The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative…
Abstract
Purpose
The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation.
Design/methodology/approach
Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes.
Findings
This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation).
Originality/value
The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.
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Shuang Ren, Guiyao Tang and Andrea Kim
Drawing on a motivational model of proactive behavior, this study theorizes that employment status, reflective moral attentiveness (RMA), and organization-based self-esteem (OBSE…
Abstract
Purpose
Drawing on a motivational model of proactive behavior, this study theorizes that employment status, reflective moral attentiveness (RMA), and organization-based self-esteem (OBSE) constitute the can-do, reason-to, and energized-to motivational states, which interact to induce organizational citizenship behavior toward the environment (OCB-E).
Design/methodology/approach
The authors conducted random coefficient modeling (RCM) analysis with a multisource, time-lagged data set collected from 235 employees in Chinese firms.
Findings
This RCM analysis found that more OCB-E resulted from standard employees with higher levels of RMA and OBSE.
Originality/value
The value of this research lies in understanding of the antecedents of green behavior at the individual level by identifying specific motivational states and highlighting the coexistence of motivational states in predicting OCB-E. These findings provide new insight into the theory of developing and managing green OCB performers in today's workplace characterized by workforce mixing.
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The purpose of this paper is to investigate the additive and differential effects of short-term-oriented group incentives (STOGIs) and long-term-oriented group incentives (LTOGIs…
Abstract
Purpose
The purpose of this paper is to investigate the additive and differential effects of short-term-oriented group incentives (STOGIs) and long-term-oriented group incentives (LTOGIs) on psychological ownership and organizational commitment.
Design/methodology/approach
This study analyzed data from 17,255 US employees in the 2005 data set of the National Bureau of Economic Research Shared Capitalism Research.
Findings
Both additive indices of group incentives have direct positive relationships with psychological ownership and organizational commitment, as well as indirect positive relationships with organizational commitment through psychological ownership. STOGIs have a stronger relationship with organizational commitment and LTOGIs have a stronger relationship with psychological ownership.
Originality/value
The value of this research lies in exploring the differential effects of short-and long-term group incentives, which provides new insight into the theory of group incentives and practical implications for their effective utilization.
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Andrea Kim, Kyongji Han, Joseph R. Blasi and Douglas L. Kruse
Building on economic and psychological ownership theories, this study investigates whether group incentives can reduce shirking because these practices enable employees to feel…
Abstract
Building on economic and psychological ownership theories, this study investigates whether group incentives can reduce shirking because these practices enable employees to feel psychological ownership that motivates them to prevent their own and coworkers shirking in a collective work setting. We analyzed a sample of 38,475 employees in eight companies that participated in the survey administered by the National Bureau of Economic Research (NBER) in 2005. Our findings reveal that (1) short-term-oriented group incentives (STOGIs) and long-term-oriented group incentives (LTOGIs) are positively related to self-shirking regulation and coworker-shirking intervention; (2) STOGIs have stronger relationships with these anti-shirking outcomes than LTOGIs; and (3) the interaction between LTOGIs and formal training is positively related to these anti-shirking outcomes. Although some scholars are concerned about the free rider problem in the collective working and rewarding structure, our work demonstrates how and why employee shirking may be mitigated in such settings.
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Minna Ruoranen, Teuvo Antikainen and Anneli Eteläpelto
Within the framework of learning from errors, this study focused on how operative risks and potential errors are addressed in guidance to surgical residents during authentic…
Abstract
Purpose
Within the framework of learning from errors, this study focused on how operative risks and potential errors are addressed in guidance to surgical residents during authentic surgical operations. The purpose of this paper is to improve patient safety and to diminish medical complications resulting from possible operating errors. Further in the process of the optimal contexts for instruction aimed at preventing risks and errors in the practical hospital environment was evaluated.
Design/methodology/approach
The five authentic surgical operations were analyzed, all of which were organized as training sessions for surgical residents. The data (collected via video-recoding) were analyzed by a consultant surgeon and an education expert working together.
Findings
The results showed that the risks and potential errors in the surgical operations were rarely addressed in guidance during operations. The guidance provided mostly concerned technical issues, such as instrument handling, and exploration of critical anatomical structures. There was little guidance focusing on situation-based risks and potential errors, such as unexpected procedural challenges, teamwork and practical decision-making. The findings showed that optimal context of learning about risks and potential errors of surgical operation are not always the authentic operation context.
Originality/value
The study was conducted in an authentic surgical operation-cum-training context. The originality of the study derives from its focus on guidance related to risk and error prevention in surgical workplace learning. The findings can be used to create a meaningful learning environment – including powerful guidance – for practice-based surgical learning, maximally addressing patient safety, but giving possibilities also for other training options.
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William S. Carrell, Andrea D. Ellinger, Kim F. Nimon and Sewon Kim
The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions…
Abstract
Purpose
The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context.
Design/methodology/approach
A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 301 usable surveys were analyzed using structural equation modeling.
Findings
The results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members.
Originality/value
This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.
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Beth Adele, Andrea D. Ellinger, Rochell R. McWhorter and Toby M. Egan
As a part of a larger study, the purpose of this study was to explore the learning outcomes for the “manager as coach” when exemplary managers are engaged in coaching their…
Abstract
Purpose
As a part of a larger study, the purpose of this study was to explore the learning outcomes for the “manager as coach” when exemplary managers are engaged in coaching their respective employees.
Design/methodology/approach
A qualitative, multi-case study using an adaptation of the critical incident technique (CIT) and semistructured interviews was employed with 12 managers and their respective direct reports totaling 24 interviews. Content and constant comparative analyses were used to analyze the data.
Findings
A total of five themes and 19 subthemes were identified regarding managers’ learning outcomes from managers’ perspectives. From the perspectives of their employees as coachees regarding their managers’ learning outcomes, one theme with three subthemes emerged.
Originality/value
Limited empirical research has explored the developmental outcomes for managers who serve as coaches for their employees. This study examined the outcomes associated with managerial coaching from both the perspectives of the managers who coach and their direct reports. The findings of this research provide more insight into the benefits managers derive from coaching their employees.