In the diversity arena, women and their heterogeneity as visible ethnic minority migrants at work are under researched. Our qualitative empirical research reveals, and compares, how visible ethnic women migrants (VEWM) experience their journey to professional success in Iceland and New Zealand. These island nations rank in the top six of the Global Gender Gap Index, have women Prime Ministers, and increasing demographic diversity. The findings reveal that for VEWM success is a continuous journey with many different challenges. VEWM reject the notion of success as accumulation of things or titles, emphasizing instead how success is experienced. For VEWM in Iceland, success means independent hard work and aligning with other women. VEWM in New Zealand experience success through religion and giving back to the community. These differences are explored and theorized, contributing to an expanding literature of migrant complexities, beyond monolithic representations of gender at work.

Why are some newly appointed CEOs dismissed from their positions while others are not? Is it hard for newly appointed CEOs to survive in highly diversified firms? Drawing upon the concepts of executive job demands and information-processing theory, we argue that newly appointed CEOs face entirely different degrees of complexity and challenges in their role, and that firms’ product diversification and international diversification predict dismissals of newly appointed CEOs after controlling for other possible explanatory variables. Additionally, we propose that appointment of a new outsider CEO makes newly appointed CEOs more vulnerable to dismissal and consequently strengthens the predicted relationships. The empirical results support our arguments. These results suggest that the demands faced by a high degree of (product or international) diversification are likely to present challenges that increase the likelihood of corporate disruption through the departures of newly appointed CEOs. Contributions to the CEO dismissal and succession literature are discussed.

Drawing on conservation of resources and signaling theories, this research aims to develop a cross-level serial mediation model of branch-level predictors of frontline employees' service performance. Specifically, we examined whether the service-oriented human resource practices bundle (SO-HRP bundle) affects frontline employees' service performance via person–environment fit (P–E fit) and work engagement. Based on a sample of 327 employees and their supervisors across 70 branches of two service corporations in Taiwan, it was found, first, that the SO-HRP bundle and work engagement have a significant positive relationship; second, that person–organization fit and person–job fit was each positively linked with work engagement; and finally, that the SO-HRP bundle sequentially formed a positive link with frontline employee service performance through P–E fit and work engagement. The findings shine new light on the cross-level serial mediation processes whereby employee service performance is enhanced owing to the SO-HRP bundle.

This paper contributes to the growing stream of organization research that explores the relationship between professional identities and gender. Our central question pertains to how account managers ‘do gender’ in constructing their professional identities. While account management has been considered a sales occupation with a strong masculine connotation, some indications towards ‘feminization’ have also been observed. Our analysis of 39 interviews with white women and men working as account managers in the Netherlands suggests that these account managers construct a ‘tough salesman’ identity and a ‘co-operative communicator’ identity. These identities have different gender connotations. The ‘co-operative communicator’ identity facilitates a critical dialogue with the – often implicit – masculinity in the ‘tough salesman’ identity norm. We reflect on the effects of these gender connotations both for account managers and for our practice as organization researchers who intend to deconstruct rather than reproduce gender stereotypes in our study of professional identities.

Scholars suggest that in the ‘intangible’ economy, firms need to exploit intangible, rather than tangible resources to generate superior performance. In this study, we theoretically developed the proposition that intangible assets and capabilities would be linked to superior performance while tangible assets would be linked to low performance. Drawing upon a broad sample of manufacturing and services firms in Australia and by segmenting out the central cluster of firms, we found that tangible resources were linked to low performance while as hypothesised, intangible assets and capabilities were linked to superior performance. Studies such as the present one offer some support for resource-based theory which argues that in today's economy, resources that are intangible in nature are more likely to be sources of competitive advantage than resources that are tangible in nature.

Limited academic attention has been afforded to young workers relative to their adult counterparts. This study addresses a phase of the employment relationship for young people that is very infrequently examined – during or around the time when the relationship ends. It examines the relative frequency of different forms of dismissal and the circumstances preceding the dismissals via a content analysis of 1259 cases of employee enquiries to a community advocacy organisation in Australia. Results indicate that dismissal was most commonly associated with bullying, harassment, and taking personal leave. Young men, compared to young women, were disproportionately likely to report allegations of misconduct as preceding dismissal, while females experienced higher rates of sexual harassment and discrimination. The research highlights the types and circumstances of dismissal across a range of employment contexts and reveals the complexities of youth employment relationships which may differ from those of the general workforce.

