequential theoretical problem and developing the requisite theoretical tools to redress that problem. Through the glass slipper metaphor, I theorize collective occupational identity and its relation to other social identities in a way that fosters the sustainable integration of work and diversity studies. [ABSTRACT FROM AUTHOR]

We focus on two fundamental dimensions of corruption in organizations: (1) whether the individual or the organization is the beneficiary of the corrupt activity and (2) whether the corrupt behavior is undertaken by an individual actor or by two or more actors. We use these dimensions to define a new conceptualization of corruption at the organization level: the organization of corrupt individuals. We contrast this conceptualization with the prevailing concept of organizational corruption and develop propositions that highlight their differences. [ABSTRACT FROM AUTHOR]

This special topic forum was designed to stimulate theory development on corruption in organizational life as a systemic and synergistic phenomenon. Given the multiple perspectives and bodies of literature that can be brought to bear on the phenomenon, we introduce the forum with a micro view, macro view, wide view, long view, and deep view of organizational corruption. These views suggest that there is much need for conceptual work that is integrative, interactionist, and processual in nature. [ABSTRACT FROM AUTHOR]

This article explores multilevel relationships between group-level OCB, individual-level OCB, and work performance. We also discuss conceptualizing OCB with regard to context and multiple levels of analysis. We hypothesize that group-level OCB moderates the relationship between individual-level OCB and job performance. Results based on 100 work groups in a manufacturing firm indicate that group-level OCB significantly moderated the relationship between individual-level OCB and job performance. Comparing contexts in which group-level OCB was rare with those in which it was prevalent, we found that high individual-level OCB yielded greater significant increases in job performance ratings when group-level OCB was rare. [ABSTRACT FROM AUTHOR]

Despite the increased salience of metaphor in organization theory, current perspectives are flawed and misguided in assuming that metaphor can be explained with the so-called comparison model. I therefore outline an alternative model of metaphor understanding--the domains-interaction model--which suggests that metaphor involves the conjunction of whole semantic domains in which a correspondence between terms or concepts is constructed rather than deciphered and where the resulting image and meaning is creative. I also discuss implications of this model for organizational theorizing and research. [ABSTRACT FROM AUTHOR]

The article discusses the four directions of responsibility for middle managers and the best strategies for them to employ in each context. Relations with upper management are said to benefit from the acquisition of influence through job success and making the boss look good. Effective interactions with subordinates are characterized by attention to budgetary details and serving as a liason between workers and upper management. The importance of reaching out laterally to other middle managers within the organization is noted and some significant principles involved in representing the company to outside interests are also discussed.

Theory supporting the key premise of the leader-member exchange (LMX) approach to leadership, that leaders differentiate between subordinates, has not been fully developed. We address this deficiency by (a) returning LMX research to its historical roots in exchange processes by introducing a framework for understanding relationship quality that is based on reciprocity, and (b) extending the traditional domain of LMX research beyond the formal leader-subordinate relationship in order to offer a more complete explanation of the differentiation process. We employ insights derived from social network analysis to describe how social structure facilitates the exchange processes through which leaders assist in incorporating some members into the inner life of an organization but exclude others. [ABSTRACT FROM AUTHOR]

This article explores work-family relations from the perspective of the emotion management performed by participants in both spheres. We extend previous discussions of emotion management by considering how work and family roles vary in the types and degrees of emotion management they require. We then explore the implications of this conception of work-family role variations in type and degree of emotion management for women's and men's work-family relations, paying particular attention to gender differences in work-family conflict and work-family role overload. The framework developed here highlights the need to examine variability in the emotion-management requirements of social roles, and it calls for attention to workers' multiple role involvements in studies of emotion management and their effects on individuals. [ABSTRACT FROM AUTHOR]

The author argues that the present mainstream writings on, and debates about "new" ideas of management and theories of organization, lack adequate theoretical assumptions and background. He proposes that those who question the future and efficiency of Western organizations need to rely more on a radical-humanistic and neo-Marxist conceptualization than on the functionalistic tradition. Therefore, management theorists and practitioners should integrate such a concept in order to better understand how to transform the passive-obedient Taylorist employee into an active-cooperative one. To achieve a truly renewed form of management, researchers must adopt a global view of humankind, in order to give workers a significant measure of control over their own environments and working conditions. [ABSTRACT FROM AUTHOR]

This paper presents one conceptualization of how job involvement and organizational commitment could interact to affect turnover and absenteeism. [ABSTRACT FROM AUTHOR]

This paper focuses on the role cognitive scripts, a unique type of knowledge schema, play in generating purposive behaviors in organizations. Three separate but complementary areas of research (Scheme Theory, Control Theory, and Goal Setting Theory) clarify the processes that link script-type structures to purposeful behavior. Finally, implications and extensions of this comprehensive frame- work based on previously identified content structure, and process issues are considered. [ABSTRACT FROM AUTHOR]