In this paper, we contend that business education could benefit from attention to a field of study concerned with the way in which adults learn, and their motivation as students. We warrant the assertion that, although university business faculty tend to present a conventional wisdom set in the traditional paradigm(s) of their discipline areas, there is growing need for managers and academics to reject the concept of certainty, and to be open to conflicting values, change, uncertainty, and continuous learning. Conformity to a central paradigm requires that any ideas that stray from the established path be ignored, but emerging paradigms in business theory and research increase the urgency of the need for significant changes in the traditional curriculum and methodology of business education. We consider it long overdue for students of organisations, including current and future practitioners, to participate in the dialogue and benefit from new approaches, which will challenge the community of business academics to redesign both the content and the methodology of courses.

While an increasing number of studies focus on the positive effects of Chinese supervisor–subordinate guanxi on its focal parties, little research has examined in what situations guanxi may instead cause negative impacts on these individuals. Drawing on conservation of resources theory, the objectives of this study is to identify how the culturally remarkable aspect of supervisor–subordinate guanxi – personal-life inclusion – may cause ‘burden’ for Chinese employees and to reveal the moderated mediation mechanism between personal-life inclusion and turnover intention by examining the mediating role of work interference with family and the moderating effect of perceived family demands. Data were collected from 182 Chinese employees. The results indicate that personal-life inclusion is positively correlated with turnover intention and work interference with family mediates this relationship. Perceived family demands serves as a moderator on the mediated relationship between personal-life inclusion, work interference with family, and turnover intention. We discuss the theoretical and managerial implications of our findings.

Organisations and associated management practices are generally considered responsible for promoting employees' enjoyment of work. Our study, on the other hand, seeks to examine the capacity of individual workers to regulate their own experience of fun. We interviewed eight ‘remarkable’ workers who claimed to always (or nearly always) have fun at work. We utilised a critical realist approach in the analysis that enabled the consideration of both structure and agency in the experience of workplace fun. A key research finding was that participants possessed a strong sense of control over their own happiness at work, demonstrated in four ways: (1) a priority placed on fun, (2) a sense of responsibility for fun, (3) a positive orientation to the world and (4) a sense of mastery and challenge in work tasks. Research findings may inspire both individual workers and organisations to adopt an agentic outlook in the workplace, implementing strategies that enhance employee control.

This research aims to unpack how digital technologies can facilitate the flourishing of circular business practices in small- and medium-sized enterprises by structuring a detailed going circular path that explains businesses’ evolution toward circularity. In doing so, it outlines how the observed organizations have adopted – or are adopting – circular economy principles thanks to business digitalization. Following an inductive approach based on a multiple case study methodology, we investigated 16 small- and medium-sized enterprises operating in industries that put considerable pressure on the environment (e.g., manufacturing, chemical, construction, fashion, food, and beverage). Our findings confirm how digital technologies, as well as Industry 4.0 structures, play a fundamental role in shaping, enabling, enhancing, and refining circular products and processes development. Accordingly, we outline a generalizable step-by-step process to pursue circular economy by employing digital technologies. The present study represents a practical handout for guiding companies through their going circular path.

This study utilizes self-consistency motivational theory to investigate the association between employees' experience of co-worker ostracism and their promotive voice, while also examining the mediating role of organization-based self-esteem (OBSE) and the moderating effect of emotional stability. We collected three-wave data from personnel in North American organizations and found that social exclusion by co-workers hinders employees' expression of constructive views about work-related matters as it dampens their OBSE. We observed that this mediating role of OBSE is mitigated to the extent to which employees have emotional stability, a dispositional feature that helps them control emotions, discipline impulses, and handle challenges. Overall, our study identifies a key mechanism, employees' belief about their self-esteem and proficiency as an organizational member, through which co-worker exclusion hampers promotive voice, and it reveals how their emotional stability might contain this process.

As a new management reform adapting the development of the times, electronic human resource management (E-HRM) covers all possible integration mechanisms and contents between HRM and Information Technologies. E-HRM promotes employees' subject status with the network characteristics of openness and cooperation. Taking the theory of work adjustment as the instruction, this research studies the adaptive process induced by reconstructing the sense of matching when employees experience the reform, along with the influence of E-HRM on employee's initiative behavior from the perspective of job crafting. In total, 706 employees and their supervisors were investigated with matched questionnaire survey. The results show that: (1) E-HRM can stimulate employees' personal initiative behavior; (2) task crating, relational crafting and cognitive crafting as three dimensions of employees' job crafting, mediate the effect of E-HRM on personal initiative behavior and (3) the self-development motivation of employees' internet use plays a positive moderating role, steering self-oriented job crafting in the positive direction which conforms to the organizations' expectation.