Research on organizational power has become overly fragmented; a multitude of different sources of power have been identified. Consequently, an overall picture of intraorganizational power relations is difficult to obtain. In this paper, three structural sources of power-hierarchical authority, resource control, and network centrality-are integrated in a theoretical synthesis. The complex nature of intraorganizational power is revealed in the interactions, tensions, and conflicts among the three sources of power. [ABSTRACT FROM AUTHOR]

This paper examines why group norms are enforced and how group norms develop. It is argued here that groups are likely to bring under normative control only those behaviors that ensure group survival, increase the predictability of group members' behavior, avoid embarrassing interpersonal situations, or give expression to the group's central values. Group norms develop through explicit statements by supervisors or co-workers, critical events in the group's history, primacy, or carry-over behaviors from past situations. [ABSTRACT FROM AUTHOR]

This article points out the inherent weaknesses of developing and utilizing contingency theories that fail to integrate both the macro (size, technology, environment ↔ structure) and micro (structure ↔ employee behavior) dimensions. We develop an integrative model Incorporating both macro and micro dimensions, and describe the benefits derived from a truly total systems perspective. [ABSTRACT FROM AUTHOR]

Recent formal recognition of situational influences on the management of complex organizations has led to an increasing number of contingency models, but a comprehensive and integrative theoretical framework for contingency management has been lacking. A General Contingency Theory (GCT) of Management is introduced as an overall framework that integrates the diverse process, quantitative and behavioral approaches to management; incorporates the environment; and begins to bridge the gap between management theory and practice. [ABSTRACT FROM AUTHOR]

Boundaries are a defining characteristic of organizations, and boundary roles are the link between the environment and the organization. The creation, elaboration, and functions of boundary spanning roles are examined, with attention to environmental and technological sources of variation in the structure of boundary roles. Eleven hypotheses integrate the material reviewed and are amenable to empirical test. Future research should overcome problems created when organizations are treated as "wholes" or single entities. [ABSTRACT FROM AUTHOR]

Little effort has been given to explaining the logic from which the satisfaction-causes-performance hypothesis came. Such logic may represent an embryonic version of contemporary theories of equity and reciprocity in social exchange. Findings relevant to the hypothesis offer support, if certain qualifying assumptions are made. The hypothesis is reinterpreted in the light of current conceptual approaches. [ABSTRACT FROM AUTHOR]

The purpose of this study was to test the merits of an integrated perspective derived from the job characteristics and social information processing models of task design. We conducted a complex laboratory study, manipulating objective properties of a task, social information, and changes in both. Results suggested strong support for the integrated perspective. Implications for future theory and research are discussed. [ABSTRACT FROM AUTHOR]

This study investigated the effectiveness of three posttraining strategies for facilitating transfer of training: (1) assigned goal setting, (2) participative goal setting, and (3) a behavioral self-management approach based on the relapse-prevention model. Results showed that both the assigned and participative goal setting conditions were superior to behavioral self-management and control conditions in inducing maintenance of behavioral change over a two-month period. The implications of these findings for training and future research are discussed. [ABSTRACT FROM AUTHOR]

In this article the author reports on research he conducted that examined managers' opinions on leadership and their perceptions of their bosses' opinions on leadership. The study also examined the relationship between leadership and need fulfillment, salary level and career progress. The findings suggest that managers tend to view their own opinions on leadership with greater complexity than they perceive in the opinions of their bosses. The author also notes that these findings should put to rest the hi-hi leadership paradigm that suggests that leaders should be high in initiating structure and consideration.

The article discusses a study which examined the influence of or authority structure in a military matrix organization which contains projects. Different power bases as sources of influence are described as legitimate power, reward power, coercive power, expert power, and referent power. The author points out several important techniques which project managers use to supplement authority such as technical competence and persuasiveness. The hypotheses addressed by the study of the perceptions of military organizations of the influence sources of both their project manager and their functional manager are examined. The article also covers the reasons for compliance with project managers and functional managers.

A new pattern of authority is emerging out of the contemporary erosion in the traditional authority bases of society. The new pattern emphasizes service, competence, the person, and role position. Criteria for evaluating the appropriateness of this new authority pattern are relevance to conditions, values, and continuity. [ABSTRACT FROM AUTHOR]

The marginality component of personality appears appropriate for men who hold integrative management positions. Research reveals an association between the Self-Other Orientation measure of marginality and two marginal occupations. Marginality suggests open-mindedness and other favorable attributes of integrators. [ABSTRACT FROM AUTHOR]

This article attempts to call attention to the real issue in organization theory and to suggest the desirability for ending the time-consuming and wasteful debates of the past. The real issue is the need to recognize that different levels of general theory exist; that developments at all levels are needed; that research should be directed toward developing explanations of phenomena. In the process the individual researcher must select from among many possibilities: the approach to analysis, the type of analysis, the framework of analysis, and the unit of analysis best suited to his particular research question.

The article is based upon empirical data from a Swedish three-year research project entitled “Communicative Organizations”, investigating the value of communication for organizations. The project is involves eleven organizations. Based upon empirical data from a quantitative survey (n = 6486) the perceived value of strategic communication and communication professionals, mainly among managers and co-workers, is analyzed. Two conceptual models are used for analysis: the communicative organization and the four-by-four model of strategic public relations. The results shows that the self-identity of communication professionals and the normative model of strategic public relations partly mirror and partly collide with the perceptions of managers and coworkers. The study confirms that managers and coworkers find communication crucial for their organizations at a strategic level, but that the role of communication professionals is rather unclear. A majority of the respondents do not understand the core role or roles of communication professionals. [ABSTRACT FROM AUTHOR]

Background: Within work sociology, several studies have addressed construction workers' practices of masculinity, class, economy, safety risks and production. However, few studies have investigated room for agency in relation to bodily pain or musculoskeletal disorders and even fewer have made a quantitative approach. Accordingly, by means of a questionnaire, we examined the association between construction workers' room for agency and physical exertion, bodily and mental fatigue, and lower back pain.Methods: A total of 481 Danish construction workers who responded to a multifaceted questionnaire were included. Drawing on previous studies and a Foucauldian inspired concept of agency, agency was quantified through specially crafted questions and examined in relation to established measures on physical exertion, physical and mental fatigue and pain in the lower back. Associations were tested using analyses of variance (general linear models) and controlled for age, gender, job group, lifestyle and depression.Results: When asked about options for agency reducing the burden of work, few workers believed themselves to be prime agents of such practices. When asking about their view on performing alternative agency implying caring for the body, 39-49% expected negative reactions from management, and 20-33% expected negative reactions from colleagues. In contrast, only 13-18% of the participants stated that they would give a negative reception to such alternative practices. Using the expected reception outcomes (positive, neutral, negative) to alternative practices as predictors, the statistical regression analyses showed that negative expectations to management were associated with higher levels of physical exertion 0.62 (95% CI = 0.14-1.09) (scale 0-11), bodily fatigue 0.63 (95% CI = 0.22-1.04), mental fatigue 0.60 (95% CI = 0.07-1.12), and low back pain 0.79 (95% CI = 0.13-1.46) (scales 0-10).Conclusion: In our study, construction workers answered questions about work and MSD. The answers indicated a contradiction between perceived responsibility and room for agency. Based on the study, a number of target areas could fruitfully be addressed in aiming to reduce MSD among construction workers. To change workers' expectances to the reception of lowering work pace if needed to take care of the body, their expectances to the reception of sickness absence as a result of pain, of discussing physical exertion in work and of demanding appropriate technical assistive devices are such examples. Our results emphasize that management plays an important role in this. [ABSTRACT FROM AUTHOR]

In this article, we define the concept of 'risk work,' which aims to make visible working practices to assess or manage risk, in order to subject these practices to sociological critique. This article reviews and synthesizes existing published literature to identify components of risk work: (a) translating risk into different contexts, (b) minimizing risks in practice, and (c) caring in the context of risk. We argue that these three components of risk work raise important tensions for workers that have been inadequately explored in the literature to date. We propose that future research should additionally focus on practitioner subjectivity and identity in risk work. In addition, we argue that comparative research-across type of risk and different contexts-and methodological and theoretical diversity would enhance this emerging field of research. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the relation between employee engagement, decisions to be in a relationship with a co-worker, and commitment uncertainty in a sample of adults who identified they were currently working with their romantic partner. Design/methodology/approach – Because workplace romance can be a taboo topic among working adults, we recruited participants anonymously from online social media websites (n=68). The use of non-experimental design limits the ability to draw causal references in relation to the variables of interest. Findings – Participants who reported they were motivated to be in a romantic relationship with a co-worker to increase status also reported lower levels of engagement, even after controlling for other relationship (e.g. relationship adjustment) and workplace variables (e.g. intent to turnover). Practical implications – Romantic relationships within the workplace will most certainly transpire yet the topic remains underexplored in the management literature. This work provides scholars and practitioners insight into the psychological mechanisms that influence workplace relationships and more, explores how relationships between co-workers impact performance variables such as employee engagement. Originality/value – This is the first study to examine the influence of workplace romantic relationships in the context of employee engagement. Moreover, this is one of only a handful of studies that has documented the empirical linkage between workplace relationships and performance variables. [ABSTRACT FROM AUTHOR]