Based on the fundamental principles of social identity theory, this study examines how inclusive leadership can help build employees' organizational identification, stimulate leader-directed helping behavior, and improve task performance by facilitating insider status and relational coordination. Furthermore, we explored how these relationships are conditional on the synergy diversity climate in a moderated mediation model. We collected temporally segregated data (n = 300) from employees in diverse workforces at three time intervals with a 2-week gap between intervals. The results support the indirect effects of inclusive leadership on employee outcomes through the development of perceived insider status and relational coordination. Additionally, these indirect effects are more pronounced at higher levels of a synergy diversity climate. In conclusion, our study offers critical insights into the diversity and leadership literature by answering why and under what conditions an inclusive leader can generate favorable employee outcomes.

Most research on the factors driving employees to work longer than expected or preagreed has focused on behaviors of work extension and has widely neglected work intensification. Therefore, the aim of this study is to investigate whether job demands, as well as employees' job-related resources and personal resources (skill discretion, educational level), predict behavioral indicators of work extension (total working hours, overtime) and work intensification (skipping mandatory rest breaks). We use data from the sixth wave of a large cross-sectional and representative German employee survey (N = 10 148). The findings suggest that job demands and skill discretion are positively associated with the different behaviors of working longer. The relationship between work extension and skill discretion is stronger for higher-educated employees than for lower-educated employees. Our findings suggest that specific job demands and resources must be considered simultaneously to explain working longer and to differentiate between behaviors of working longer.

This article looks at the relationship between psychological contract breach and voluntary turnover among newcomers, using supervisor trustworthiness as a mediator and negative affectivity as a moderator. Relying on data from 243 newcomers, psychological contract breach was found to be negatively related to the three dimensions of supervisor trustworthiness, i.e., ability, benevolence, and integrity. Supervisor integrity further mediated a positive relationship between psychological contract breach and voluntary turnover measured 8 months later. Psychological contract breach interacted with negative affectivity such that it was less negatively related to dimensions of supervisor trustworthiness at high levels of negative affectivity. The indirect relationship of psychological contract breach to voluntary turnover as mediated by supervisor integrity was also weaker at high levels of negative affectivity. We discuss the implications of these findings for research and practice.

This paper examines the influence of risks on alliance governance modes in high-tech industries. The extant literature has devoted little attention to the preferred governance mode based on the risks surrounding alliances. In this paper, we examine why risks are key factors in the alliance governance decision and investigate the choice of alliance governance mode in high-tech industries. Hypotheses are formulated based on risk perspectives; these hypotheses are empirically tested using data on 3,228 alliance records generated over the past 5 years in high-tech industries. The results suggest that risk perspectives provide an effective rationale for choosing an alliance governance mode in a high-tech industry. In the conclusion, we discuss critical issues in the current debates on predicting alliance governance modes.

Organisations are becoming increasingly flexible in staffing, often using a small core of permanent staff and a peripheral contingent of contract, casual and temporary employees. Recent Australian and overseas studies suggest that this is also true in the higher education sector, with a casualisation of the academic workforce, particularly in the lecturer and below range. This is creating a large group of marginalised academics, the majority of whom are women. Such academics' opportunities may be limited because of the values implicit in the university culture. The possibility of a model of permanent academics on the one hand and a ‘casual’ underclass on the other has the potential to cause significant problems and to affect the quality of education provided.

The researchers use established measures of job satisfaction (JS) and organizational citizenship behavior (OCB) to analyze data obtained from nurses in an Australian hospital (N = 573), and to discuss implications for human resource management. In this study the researchers seek to understand the links between nurses' JS, OCB and their perceptions of the values espoused by the organization. Changes in JS and OCB as length of service increases are also examined. Findings suggest that JS and OCB are both significant predictors of nurses' perceptions of organizational values. The findings also suggest that nurses more readily internalize organizational values when levels of JS and OCB are high. A further finding is that the tendency to engage in OCB declines significantly as length of service increases.

Previous research has identified that values affect attitudes and behaviour, and value differences may be associated with conflict in organizations. This paper examines potential national and gender differences in values in a group of 345 young people soon to be entering the Australian workforce. Although there were national, and small gender, differences in the importance placed on particular values, the young people in the study were consistent in the relative importance placed on happiness, work success and friendship, and the unimportance of life and work activities that contributed to society. Implications for organizations and suggestions for future research are explored.